In recent years, most companies have been confronted with two major changes in consumer habits:
- Customers’ hyper-connectivity
- The need for immediacy and availability.
These trends are now making their way into organizations, embodied by the new expectations of employees. Regularly challenged by these issues, HR is being called upon to rethink itself and offer a new employee experience, so as to encourage the adoption of HR platforms aimed at employees.
A growing culture of immediacy
In the space of two decades, our lifestyles have evolved, punctuated by a new relationship with time centered on the instant and the immediate. New technologies in particular have accelerated this cultural and societal transformation: we derive a kind of satisfaction from getting what we want immediately.
This standardization of access to information, on the other hand, also generates an intolerance to frustration, as soon as we have to wait: we’ve become accustomed to finding instant answers thanks to online tutorials, to booking a medical appointment in a few clicks from an app, to having a digital life on social networks, and so on.
New technologies, and in particular communication tools, tend to reinforce this acceleration, and bring together the physical and digital worlds, in both the private and professional spheres: employees now come to work with their personal experiences and expectations.
Instantaneity in the workplace
The repercussions on the company and its organization are numerous, often motivated or inspired by the search for equivalence with what we experience on a daily basis. The personalization of software interactions and instantaneousness are among the impacts that can easily be observed, while at the same time providing levers for improving the employee experience.
These new paradigms are leading HR teams to rethink and evolve their service offering. In so doing, they are responding to the need for greater adaptability to new professional realities, in a spirit of accessibility and autonomy sought by employees.
Immediacy for the day-to-day HR function
Let’s take training as an example: recent studies show that only one in five people take training in the company, and 40% of them don’t know what content to use, or where to find it… We are also seeing that employees expect shorter training and continuous development media that are better adapted to their lifestyles (podcasts, video…). New opportunities are emerging at skills to offer instant personalized training. This involves, for example, connecting areas for improvement arising from solicited or spontaneous feedback with content accessible at the click of a button!
These trends have of course been accelerated by the recent, forced hybridization of working patterns, often with technological responses. This rapid and necessary digitization has made it possible to bring together the experiences of the personal and professional spheres mentioned above, and thus avoid the risk of frustration or disinterest due to a mismatch between expectations and experience, which is all the greater in remote environments.
Levers for HR software adoption
As a preamble to this section, we recommend a number of useful readings to help you understand the history and projections of what HR Information Systems will look like in the future:
- HRIS: prospects and developments
- AI and Machine Learning in HR: what’s the verdict?
- How to digitalize the HR function?
Self-service
What is Software Self-Service?
Software Self-Service is an approach that enables users to manipulate and exploit data and software resources directly,without the need for constant assistance from technical specialists, thus promoting user autonomy and responsiveness.
This approach began to emerge in 2007, as HR information systems opened up to employees and managers. These new users are behind the generation of data such as their profiles, the self-assessment of their skills or the preparation of their annual appraisal interviews. For the HR function, this change is an opportunity to save time in data collection. It also means a certain loss of control over the platform’s content, and a greater need for governance and reliability .
The UX approach
HR software favors a user-friendly UX and ergonomic design to simplify workflows, offering a personalized, website-like navigation path. Deploying a software suite requires it to be accessible on a variety of devices, as not every employee necessarily has access to a computer. Similarly, its design is iterative in the sense that it evolves according to user feedback. Finally, it requires little training, thanks to its total intuitiveness and, where necessary, efficient user support.
As Coco Chanel said:
You don’t get 2 chances to make a good first impression
During the pre-project phase and design workshops we recommend that you request adaptations for :
- The Graphic Charter
- Choice of terminology
- Home page information
The digital accessibility obligation
What is digital accessibility?
Digital accessibility is governed by the RGAA 4 law, and refers to the provision of digital content that can be used and understood by everyone, including people with disabilities. This way of designing websites or software aims to eliminate barriers that could prevent access to online information and services, offering a fair and inclusive experience for all users. More precisely, this translates into :
- The existence of shortcuts
- Color contrast
- Combining text, color and graphics
An HR solutions provider must not only provide you with customization in the colors of your graphic charter, but also advise you on the colors to use. Each color has a particular cognitive meaning, and their choice can facilitate the transmission of emotions.
La gamification
La gamification consiste à faciliter l'adoption d'une plateforme logicielle RH en appliquant des éléments ludiques à des domaines qui ne le sont pas intrinsèquement.
Les avantages comprennent une introduction plus intuitive à l'outil et l'établissement de comportements durables. Toutes les étapes RH, du recrutement à la formation, peuvent bénéficier de cette approche. Ceci se matérialise par des récompenses suivant l'assiduité des utilisateurs : badges ou défis d'équipe contribuent à un usage plus fréquent de l'outil.
Chez Neobrain, nous exploitons la dimension sociale de notre plateforme, améliorant ainsi l'expérience utilisateur et leur engagement. Par exemple, les formations les plus populaires sont désormais visibles pour les collègues du même domaine. Cette fonctionnalité est configurable selon les besoins de l'équipe projet SIRH.
L'argumentaire de vente interne
L'adoption d'une nouvelle solution de gestion de talents implique des changements significatifs au niveau de l'organisation et de la culture. Une explication du contexte, des enjeux et des bénéfices recherchés aura lieu durant la phase de cadrage et de déploiement mais ce n'est pas tout. Afin de garantir le succès de ces projets RH, vos fournisseurs doivent vous soutenir à travers diverses méthodes de formation et de communication.
Voici quelques exemples d'outils inclus dans un plan de communication de lancement :
- Co-organisation de webinaires avec les collaborateurs pour favoriser leur implication.
- Création de vidéos en Motion Design pour faciliter l'adhésion de vos collaborateurs.
- Mise en place d'une visite guidée pour le lancement de la campagne.
- Mails pré-conçus pour vous aider dans vos rappels et communications.
- Sessions Q&A avec tous les collaborateurs au milieu de la campagne pour répondre à leurs questions.
En conclusion, le retour sur investissement du logiciel choisi est, certes, du ressort de l'équipe projet mais votre fournisseur de solutions a un rôle prépondérant. C'est pourquoi la méthodologie de déploiement, le planning des ateliers et des livrables sont des composantes sur lesquelles vous devez être très exigeant. Cette méthodologie de déploiement est documentée dans un Guide réalisé avec le cabinet de Conseil Tempo&Co, il est accessible ici.
