What kind of HR for tomorrow?
4 December 2012
Read by 2058 persons
Certainly, the function has largely evolved in Morocco, but this manager has not yet reached the role of strategic partner of the company or business partner.
No one can deny that the role of HR has strongly evolved in Morocco in recent years. Certainly, the evolution has not reached that obtained in Europe, the USA and elsewhere, but it remains significant. HR is no longer just the head of personnel who only deals with personnel administration (payroll, leave management, social partner management, etc.), this profile is growing in structured companies and subsidiaries of multinationals. Currently, it also has the mission of managing and supporting changes initiated by the company (merger-acquisition, voluntary departure, recruitment, etc.), thanks to training, communication and skills development policies. In addition, HR is increasingly becoming a coach for employees, trying to guide them to successfully carry out their missions. Abroad, HR is perceived as a strategic partner of the company or a business partner. According to management guru Dave Ulrich, "HR, if it wants to participate in value creation, must now concern itself with multiple stakeholders: the personnel of course, but also shareholders, customers, etc. It is therefore appropriate that it be increasingly attentive to external realities."
"We have not yet reached this level of collaboration, but I can attest that during the last twenty years, the role of HR has evolved a lot in Morocco," stressed Essaid Bellal, Managing Director of Cabinet Diorh. With figures to support his statement, he made a comparison of the HR profile between 2001, 2004 and 2008, taken from the results of the survey on HR practices initiated by the firm. In 2001, the HR manager had an average age of 40, was male and had a bac+4 with additional training in HR. He was a member of the management board and managed an average workforce of 930 employees. In terms of remuneration, the average salary was 750,000 DH and he had other benefits (company car and mobile phone).
In 2004, we are beginning to see a feminization of the function. The average age of the HR manager was 42 and managed an average workforce of 1,226 employees. As for training, those with a bac+5 were selected. As for salary, it increased to reach 880,000 DH without forgetting the other benefits (mobile phone and company car). He is still a member of the management committee. In 2008, the average age increased to 43. This position is unisex but mostly male. In terms of training, those who obtained a master's degree in HR (bac+5) are sought after. The HR manager manages an average workforce of 1,300 employees and is a member of the management committee. And that's not all, there are even HR managers who have been able to reach the rank of Deputy General Manager (DGA) or Head of Human Capital, etc. In terms of remuneration, the average salary of an HR manager is 982,160 DH. He is also entitled to other more varied benefits (mobile phone, company car, laptop, membership in a sports and leisure club). This means that this function, benefiting from the enthusiasm expressed by structured companies, is constantly evolving. "In 2012, the average annual salary of an HR manager reached 1.6 million DH," Essaid Bellal told us. Moreover, it is one of the best-paid positions in Morocco.
However, the new profiles arriving on the market are called upon to sharpen their skills and better equip themselves to meet future challenges. And for good reason, the training currently provided is of disparate quality.
Except for a few exceptions, the existing offer on the Moroccan market in terms of HR remains at a rather low level. The Masters offered, which are becoming increasingly rare, do not allow good profiles to be put on the market. This means that it is not enough to have additional training in HR to become a good HR manager. The HR manager must also have highly appreciated human qualities: be a good listener, be available, be a good speaker, be able to convince, be able to manage a crisis, etc.
Expert opinion: Essaid Bellal, Managing Director of Cabinet Diorh
"We feel the tremors of these changes in Morocco"
How have HR practices evolved in Morocco?
In Morocco, the best HR practices are implemented through the established multinationals, which has allowed this function and others to be in line with what is done throughout the world. The HR function can become truly strategic in Morocco, while it has always been thought to be only a support function. It has real added value to produce, provided that the function is strategic.
What is expected of HR?
HR must have a lot of common sense, empathy, and must be able to follow the evolution of the company and society. He must also have a good level with a bac+5 training. Note that there has been a qualitative leap in recent years, while before illiterate people held the position of personnel manager. He must bring a new vision and a new way of seeing and managing. He must also be operational.
What are the prospects for evolution?
HR, according to Dave Ulrich's forward-thinking vision, must know the customer's needs in order to integrate this data into the choice of future skills. He must also better understand the expectations of shareholders and social partners. We feel the tremors of these changes in Morocco. There are some companies that consider HR as a business partner. Soon, this function will have to take its rightful place.
Launch of the 2012 survey on HR practices
After three editions launched in 2001, 2004 and 2008, Cabinet Diorh wanted to continue the survey on the Human Resources function by launching a fourth edition in 2012. Nearly 120 companies, including subsidiaries of multinationals and structured medium-sized national companies, were approached. The end of data collection is planned for the end of December 2012. The results will be published at the end of the first quarter of 2013. This survey aims to provide a complete overview of the HR function and practices in Morocco, to trace the evolution of the HR function in Morocco based on the results of previous editions, and to shed light on the evolution of practices and concerns of national and multinational companies. It also aims to provide HR managers with decision-making tools through significant statistics on HR practices in Morocco, given that there is no up-to-date data on this area. "The results of this survey will allow us to position ourselves in relation to the changes that have occurred worldwide in terms of HR practices. They will also allow international institutions and organizations to have an idea of what is being done in Morocco in terms of HR," stressed Essaid Bellal, Director of Cabinet Diorh, at a press conference held last Wednesday in Casablanca.
