The digital revolution is continuing its way in the HR field, with a equipment increase from 18 to 39% between 2018 and 2022. The various technologies are both the origin and the means of leading the transformations of professions.
La Predictive management of jobs and careers (GPEC), through today the GEPP, aims to adapt jobs, skills and workforce, to the requirements of the company. However, these requirements are derived, on the one hand, from the company's strategy and, on the other hand, from changes in its economic, social, legal and technological environment. Therefore, GPEC must support the change of professions and take particular account of the impacts of digital technology.... it's a real question of survival for businesses! How to anticipate the transformation of professions? How can GPEC structure your transformation process?
Here is a three-step action plan:
1. Anticipate the transformation of jobs with the increase in skills
Digital transformation is progressing at a high speed... Much faster than the arrival, on the market, of seasoned candidates for the new jobs that result from it. The solution? Upskilling and reskilling, or the art of stimulating the development and professional development of employees. A digital transformation is added that of the ecological transition, which is profoundly transforming skills and entire sectors. Neobrain invites you to identify the evolutions of 100 jobs and skills that are at risk and sustainable with the emergence of AI.
Indeed, coping with the transformation of jobs and managing to fill all new professions represents a new challenge for GEPP. It can be seized with the use of reskilling. This technique consists in choosing a candidate by doing Priming your motivation and His interpersonal skills on its skills and know-how. In this perspective, the new generation GPEC is a tool for change management. The objective is to support the transformation of businesses by developing the agility and adaptability of employees and structures.
The company must make up for deficiencies in certain professions whose skills are difficult to find. It can meet the challenge by focusing on an “atypical” candidate (external or internal) via adapted training and transformation programs. What do we mean by this term? A candidate whose technical level is - at first glance - not in line with the position to be filled, but who is equipped with soft skills that make it possible to bet on his adaptability. The recruit is then trained prior to taking up a position; and the bet can very well pay off... As long as we allow ourselves the incompressible time essential to achieve the “winning reskilling”!
2. Personalize GPEC support
The One Size Fits All or, in French, “one size fits all” has been a long time in HR. The technique of seeking applications from a pool of standardized candidates is reaching its limits at the same time as jobs and sectors are changing! Unable to continue to create “candidate cases” that fit perfectly with “job cases”, GPEC 4.0 is turning to iterative methods. One of its tools is Adaptive learning (in French: adaptive learning) that allows all types of candidates to position themselves on a job, even if they do not “fit the mold”. Say goodbye to the stereotypical careers of top schools and experiences in the same field... A strategy that also requires a good dose of maturity on the part of companies.
A more chaotic career or an autodidact, for example, who has trained thanks to MOOCs can quite seduce an interview and demonstrate, once in office, exceptional cognitive qualities. These candidates, who stand out for their adaptability and their appetite for “anti-routine”, often face improbable challenges. Their passionate spirit is a real source of motivation in the face of the new challenges they are given, and their dynamism is a driving force for the entire team.
3. Measure the success of your transformation based on specific indicators
How to measure the success of the GPEC system and verify the success of the transformation of your businesses?
Here are the 2 types of indicators to measure the success of your GPEC system:
- Quantitative GPEC Indicators Have the objectives set during the diagnosis been achieved: what is the number of HR processes taking up the work of GPEC? How often are jobs updated...?
- Qualitative GPEC Indicators : What is the degree of ownership of stakeholders? As for managers? Training managers? The employees themselves?
We have developed a list of indicators for you:”The 5 important indicators of your reporting“
Note that this GPEC 4.0 shows undeniable intelligence. It takes up the challenge of combining traditional methods and tools (personalized skills assessments, individual interviews, job descriptions, etc.), while integrating the most innovative tools, such as SIRH, algorithms, and other dynamic frameworks that make it possible to streamline work and automate tasks with lower added value!
