Human resource management : the day-to-day administration of staff

Constantly evolving production and organization patterns in industry and services, new information and business technologies, the emergence of artificial intelligence, and the growing international mobility of human resources are all prompting us to rethink the role of human resources management (HRM) within the company.

Initially, when the company had to solve the sole problem of production and manpower supply, the human resources management function focused on recruitment, personnel administration and payroll.

The role then evolved with the extraordinary development of social legislation. National, interprofessional, branch and company agreements, as well as European directives, have enriched the legal panorama. This culture has largely penetrated functions such as payroll and management.

All members of management effectively exercise a human resources management function as soon as it is recognized that leading work teams is a source of improved performance. This decentralization of hierarchical powers has led managers and supervisors to train in regulations governing working hours, remuneration and staff representatives, as well as in personnel management techniques. Over time, this function has become a shared responsibility.

Human resources management has taken on the role of a support function, providing methodology and advice to operational functions, aided by IT, which has contributed to the disappearance of operations of little value and the acceleration of payroll calculations.

Information technology has enabled the creation of numerous compensation and work organization simulation systems. Above all, it has helped to make the management of individual files more reliable and standardized, through the proliferation of practical and inexpensive "office automation" software. This function can now be outsourced to a large extent, particularly for personnel administration tasks.

Changing corporate structures are leading to new questions about the role of Human Resources Departments. In open companies, which rely heavily on suppliers, the challenges to be met are numerous. These so-called "extended" companies have several categories of employees coexisting, their own and those of suppliers and subcontractors, often on joint projects and in the same workplaces. What solutions, management and social communication are needed in such cases?

Project-based working techniques raise the issue of job definition and career development. Staff often find themselves in temporary positions on cross-functional projects, reporting to managers who are not their usual hierarchical superiors. The notion of "job vacancy" has, moreover, been superseded by...