Nadia Dref.
Lematin.ma
Published on December 2, 2012.
Posted online on December 4, 2012.
No one can deny that the role of HR has strongly evolved in Morocco in recent years. Certainly, the evolution has not reached that obtained in Europe, the USA and elsewhere, but it remains significant. HR is no longer just the head of personnel who only deals with personnel administration (payroll, leave management, social partner management, etc.), this profile is growing in structured companies and subsidiaries of multinationals. Currently, it also has the mission of managing and supporting changes initiated by the company (merger-acquisition, voluntary departure, recruitment, etc.), thanks to training, communication and skills development policies. In addition, HR is increasingly becoming a coach for employees, trying to guide them to successfully carry out their missions. Abroad, HR is perceived as a strategic partner of the company or a business partner. According to management guru Dave Ulrich, "HR, if it wants to participate in value creation, must now concern itself with multiple stakeholders: the personnel of course, but also shareholders, customers, etc. It is therefore appropriate that it be increasingly attentive to external realities."
"We have not yet reached this level of collaboration, but I can attest that during the last twenty years, the role of HR has evolved a lot in Morocco," stressed Essaid Bellal, Managing Director of Cabinet Diorh. With figures to support his statement, he made a comparison of the HR profile between 2001, 2004 and 2008, taken from the results of the survey on HR practices initiated by the firm. In 2001, the HR manager had an average age of 40, was male and had a bac+4 with additional training in HR. He was a member of the management board and managed an average workforce of 930 employees. In terms of remuneration, the average salary was 750,000 DH and he had other benefits (company car and mobile phone).
In 2004, we are beginning to see a feminization of the function. The average age of the HR manager was 42 and managed an average workforce of 1,226 employees. As for training, those with a bac+5 were selected. As for salary, it increased to reach 880,000 DH without forgetting the other benefits (mobile phone and company car). He is still a member of the management committee. In 2008, the average age increased to 43. This position is unisex but mostly male. In terms of training, those who obtained a master's degree in HR (bac+5) are sought after. The HR manager manages an average workforce of 1,300 employees and is a member of the management committee. And that's not all, there are even HR managers who have been able to reach the rank of Deputy General Manager (DGA) or Head of Human Capital, etc. In terms of remuneration, the average salary of an HR manager is 982,160 DH. He is also entitled to other more varied benefits (mobile phone, company car, laptop, membership in a sports and leisure club). This means that this function, benefiting from the enthusiasm expressed by structured companies, is constantly evolving. "In 2012, the average annual salary of an HR manager reached 1.6 million DH," Essaid Bellal told us. Moreover, it is one of the best-paid positions in Morocco.
However, the new profiles arriving on the market are called upon to sharpen their skills and better equip themselves to meet future challenges. And for good reason, the training currently provided is of disparate quality.
Except for a few exceptions, the existing offer on the Moroccan market in terms of HR remains at a rather low level. The Masters offered, which are becoming increasingly rare, do not allow good profiles to be put on the market. This means that it is not enough to have additional training in HR to become a good HR manager. The HR manager must also have highly appreciated human qualities: be a good listener, be available, be a good speaker, be able to convince, be able to manage a crisis, etc.
Expert opinion: Essaid Bellal, Managing Director of Cabinet Diorh
"We feel the tremors of these changes in Morocco"
How have HR practices evolved in Morocco?
In Morocco, the best HR practices are implemented through the established multinationals, which has allowed this function and others to be in line with what is done throughout the world. The HR function can become truly strategic in Morocco, while it has always been thought to be only a support function. It has real added value to produce, provided that the function is strategic.
What is expected of HR?
HR must have a lot of common sense, empathy, and must be able to follow the evolution of the company and society. He must also have a good level with a bac+5 training. Note that there has been a qualitative leap in recent years, while before illiterate people held the position of personnel manager. He must bring a new vision and a new way of seeing and managing. He must also be operational.
What are the prospects for evolution?
HR, according to Dave Ulrich's forward-thinking vision, must know the customer's needs in order to integrate this data into the choice of future skills. He must also better understand the expectations of shareholders and social partners. We feel the tremors of these changes in Morocco. There are some companies that consider HR as a business partner. Soon, this function will have to take its rightful place.
Launch of the 2012 survey on HR practices
After three editions launched in 2001, 2004 and 2008, Cabinet Diorh wanted to continue the survey on the Human Resources function by launching a fourth edition in 2012. Nearly 120 companies, including subsidiaries of multinationals and structured medium-sized national companies, were approached. The end of data collection is planned for the end of December 2012. The results will be published at the end of the first quarter of 2013. This survey aims to provide a complete overview of the HR function and practices in Morocco, to trace the evolution of the HR function in Morocco based on the results of previous editions, and to shed light on the evolution of practices and concerns of national and multinational companies. It also aims to provide HR managers with decision-making tools through significant statistics on HR practices in Morocco, given that there is no up-to-date data on this area. "The results of this survey will allow us to position ourselves in relation to the changes that have occurred worldwide in terms of HR practices. They will also allow international institutions and organizations to have an idea of what is being done in Morocco in terms of HR," stressed Essaid Bellal, Director of Cabinet Diorh, at a press conference held last Wednesday in Casablanca.
Nadia Dref.
Lematin.ma
Published on December 2, 2012.
Posted online on December 4, 2012.
