HR BLOG

Strategic impact of HR process automation

Today, automation has a strategic impact on the various HR processes. Among those most often mentioned by HR managers, let’s mention :

  • The management of the payroll for 82% of entries. In this process, the system allows you to save time but drastically limits the number of data entry errors, errors that can have significant negative consequences for the company such as forgetting a bonus, or incorrect counting of vacation days.
  • According to 67% of HR managers, “Personnel administration is 67% error-free, saving time by quickly and easily retrieving the data required.
  • Time and Activity Management for 60% of the people consulted contributes to improving employee flexibility by allowing them to quickly and easily adapt their working hours.

 

For Markess, this can be explained by :

The growing importance of the ’employee relationship’ due to the company’s awareness of the need to respond to the new requirements of the employee (well-being at work, flexibility, etc.) and to ensure his or her total involvement.

The realization of time savings was mentioned by 74% of HR decision-makers. Amongst the processes where automation allows significant time savings, the ‘personnel administration’ process was mentioned by 97% of HR managers. The time saved on this process allows the HR manager to concentrate on other tasks with higher added value for the company.

In the payroll process, for example, only 30% of the decision-makers mention financial benefits obtained through automation.

63% of HR decision-makers believe that automation helps reduce errors in the ATM process and 60% of them mention the payroll process.

Automation of HR processes that optimizes employee information: by refining the knowledge of its employees, the company will quickly be able to establish a relevant ’employee relationship’. The fineness and increasing quantity of data collected raises the question of cybersecurity and compliance with the GSPD. Indeed, how to properly understand, in the automation of HR processes, the management of ‘cybersecurity’ and the digital tools related to it?

With the Covid-19 crisis, the automation of HR processes becomes a notable problem of the company and its strategic impact is reinforced.

The companies thus start to define KPIs on the subject in order to measure the ROI of the automation on the performance of the HR processes and the impacts that it has on the management of the company. Among the KPIs most often taken into consideration are the following:

  • The time saved in the conduct of the process was evaluated by 74% of HR managers.
  • Error feeding, cited by 56% of respondents.
  • Adhesion of the collaborators

Nevertheless, it should be emphasized that this trend is far from being a priority for companies. Indeed, 52% of the HR managers consulted admit that no KPIs are implemented today and that nothing is planned between now and 2022.

This last figure tends to reinforce the idea that even if the health crisis has profoundly changed the vision of companies on the issue of HR process automation, the treatment of this issue still remains unstructured.

Today, automation has a strategic impact on the various HR processes. Among those most often mentioned by HR managers, let’s mention : The management of the payroll for 82% of entries. In this process, the system allows you to save time but drastically limits the number of data… Read More

Talentia Software completes its HRIS with three new modules

Social & Collaboration, Virtual Assistant, and Performance Management are the three new HR modules that join Talentia’s HRIS portal to enhance the employee experience.

Nearly two-thirds of HR decision-makers expect HR process automation to simplify the employee’s daily life (Markess study – 2020). Talentia’s HRIS with its HR modules allows HR managers to (re)connect with employees and modernize their work environment.

Three new modules that help improve the employee experience

The corporate social network Social and Collaboration is designed to foster collaboration and communication between teams. Directly connected to the employee portal, the Social and Collaboration solution is a true collaborative tool. Equipped with an ergonomic interface, this corporate social network is easy to use and facilitates creativity. It improves the exchange and sharing of information and documents between employees in complete security.

Talentia Theo’s new virtual assistant simplifies the life of employees in their daily HR processes. Chatbot uses artificial intelligence and natural language to help employees and HR staff search for information, from the simplest to the most complex. Theo understands, researches, provides answers and facilitates decision making. Thanks to instant messaging technology, “Speech to Text” and “Text to Speech” functions, Theo provides a fast, comprehensive and personalized service. Available 24/7, Theo enhances the employee experience and boosts the productivity of HR teams.

The Performance tool makes it easy to assess employee performance against defined objectives. The module integrates an evaluation form generator, scoring systems, rating scales, weighting, etc. By automating the process of monitoring performance and attaining objectives, the Performance solution considerably increases employee productivity and commitment. The module promotes communication between managers and their employees and facilitates decision making regarding employee progress and career planning.

