Le recruteur en 2025 ressemblera-t-il à un robot ? Non, ce n’est pas une blague. En 2014, une étude réalisée par l’Université du Minnesota et reprise par la prestigieuse Harvard Business Review affirmait déjà que les algorithmes sont plus performants que l’instinct humain, et que les recruteurs feraient bien des les intégrer dans leur processus de recrutement. Quant robot, il ne remplacera probablement pas le recruteur dans les années à venir. Les  USA, pionniers dans le domaine des logiciels de recrutement, se tournent actuellement vers des solutions hybrides qui placent le candidat au centre du processus de recrutement. Certains vont encore plus loin en supprimant le CV du processus.

Les chiffres confirment l’efficacité du matching via les algorithmes

Lire l’article « In Hiring, Algorithms Beat Instinct »

How can we get people more engaged, more productive, and happier at work? Is technology part of the problem — and could it also be part of the solution?

Dave Coplin, Chief Envisioning Officer at Microsoft, imagines what might be possible if more organisations embraced the full, empowering potential of technology and encouraged a truly open, collaborative and flexible working culture. As an ‘envisioning officer’, Coplin is tasked with trying to predict what the worker of the future might need to make the most of their talents.He said: ‘I hope that the work of the future is something that is much more about the individual than it is about the organisation, so it’s where organisations empower the individual to be responsible for the contribution they make for the outcome of the company.’

The desk is dying, he added. ‘Most people work in an open plan office, which was genius back in the day when there wasn’t email and personal computers and if you wanted to get a team of people collaborating together. ‘Now, if you look at the reality of the open plan office, people sit in front of their computers and send emails to the person sat 12 inches away from them.’

Watch the video and read the full article « Work isn’t working: Microsoft ‘envisioner’ Dave Coplin on why the office must change » 

Today, CHROs are standing at essentially the same crossroads that CFOs were, beginning in the 1980’s. At this time, CFOs were squarely focused on accounting, controls, and preparing financial and tax statements.Today CFOs has become the CEO’s closest partner in driving strategy — and increasingly a candidate for the top job. How did this happen and what can be gleaned from it to inform the transformation of the CHRO?

The realm of the CEO and how it’s changed
« As growth became a competitive imperative, business leaders began seeing the firm as a system of investment rather than a system of production. Financial capital was recognized as the scarce resource and its shortage a significant constraint on growth. At the same time, alternative approaches to accessing capital and funding projects proliferated, forcing financial decision-making to become increasingly sophisticated. Those conditions elevated the work of the finance function to the point that, today, the CFO helps to set the course of business, advancing an organization’s growth and improving its competitive position by identifying and resolving key financial constraints. This transformation took time to play out », wrote Cathy Benko, Vice Chairman and Managing Principal at Deloitte together with Erica Volini, U.S. HR Transformation leader in Deloitte Consulting in a latest blog article published in the Harvard Business Blog.

Comparison to the context and condition of today’s CHRO role
« These days, the scarcity impeding firms’ growth is not of capital — it’s of talent. Nearly 40 percent of the 312 CFOs and other executives participating in Deloitte’s 2013 Global Finance Talent Survey said they are either “barely able” or “unable” to meet the demand for the talent required to run their organizations. And HR’s credibility deficit doesn’t help the matter. A recent survey of CEOs reveals that HR is overwhelmingly viewed as the least agile function. In our own conversations with CFOs we consistently hear that their attempts to work strategically with HR are the most trying. Business leaders concur, with nearly 50 percent reporting that HR is not ready to lead. Even HR itself agrees. In a March 2014 global survey, HR and talent executives graded themselves a C-minus for overall performance, citing a large capability shortfall, with 77 percent of respondents ranking the need to re-skill the HR function among the top quartile of their priorities » they argued.

Nevertheless they disagree to eliminate the Chief Human Resources Officer (CHRO) function by splitting HR responsibilities in two separate directions — administration, led by traditional HR-types, reporting to the CFO; and talent strategy, led by high-potential line managers, reporting to the corner officer – like suggested by Ram Charan* in the July/August issue of HBR.

Do you want to know why Cathy Benko and Erica Volini disagree?  Read the full article « What It Will Take To Fix HR »

*Ram Charan is a worldwide business adviser and speaker and the author of 15 books. His most recent isGlobal Tilt (Crown Business, 2013).