In a world of work that has been in constant evolution for several years, followed by a health crisis, the role of HR is strongly impacted. Fulfillment, work/life balance, contract hybridization, work modes....

We can no longer ignore the new expectations of employees, especially young people, who will gradually become the majority in the professional sphere. Faced with this fundamental trend, which consists of no longer wishing to be subjected to but to choose one's work and the conditions of this work, HR will once again have to adapt and reinvent itself.

Rôle du RH

Career and Youth

All recruitment-related research conducted with young people highlights concerns about the value of the job. Questions about the meaning of their work and their career aspirations have never been an important factor in their selection criteria and 92% want to work for a company that matches their values Jam Trends study published in 2020

The idea of staying in the same company for the rest of one's life is no longer a dream, so much so that knowing the prospects of evolution sometimes becomes a chit-chat in job interviews or, on the contrary, with very short term notions of the future. However, employee loyalty has many virtues that we no longer need to present (business, competitiveness, cost, employer brand, corporate culture, etc.) beyond the simple fact of avoiding the flight of talent in order to successfully carry out the company's development strategy.

It is therefore necessary to find the right levers to retain these digital natives who rarely commit themselves for more than 5 years. Faced with this population, accustomed to instantaneous, personalized services and having access to a lot of information and job offers online, it becomes difficult to fight and make them want to stay and commit themselves over time.

However, "thanks" to recent destabilizing events in the world of work (covid, political crisis, etc.), individuals have realized that the company is also obliged to adapt, to transform itself to survive in a changing world with global competition. The same goes for employees and their ambitions, who will try to maximize their criteria of choice with those of the market so that there is this famous "match".

As a result, we are witnessing a new relationship of supply and demand, more equal between the company and the employee. This will imply a new role for local HR, who will have to consider a new role, that of coach, to accompany them professionally.

Role of the HR: the posture of a coach

This new model of work relationships will require more frequent use of coaching to support employees throughout their careers and make it a strategic asset. The goal is to put career development back at the heart of HR functions, as recurrent and strategic as recruitment.

For a long time, companies have used external coaches to intervene in a targeted manner (top management, talent promotions, replacement positions) with an elitist vision of coaching, which has culturally distanced them from HR development in favor of other more urgent, frequent and administrative actions. Today, digital self-coaching solutions, such as Jobmaker, make it possible to reintroduce this dimension and democratize it, with the need to reframe the role of HR towards that of "coach". The formalization of this type of service will allow HR to save time and to make an impact during the debriefing interview with their employee. They will then be able to propose training, promotions or internal mobility adapted to the needs of the company and to individual aspirations, all of which are levers for commitment and loyalty.

Therefore, the main objective for organizations is to build a culture of self-awareness for all employees and to develop a global agile and self-learning culture. The gateway to initiate this challenge is to provide an environment conducive to coaching, which aims to promote the idea that employees are co-actors of their professional evolution and that they adopt the posture of competence providers. Moreover, self-coaching allows you to make such a career development part of your HR strategy, unlike outsourcing services through coaches, who are remembered more as external contributors and not necessarily as an internal service of the company offered by its HR.

This is a turning point that will be absolutely essential for companies to remain competitive and successful in a very tight labor market.

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