These three new modules are available immediately

According to Béatrice Piquer, Chief Marketing Officer of Talentia Software, “These new modules meet the growing needs of our customers who want to put employees and customers on an equal footing. It’s no longer enough to have loyal and motivated employees : you need committed and invested employees. Talentia’s new tools on the HRIS promote work flexibility, improve the lives of employees and simplify exchanges. This is in line with the reorganization of work initiated in recent years and accelerated by COVID 19. Employees want to be able to organize their professional and personal lives as they wish and from where they wish. The HR modules meet these new expectations”.

 

Press Contact

Isabelle Laville – Phone: +33 1 40 86 31 53; + 33 6 25 47 18 03 – @: ilaville@replique-com.com

Social & Collaboration, Virtual Assistant, and Performance Management are the three new HR modules that join Talentia’s HRIS portal to enhance the employee experience. Nearly two-thirds of HR decision-makers expect HR process automation to simplify the employee’s daily… Read More

HR Automation, disparate investments and budgets

Generally speaking, budgets dedicated to the automation of HR processes are moderate and also, in fact, nuance the importance expressed by HR decision-makers on the subject. Indeed, the study conducted by Markess by exaegis at the end of the health crisis indicates that only 37% of HR managers consider the budget allocated on the subject as largely sufficient or even adequate.

This is probably explained once again by the cost of the most innovative solutions, an element that has become all the more important as the COVID-19 crisis has led to the freezing of many budgets related to development.

AI (Artificial Intelligence) and HR Automation

The reluctance of many companies to really adopt these new technologies is another tangible explanation. For example, in 2019, only 17% of HR managers really intended to invest in Artificial Intelligence (AI).

The COVID-19 crisis has deeply changed the situation since today, 63% of the consulted decision-makers consider the contribution of Artificial Intelligence (AI) in the automation of HR processes important or even very important.

Before the Covid-19 crisis, the most important investments were made on the processes related to the ‘human capital’, more recent and less digitized. Thus, the goal was to catch up on the processes related to the payroll or the ‘administrative management’. Between 2019 and 2021, Markess by exaegis estimates the average annual growth rate of investments at +14.4% for processes related to ‘human capital management’ and only +3.6% for those related to payroll and ‘administrative management’.

After the COVID-19 crisis, without it being possible to mention a harmonization of investments in digital HR, companies have grasped the importance of quickly automating the processes related to payroll and ‘administrative management’ and to have a global policy on the subject.

Indeed, while the payroll and ‘administrative management’ processes are essential to adapt quickly to the context and to set up state aid schemes (short-time working…), they often remain ‘technologically obsolete’ today.

Future of investments

For the next two years, 5 processes will monopolize the majority of investments. Among them, let’s mention:

  • Personnel administration for 41% of the HR managers consulted,
  • Payroll, mentioned by 31% of them,
  • Recruitment, cited by 33% of HR decision-makers, which, although it has become more complex and time-consuming, has gained in-depth with to the increasing use of digital tools (online interviews, tests, matching tools…) and promotes more efficient recruitment.

Generally speaking, budgets dedicated to the automation of HR processes are moderate and also, in fact, nuance the importance expressed by HR decision-makers on the subject. Indeed, the study conducted by Markess by exaegis at the end of the health crisis indicates that… Read More

HR Automation, a key issue for companies

For several years now, the automation of the HR function (which consists of automating actions through the use of algorithms or robots requiring no or only partial human intervention) has been a proven trend.

This concept should be correlated with the digitization of HR processes, which aims to optimize the processes of a company through the use of digital technology. Already in 2018, 82% of the managers consulted had made automation one of their priorities. Today, we can see that the majority of HR processes are affected by automation. Companies see it as an opportunity, not only to optimize the performance and investment of their employees, but also to have more structured HR processes that allow for more refined employee data feedback.

 

In 2020, this trend towards process automation has been reinforced by Covid-19, which has highlighted two major trends that should be highlighted:

The importance of having a reactive and agile HR function to respond to this type of crisis – HR process automation promotes agility and today becomes almost essential for the company. During the health crisis, digital HR played the role of the ‘backbone’ of the company, facilitating the implementation of teleworking, new aid schemes proposed by the State and guaranteeing a form of cohesion between teams. In fact, 65% of the HR managers consulted believe that process automation is a key issue for 2020.

