Human resources and digitalization

Trends
Human Resources Management, Organizational behavior

933 vues

What are the impacts of digital transformations on the HR function? Has digitalization changed the repartition of activities between HR professionals and the proximity managers? What types of HR missions/activities/tools will be digitalized in the future?
To deepen these questions, an ambitious survey involving HR managers from BNP Paribas and Safran was launched, with a specific methodology (Delphi Method). In order to shape the future of the HR function more precisely, it is vital to better understand how HR professionals view themselves, their roles and their positions. This joint initiative of the chairs “Reinventing work” and “Une Usine pour le Futur” aims at understanding the future of digitalization for HR and HR managers today, but also tomorrow.

Liens et ressources

Mots clés

digitalization, HR function, Human resources

Auteur.e(s)

GALINDO Géraldine
Professor
ESCP Business School

LEON Emmanuelle
Professor
ESCP Business School

Institution(s)

Vidéos de la même institution

02:45

Personal organization at work

Are we just rational beings when at work? Over the last years, especially with the development of mobile technologies, work seems to be there at all time, in all locations, leading both companies and employees to reflect on work-life balance. These trends have been fully explored but what about the other side of the story? Is there something else than work at work? Are employees trying to find a new equilibrium by inviting their personal life during their working hours? This research project aims at studying people's relationship with their everyday life at work and to analyze how personal organization can constitute a meaningful resource to maintain some balance.

RAUCH Sophie - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

01:59

Measuring the paradox of flexible working

Workplace flexibility has grown increasingly popular for years and even more so since the outbreak of the pandemic. However, research results regarding the influence of flexible working on employee well-being are inconclusive. This is partly due to studies overlooking that flexible working is embedded in the way work is conducted and that it is ambivalent. Indeed, flexibility is sometimes experienced as a perk given by the organization, that may allow the employee to go to the doctor in the middle of the day. Other times it is experienced as a contribution the employee makes towards their organization, for example by working late to meet clients demands. Thus, individual experiences of flexibility may vary a lot. In any case, employees can have an active role in the construction and interpretation of flexibility. This project aims to investigate dynamic and idiosyncratic employee experiences of flexible working and how such experiences are connected to their well-being.

PEREZ Diana - ESCP Business School |

CANIBANO Almudena - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

01:41

Telepresence robots and face time

Teleworking is more and more common inside organizations but may still have negative impacts on the teleworker's performance perception. Indeed, to be or not seen during the working hours influences the reliability and the commitment associated with the worker. The question is then on how to limit telework's drawbacks, i.e. how to overcome the lack of face time associated with telecommuting? Different options are considered by companies including the use of telepresence robots, allowing the teleworkers to be visible in the office … while being physically absent! In this research project, the aim is to examine the usage of telepresence robot technology and its impact on the worker perception.

MURATBEKOVA Maral - ESCP Business School |

LEON Emmanuelle - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

02:24

Managing new work relationships

The world of work is changing. The employment contract which determined to a large extent the employment relationship between employees and employers is no longer the only go-to way to organise work. Alternative work arrangements are on the rise. In the US, 0.5% of the entire workforce in 2015 was already involved in crowd work through platforms (Katz and Krueger, 2019) while crowd work represents the main job for 2% of the entire workforce in 14 countries in Europe (Pesole et al., 2018). Yet, the vast majority of management theories are based on notions of traditional, 9 to 5, employment relationships (Cappeli and Keller, 2013). Such a disconnection with empirical realities risks management and organisation studies unconsciously ignoring new issues. We seek to assess and update the psychological contract, a major management theory, to understand alternative work arrangements.

CURTO-MILLET Daniel - ESCP Business School |

CANIBANO Almudena - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

Vidéos de la même thématique

Menopause in Organizations : Education for All

Drawing from women's testimonials in The Guardian and from contributions of feminist writers, Virginia Woolf, Julia Kristeva, and Margaret Mead, we start a conversation on the positive and energizing aspects of menopause in the workplace. We propose a social interpretation of menopause that challenges a pervasive perspective of medical decline: A theorization of “the dialectic of zest,” as inspired by the writings of Margaret Mead. By problematizing the experiences of women going through this transition in the workplace, we reveal how well-intentioned awareness campaigns can lead to further stigmatization. We thus encourage organizations to not only favor an approach of “education for all” but also extend their social imaginaries beyond medicalized perspectives and coping views.

QUENTAL Camilla - EM Normandie |

Trends
Human Resources Management, Management of Social and Solidarity Organizations, Strategic Management

The effect of sanctions on macro talent management

The purpose of our study is to examine how the sanctions influence macro talent management. To do so, we review the macro talent management (MTM) framework alongside the literature on sanctions. Using the case of Russia we have collected data from 419 media publications discussing the effects of sanctions and analyzed them using critical discourse analysis. Our findings highlight the predominantly negative nature of the sanctions’ impact on MTM ecosystems, theoretically yielding closer links between the sanctions and the MTM framework, and human capital more specifically.

LATUKHA Marina - EMLV |

Research
Human Resources Management

Experiences of self-care through Youtube yoga videos in times of crisis

Drawing on the Foucauldian technologies of the self, this study explores how individuals re-envision practices of wellbeing outside of traditional organizational contexts during extreme events. Based on a thematic analysis of 7,234 comments posted on the Yoga with Adriene YouTube channel in 2020, this study unpacks a technologically mediated practice of self-care, which we conceptualize as somametamnemata. Our findings illustrate three entangled aspects of somametamnemata relating to yoga, a form of bodywork: Caring about self through practicing yoga online; caring about self and others through sharing about yoga in written comments; and caring about self and others through responding to shared verbalizations of yoga. By situating the potentiality of individual wellbeing within ill-being, we shift debates and discussions of “corporate wellness” beyond organizational boundaries.

NAVAZHYLAVA Kseniya - EMLV |

Research
Covid Special Series, Digital Transformation, Human Resources Management

What is “shame”?

Shame is an emotional experience that occurs when you fail to meet the expectations of others and end up with a negative image of yourself that makes you perceive yourself to be inferior or weak to others. Shame does not only happen when we do something in front of others, but it can also happen when someone in our group does something that makes us look bad. Shame can arise for individual or collective actions.

GONZÁLEZ-GÓMEZ Hélena - NEOMA Business School |

Management Dictionary
Human Resources Management

Human Resources Management

Organizational behavior

Human resources and digitalization

Auteur.e(s)

Institution(s)

Vidéos de la même institution

Vidéos de la même thématique

S'abonner aux vidéos FNEGE MEDIAS