Diagnosis of a rapidly changing function.
4 July 2013
Read by 1854 persons
Measuring the scope of the HR function, its evolution and transformations with more detail and precision, these are the main objectives of the study conducted by the Diorh firm, which has just published the results of the 4th edition of the survey on the HR function in Morocco.
Meriem Bennani Training Consultant DIORH - IRH
Faced with a changing situation, the HR function is more than ever called upon to take its strategic role within the company in order to support its development.
This survey covers a panel of 107 national and multinational companies established in Morocco, via questionnaires intended for HR managers, with this year an extension of the survey to company executives. One of the key elements that emerges from this survey is, explains Meriem Bennani, training consultant at Diorh, "the posture of the HR managers interviewed, who claim their role as business partners without however using the levers allowing them to fully play this role". Thus, only 55% of the managers interviewed consider supporting company development projects as a priority, less than half consider organizational issues and change management as challenges to be met by the HR function, she adds.
As for the challenges expressed by HR managers, they mainly revolve around "problems of company attractiveness, skills development and maintaining a positive social climate", notes Bennani.
This fourth survey takes place at a time when multiple changes in the HR function are observed. How do these changes translate into your survey?
The changes in the HR function in Morocco are part of a long period that sees the HR function evolving significantly from a support administrative role to a more strategic role. It is precisely the depth of this evolution that the DIORH survey sought to measure. We therefore sought to answer many questions: How does the HR manager perceive his mission and his contribution? What are his priorities? What problems does he face daily? What latitude is really his? Is he equipped to accomplish his mission? ...
What are the key elements of this survey?
Some key findings emerge from this survey. The survey first draws a robot portrait of the HR manager: he is 41 years old on average, in 60% of cases holds a bac+5 degree, has about 12 years of experience in the HR function, is a member of the management committee and has in 75% of cases been recruited from the HR department of another company. Another finding concerns the posture of the HR managers interviewed, who claim their role as business partners without however using the levers allowing them to fully play this role. For example, only 55% perceive their participation in new development projects for their company as a priority. Less than half consider organizational issues and change management as challenges to be met by the HR function. We thus observe that the majority of HR managers interviewed first focus on their operational core business.
When they are asked about the HR issues they face on a daily basis, 3 strategic challenges clearly emerge as the most critical: managing social peace, controlling the payroll and managing the scarcity of skills on the market. Another interesting finding highlights that although large parts of the HR function are mainly occupied by women (internal communication, recruitment), men remain in the majority in the most strategic functions: function management, talent management
How is the role of the HR manager perceived in our companies?
Since its first edition, this survey has mainly relied on the HR manager's perception of his own contribution to the company's project. This 4th edition, however, sought to broaden this angle of reflection by collecting the additional point of view of some fifteen company executives. They are overwhelmingly aware of the increasing complexity of the issues that the HR manager is called upon to deal with and therefore of his role.
However, while they have, for the most part, consolidated the HR manager's place within the management committee, it must be noted that they do not yet grant him full autonomy on all HR issues.
Thus, while the HR manager often has the final say on projects concerning the development of management tools, he must still share the final decision-making with the CEO or with his colleagues on the management committee on issues of a managerial nature (replacement of an employee) or with a financial impact (salary increases, social negotiations).
What are the major challenges of the HR function?
The HR managers interviewed shared their own assessment of these challenges. They mainly revolve around issues of company attractiveness, skills development and maintaining a positive social climate. It should also be noted that societal issues, such as diversity, social responsibility, sustainable development, etc., although very fashionable today, remain confined to a second, or even third, level of priority.
Souad Badri.
Lematin.ma
Published on June 29, 2013.
Posted online on July 4, 2013.
Meriem Bennani Training Consultant DIORH - IRH
Faced with a changing situation, the HR function is more than ever called upon to take its strategic role within the company in order to support its development.
This survey covers a panel of 107 national and multinational companies established in Morocco, via questionnaires intended for HR managers, with this year an extension of the survey to company executives. One of the key elements that emerges from this survey is, explains Meriem Bennani, training consultant at Diorh, "the posture of the HR managers interviewed, who claim their role as business partners without however using the levers allowing them to fully play this role". Thus, only 55% of the managers interviewed consider supporting company development projects as a priority, less than half consider organizational issues and change management as challenges to be met by the HR function, she adds.
As for the challenges expressed by HR managers, they mainly revolve around "problems of company attractiveness, skills development and maintaining a positive social climate", notes Bennani.
This fourth survey takes place at a time when multiple changes in the HR function are observed. How do these changes translate into your survey?
The changes in the HR function in Morocco are part of a long period that sees the HR function evolving significantly from a support administrative role to a more strategic role. It is precisely the depth of this evolution that the DIORH survey sought to measure. We therefore sought to answer many questions: How does the HR manager perceive his mission and his contribution? What are his priorities? What problems does he face daily? What latitude is really his? Is he equipped to accomplish his mission? ...
What are the key elements of this survey?
Some key findings emerge from this survey. The survey first draws a robot portrait of the HR manager: he is 41 years old on average, in 60% of cases holds a bac+5 degree, has about 12 years of experience in the HR function, is a member of the management committee and has in 75% of cases been recruited from the HR department of another company. Another finding concerns the posture of the HR managers interviewed, who claim their role as business partners without however using the levers allowing them to fully play this role. For example, only 55% perceive their participation in new development projects for their company as a priority. Less than half consider organizational issues and change management as challenges to be met by the HR function. We thus observe that the majority of HR managers interviewed first focus on their operational core business.
When they are asked about the HR issues they face on a daily basis, 3 strategic challenges clearly emerge as the most critical: managing social peace, controlling the payroll and managing the scarcity of skills on the market. Another interesting finding highlights that although large parts of the HR function are mainly occupied by women (internal communication, recruitment), men remain in the majority in the most strategic functions: function management, talent management
How is the role of the HR manager perceived in our companies?
Since its first edition, this survey has mainly relied on the HR manager's perception of his own contribution to the company's project. This 4th edition, however, sought to broaden this angle of reflection by collecting the additional point of view of some fifteen company executives. They are overwhelmingly aware of the increasing complexity of the issues that the HR manager is called upon to deal with and therefore of his role.
However, while they have, for the most part, consolidated the HR manager's place within the management committee, it must be noted that they do not yet grant him full autonomy on all HR issues.
Thus, while the HR manager often has the final say on projects concerning the development of management tools, he must still share the final decision-making with the CEO or with his colleagues on the management committee on issues of a managerial nature (replacement of an employee) or with a financial impact (salary increases, social negotiations).
What are the major challenges of the HR function?
The HR managers interviewed shared their own assessment of these challenges. They mainly revolve around issues of company attractiveness, skills development and maintaining a positive social climate. It should also be noted that societal issues, such as diversity, social responsibility, sustainable development, etc., although very fashionable today, remain confined to a second, or even third, level of priority.
Souad Badri.
Lematin.ma
Published on June 29, 2013.
Posted online on July 4, 2013.