A blatant reality: HR processes are not always optimally automated. The result is a loss of efficiency. For example, the Time and Activity Management (TAM) process is nowadays highly automated, while the offboarding process is hardly automated at all. 59% of the HR managers surveyed by Markess by exaegis believe that HR processes are moderately automated. Above all, 65% of them say that this automation remains moderately effective.

This dichotomy between the need for automation clearly expressed by companies and the realization of these projects can be explained by the lack of a global and aligned policy on these subjects. The result is a heterogeneous treatment and level of automation and digitization, depending on the processes and issues specific to the organization.

On the one hand, there are highly digitized processes that are well established in the company, most often related to the payroll and ‘administrative management’ segments, but which are slow to benefit from the latest technological advances.

On the other hand, there are less structured, more recent and less digitalized processes, often related to ‘human capital management’, but which benefit from the latest technological innovations, especially in the field of automation. The deployment of machine learning (ML) tools on the training side, or applications that allow a more efficient matching between advertisements and candidates illustrate this point.

2 brakes are also at the origin of this reality:

  • The technological and technical constraints linked to the integration and management of these new solutions.
  • Internal obstacles resulting from the difficulty for some employees to adapt to a rapid ‘digital revolution’.

For several years now, the automation of the HR function (which consists of automating actions through the use of algorithms or robots requiring no or only partial human intervention) has been a proven trend. This concept should be correlated with the digitization… Read More

Artificial intelligence and Chatbots revolutionize HR

Clearly impacted by new technologies such as artificial intelligence, chatbots and robotics, HR is today undergoing profound changes. Accelerated by the Covid-19 crisis, this revolution should enable the function to reinvent itself and fully grasp the resulting challenges. Anticipated management of talents, adaptation of training methods, development of internal communication and employee commitment and finally optimisation of recruitment processes.

The Impact of Artificial Intelligence on Recruitment

The HR recruitment process is one of the first to benefit from artificial intelligence. Often long, repetitive and tedious, recruitment is accelerated and application errors are greatly reduced. AI brings a concrete answer to optimize the recruitment process and quickly identify the right candidates: matching. This process allows the automation of the selection of candidates. It scans millions of data and compares the applications with the required profiles to identify the best candidates in an extremely short time. The chatbot is a real virtual personal assistant that accompanies the HR department or the candidates in their development during the recruitment process.

The Impact of Artificial Intelligence on Payroll

Payroll is the most sensitive and regulated HR process. It is a matter of providing the various employees of a company with financial compensation for the fruits of their labour in a timely and error-free manner.

Payroll consists of various processes: collecting information related to the activity of employees (absences, leave, illness, etc.), calculating remuneration, contributions, wage-related contributions and deductions at source, and finally producing the various compulsory declarations such as the single declaration of employment and the DSN.
Artificial intelligence makes it possible to automate many of these processes. Artificial intelligence also makes it possible to carry out payroll checks in real time. AI will gradually revolutionize payroll to reduce the risk of errors that can be costly to the company and have a considerable impact on the employee.

Finally, artificial intelligence makes it possible to automate regulatory monitoring to inform the HR department of legal and contractual changes, linked to company agreements, and thus ensure compliance with the regulatory framework and social legislation in force.

The impact of artificial intelligence on the relationship between HR and employees

A complicated collective agreement? How much paid leave for a personal event? Employees and managers always have many questions to ask HR about their pay slips, their administrative situation or their holidays.
Artificial Intelligence and Chatbots bring HR closer to employees and maximize the employee experience by simplifying the process and reducing response times to “basic” everyday questions.

The impact of Artificial Intelligence on mobility

Artificial Intelligence impacts the work environment. It encourages teleworking by developing the digitalisation of the HR function. Decision support, data management and analysis, virtual assistants, creation and enrichment of content, where so many new uses are made possible by AI and favouring mobility.

Artificial intelligence is transforming our daily lives and all aspects of our professional and personal lives. AI brings a new way of imagining the HR sector, their teams, their work and their application resources. AI expands the scope of HR actions, allowing it to get closer to its employees, to develop their quality of experience and their commitment. The expanded HR department is on the move. And it’s all thanks to AI! The HR department is freeing itself from repetitive and tedious tasks to focus on the H of HR department and work on its in-depth transformation. Digitalization of the function, automation, implementation of HR indicators monitored and automatically updated are the promises of the AI.

Clearly impacted by new technologies such as artificial intelligence, chatbots and robotics, HR is today undergoing profound changes. Accelerated by the Covid-19 crisis, this revolution should enable the function to reinvent itself and fully grasp the resulting challenges. Anticipated management of talents, adaptation… Read More

The Softskills of telework, a major lever of performance and competitiveness for the company

The episode of containment during the Covid-19 crisis had a profound effect on organizations and employees. If telework was perceived as a revolution for many until now, it is now highly recommended but also to be organized. More than ever, HR managers need to be accompanied in this new organisation to be set up.

Teleworking: For whom? How often?

The relationship with transformed labour

Telework radically changes the employee’s relationship with his professional activity around 4 key elements.
First of all, it requires a significant organizational capacity. The teleworker must be able to plan his working hours and guarantee constant productivity.
Autonomy, i.e. the ability to work alone, without necessarily calling on his hierarchy and team members at the same frequency as in a company.
The interdependence of tasks, i.e. the ability to know what one can do only by oneself or, on the contrary, which necessarily requires teamwork.
Finally, the ability to manage isolation and physical absence from the company, colleagues and hierarchy. Teleworking requires all of these Softskills, both to be efficient while working remotely and to maintain the relationship with the company.
Based on these elements, HR managers will be able to define the optimal frequency of teleworking for each employee and how to support them to be more efficient in a teleworking situation.

Talentia and MPF Paris: helping companies to organize telework and more..

Faced with this growing complexity, HR managers express the need to have the necessary tools to support their teams and to identify people likely to be in difficulty in a teleworking situation. This involves defining who is eligible to telework and how often.

Today, 5 Softskills are particularly sought after by recruiters: adaptability, team spirit, rigour, emotional intelligence and empathy. However, these qualities are difficult to identify and require tools, and the same is true for those indispensable for teleworking.

6 behavioural competencies essential for telework

According to several studies, 18 Softskills are inherent to teleworking. By taking the main ones and analysing them for an employee, we can determine the optimal frequency of teleworking. EM Normandy counts 6 Softskills that are very influential in a telework situation. Among them are the ability to understand one’s organisation, to understand the needs of others, to solve a complex problem, to identify resource persons, to know oneself and to promote oneself.

Talentia Softskills: identify the ideal frequency.

In association, MPF Paris and Talentia Software are working with HR departments on this issue with the Talentia Softskills Solution.
Talentia Softskills is :

  • Dedicated and secure access to Talentia’s HCM platform.
  • A questionnaire of 100 questions on average (45 minutes)
  • The individual results are provided to the employee in his Talentia portal.
  • The HRD receives all the results in the Talentia HR portal.

The objective is to enable HR managers to support their employees in setting up a frequency of teleworking that is beneficial for them and the company and to help them in their professional development

Softskills and telework

The episode of containment during the Covid-19 crisis had a profound effect on organizations and employees. If telework was perceived as a revolution for many until now, it is now highly recommended but also to be organized. More than ever, HR managers need to be accompanied in this… Read More

Employee commitment: How to concretely manage the subject?

Attracting and retaining talent is a daily challenge for HR departments. More than that, it is a major challenge to develop a strong corporate culture and thus foster the commitment of all employees.

In the context of containment we have experienced, the importance of employee commitment is all the more concrete. For many companies, the need to put the entire team on telework implied total trust. Today, what concerns and what conclusions can we draw on this sensitive subject?

Collaborative engagement: A complex alchemy?

Attract Attract Loyalty Engage is the main objective of the HR departments.
At the European level, 30% of employees say they are committed to their company, 55% say they are disengaged and 15% are actively disengaged.

Aware of this major issue, strengthening employee commitment is the priority objective for 77% of the HR managers surveyed for the Gallup survey.

Commitment Development: The Right Balance

The complexity of Collaborative Engagement comes from the fact that it is based on an alchemy. For HR directors and managers, it involves questioning several points:

  • How can I put my teams in an ideal working environment to make their work as pleasant as possible? (Tools and workspaces)
  • How do we give meaning to the missions we submit to our employees? (Values, projects, missions) This is an essential point for the new generations Y and Z.
  • How to develop a strong corporate culture? (Posture, rituals, modes of collaboration).

Employee commitment is the result of the alchemy between these different points.

Engaging employees on a continuous basis

According to a Markess study, several events are considered key by HR decision-makers to deploy different actions to promote employee engagement.
For 82% of those surveyed, the integration of new employees when they join the company is the priority to ensure their commitment. More generally, getting in touch with the candidate, recruitment and integration into the company is the first key phase.

How do you measure commitment?

Measuring Human Capital

Human capital is generally measured by traditional indicators that actually give a quantity of it. It is in fact a different measure of the quality of human capital in line with the innovative capacity of the company.

In fact, today companies value their human capital as an intangible asset in the form of debt and costs. (Personnel expenses, taxes and payroll taxes, salary allocations, provisions and retirement benefits).

Indicators such as Payroll / Sales, Payroll / added value, or Training / Sales will help to measure the effectiveness of human capital in terms of profitability.

This evaluation method, although important, does not provide an answer to the question of employee commitment.

Other criteria such as Softskills, or employability are used to define the quality of human capital. For HR, it is a question of proving to the employee that one is capable of following him/her and supporting him/her in a fair social contract.

Fostering employee engagement

Improving employee engagement

Spearheading the digitalization of working conditions, 67% of HR decision-makers surveyed by Markess believe that the implementation of a Digital Workplace contributes to improving the employee experience and encouraging exchanges between management and teams.

Another 52% of the HR decision-makers surveyed consider the employee experience to be crucial for their organisation.

Improve the knowledge of the collaborator

For 58% of HR decision-makers surveyed by Markess, the objective is to provide a personalized and contextualized service to their teams. This should provide a 360° view of the employee to the HR Director. It should enable the company to best meet the needs and expectations of everyone in the company in terms of skills to be developed, personal objectives or career plans. An employee who is in tune with the company’s operations and culture will be all the more loyal and committed.

 

About Talentia Software

Talentia Software is one of the leading international publishers of solutions for digitizing HR and finance functions for ETIs. Talentia develops solutions for financial performance management (accounting, consolidation, reporting and budgeting) and HR (HR payroll, talent management, employee administration). Talentia’s solutions are complete, integrated and adapted to the specific complexity that ITEs must manage. Talentia Software is a French group with a strong presence in Southern Europe, particularly in Italy, Iberia and Greece. Following the acquisition of Addedo in 2018, Talentia is now also present in Switzerland, Germany and North America. More than 3600 companies are already using Talentia solutions to simplify the management of their financial and HR complexity. In 2019, the group achieved a turnover of 65 millions of euros and 450 employees.

More informations : https://www.talentia-software.com/

Attracting and retaining talent is a daily challenge for HR departments. More than that, it is a major challenge to develop a strong corporate culture and thus foster the commitment of all employees. In the context of containment we have experienced, the importance of employee commitment is all… Read More

Global to local: HR efficiency levers in international companies

Digital HR Lab

The challenges of sizing the HR function in a decentralized context

During the Covid-19 crisis, many companies faced with a drop in activity, short-time working, stoppages for childcare or suspicions of contamination encountered unprecedented staffing problems with concrete consequences for consumers such as the accumulation of late deliveries.

Even today, most companies still lack visibility on the state of the post-crisis market, but are busy managing its consequences as well as organizing the recovery. In some sectors, such as animal health, the crisis seems more likely to come than go. Indeed, pet owners will consume significantly less for their animals in the coming months. In other sectors, such as clothing, the closure of almost all stores around the world has brought business to a standstill. However, the period of containment has encouraged online commerce by doubling or tripling sales, and the gradual reopening has led to the expansion of distribution and the return to work of workshops. Stores are now gradually reopening, but many salespeople are still on short-time work and there is some tension in companies, as the people with the lowest pay are often those who have taken the greatest risks to maintain production at the height of the crisis. Is this divide likely to widen in the coming weeks?

The social tensions observed in companies during the crisis are due to the fact that some employees had to travel to the site to continue production, thus exposing them to health risks, while most managers were teleworking. In order to solve this problem, management has implemented several actions:< :p>

  • Work on the conditions for returning to work to reassure employees about the effectiveness of preventive measures
  • increasing their communications by opening internal social networks or by organizing YouTube lives during which employees were invited to express themselves live
  • Introduce bonuses for the lowest salaries
  • opening a solidarity fund to help those employees most affected by the crisis. This initiative was more than well received

The quality of leadership and management, reflected in particular by the strong presence of leaders in the field with their teams, has also helped to contain the risk of social crisis. However, there is a real difficulty in creating a common culture when the company is made up of a multitude of small entities scattered in different countries. In order to remedy this problem, companies are setting up internal social networks that are automatically translated into all languages and organising meetings of employees and managers from all cultures to synthesise the practices and values they hold without imposing them unilaterally. The establishment of a shared culture is of paramount importance, as it allows everyone to benefit from greater autonomy and be more effective in decision-making.

The levers to gain in performance and agility

The need to create a common culture becomes even more important after the unprecedented situation of confinement that France has just gone through. Creating a corporate identity by defining values for each project seems to be one of the indispensable actions to gain in performance and agility.

Launching satisfaction surveys is an interesting method to gather employee opinions on various subjects. Then, the compilation of this data in a common work allows to reflect and open different ways of improvement. Interviews with managers and employees can also identify new and interesting values to be highlighted.

Transversal work on each family of professions in order to define their missions, the skills required and the training needed to acquire them can also contribute to improving HR processes. Indeed, this work makes it possible to clarify expectations in all business lines and gives employees visibility on the elements on which they are evaluated.

At the same time, some companies also set up training or individual coaching for managers to establish a common language and help them improve their managerial posture. At the same time, some of them are working on values that will be digitally adapted so that they can be shared on their social networks.

The health crisis has reinforced the need for digital links by putting people at the heart of all corporate concerns. As a result, companies must have tools that allow them to collect information and listen to their employees through interviews. Communities of ambassadors can also be set up to facilitate communication and to raise the expectations of teams.

The standardisation of best practices and the implementation of an information management tool seem all the more necessary for companies that own many establishments and that are increasing the number of acquisitions.

 

About Talentia Software

Talentia Software is one of the leading international publishers of solutions for digitizing HR and finance functions for ETIs. Talentia develops solutions for financial performance management (accounting, consolidation, reporting and budgeting) and HR (HR payroll, talent management, employee administration). Talentia’s solutions are complete, integrated and adapted to the specific complexity that ITEs must manage. Talentia Software is a French group with a strong presence in Southern Europe, particularly in Italy, Iberia and Greece. Following the acquisition of Addedo in 2018, Talentia is now also present in Switzerland, Germany and North America. More than 3600 companies are already using Talentia solutions to simplify the management of their financial and HR complexity. In 2019, the group achieved a turnover of 65 millions of euros and 450 employees.

More informations : https://www.talentia-software.com/

https://www.digitalhrlab.fr/

https://www.digitalfinancelab.fr/

The challenges of sizing the HR function in a decentralized context During the Covid-19 crisis, many companies faced with a drop in activity, short-time working, stoppages for childcare or suspicions of contamination encountered unprecedented staffing problems with concrete consequences for consumers such… Read More

Teleworking and Softskills become inseparable

Faced with the Covid-19 crisis, millions of employees found themselves in “full remote” (full-time teleworking). If the various expertises of the employees also called Hardskills remain essential, they are no longer sufficient to ensure the smooth running of missions in the current context. From now on, individual socio-emotional skills, also known as Softskills, are an important condition for maintaining business activity.

The Softskills, those personal faculties at the service of know-how

While professional expertise remains crucial in the various missions to be carried out, professional integration is generating know-how that is increasingly sought after in companies. In line with human emotions, Softskills act on the personal assets of the employee in the service of the company.

They can be operational, thus determining the ability to organize, make decisions, but also the ability to adapt and undertake. They can also be relational, determining the ability to listen, team spirit and leadership. Finally, cognitive softskills establish the ability to concentrate, to manage emotions or even the creativity of the employee.

Softskills essential to telework: Major assets sought by recruiters

he experience of containment in the face of the covid-19 crisis will undeniably reshuffle the cards in terms of recruitment. Knowing how to communicate, work in collaboration or know how to evolve in a sometimes complex and remote environment are becoming essential qualities in a company. For the teleworker, it is a question of working on his personal skills to meet the needs of the company.

Getting to know each other: The ideal teleworker for the company has a good knowledge of the resources at its disposal. He must be sure of his ability to take on the missions entrusted to him and to maintain his judgement in all circumstances.

Mobilizing your organization’s resources: This is a key asset. It must be able to quickly mobilize all the resources useful to its missions. He must also strive to reject possible negative thoughts related to past situations in the company and by subtly influencing his entourage to stimulate faster results.

Collective thinking: One of the major difficulties in full-time teleworking is the ability to maintain a strong and constant relationship with colleagues, customers, managers and suppliers. The state of mind, involvement or the ability to perceive the needs of others become essential assets in order to find “win/win” solutions.

Be stimulated by challenge and complexity: Teleworking is a real opportunity to surpass oneself and avoid tedious and repetitive work. A positive exploitation of difficulties allows one to become more and more comfortable with what seems complex at first sight. The ideal teleworker should strive to be clear in the way he or she expresses himself or herself in order to have productive meetings at a distance, to show what can be brought to the group and to stimulate consensual solutions by exploiting differences.

Becoming indispensable in the eyes of the hierarchy: This is all the more true in a situation of prolonged telework. It is about the ability to demonstrate one’s expertise and Softskills by highlighting successful projects or by voluntarily facing difficult situations and anticipating expectations.

The role of managers in the development of telework Softskills

The role of the manager evolves with the context in which the company is confronted. If teleworking will largely benefit the employees who are used to and have these Softskills, we should not forget the others. For managers and HR, it is a question of identifying them and supporting them in their daily work. The word equity thus takes on its full meaning, and managers must take care of this between everyone, especially when it comes to speaking in virtual meetings.

Establishing a relationship of trust becomes vital. Putting everyone’s Softskills to work is first and foremost about letting everyone do things their own way.

How about you give them some responsibility instead? By letting an employee take charge of a file, you allow him/her to develop personal skills such as autonomy and management if the assignment is in a group.

Discover  Talentia Softskills, to evaluate the optimal telework frequency for each of your employees.

Faced with the Covid-19 crisis, millions of employees found themselves in “full remote” (full-time teleworking). If the various expertises of the employees also called Hardskills remain essential, they are no longer sufficient to ensure the smooth running of missions in the current context. From now on, individual socio-emotional… Read More

Talentia Software included in Q2 2020 report by Independent Research Firm

Talentia Software, an international developer in Human Resource solutions, has been included in The Cloud Human Capital Management Suites, Q2 2020 report.

Talentia offers Human Capital Management (HCM) software, a solution designed to help organisations spend less time on administration and more time supporting their talent to develop and grow. Talentia puts innovation at the heart of its strategy and embraces the latest technological revolutions such as Robotic Process Automation, Chatbot, Artificial Intelligence, and Business Intelligence into its solution.

We believe that being included in this report is further demonstrating that Talentia is a key player in the mid-market. We feel that to be included in the Forrester Wave™ itself is an achievement thanks to an in-depth analysis of Talentia HCM solution and positive feedback from customers.

With the continuous goal to further the offering and experience for its customers, Talentia will launch their new AI-led Virtual Assistant, Théo in the Summer 2020. The new virtual assistant has been designed to simplify common challenges, enhance experience and increase productivity. He will be able to answer frequently asked questions, navigate, search for specific data and can even understand and respond with speech or text.

“We continue to invest in our SaaS solutions and strengthen research and development to ensure that we can offer our customers the very best solution to simplify their HR complexity. With continued efforts to improve technology to help drive engagement, improve functionality and optimise productivity” says Béatrice Piquer, Chief Marketing Officer, Talentia Software.

About Talentia Software

Talentia Software is one of the leading international publishers of solutions for digitizing HR and finance functions for ETIs. Talentia develops solutions for financial performance management (accounting, consolidation, reporting and budgeting) and HR (HR payroll, talent management, employee administration). Talentia’s solutions are complete, integrated and adapted to the specific complexity that ITEs must manage. Talentia Software is a French group with a strong presence in Southern Europe, particularly in Italy, Iberia and Greece. Following the acquisition of Addedo in 2018, Talentia is now also present in Switzerland, Germany and North America. More than 3600 companies are already using Talentia solutions to simplify the management of their financial and HR complexity. In 2019, the group achieved a turnover of 65 millions of euros and 450 employees.

More informations : https://www.talentia-software.com/

 

Contact :

Stephanie HART

+33 1 41 05 85 19

swarr@talentia-software.com

Talentia Software, an international developer in Human Resource solutions, has been included in The Cloud Human Capital Management Suites, Q2 2020 report. Talentia offers Human Capital Management (HCM) software, a solution designed to help organisations spend less time on administration and… Read More