Our
expertises

Job roles and skill sets are evolving and transforming, meanwhile organisations are adapting. Managers are on the front line of change and must be exemplary in the way they guide their teams.

Their position is however a complex one which comes with numerous challenges. They are at the interface of multiple sources of tension: handling uncertainties, employee retention issues, remote work management, and an increased mental load due to constant solicitation.

Due to these issues, there is a growing disenchantment with the managerial function, particularly amongst younger generations.

In this context, offering managers support, assistance and methodology, to get their teams back onboard with their projects seems crucial, so they can strike the right balance between operational demands and compassion, and HR policies can be consistently and fairly applied.

With the acceleration of socio-economic transformation and the emergence of major crisis, many organisations are affected by a climate of uncertainty.

The social sphere is calling for a better consideration of issues related to the prevention of psychosocial risks (PSR), especially when it comes to combating inappropriate behaviours and promoting mental health in the workplace.

In France where 44% of employees report being in a state of psychological distress (Opinion Way, 2023), organisations must develop their ability to preserve the mental health of their employees. Employees expect their employers to address these issues, as their well-being directly impacts their level of engagement.

These challenges can be addressed by establishing coherent prevention policies, based on a genuine culture of Care over the long term. This requires collaborative efforts involving HR professionals, managers, and employee representatives, along with a genuine consideration of the needs of employees.

Companies must be able to identify the professions, skills, and expertise of tomorrow to secure their projects and successfully implement their strategies. Technological changes, ecological challenges, the emergence of new business models... in the job market, anticipation is still the best way to build an effective strategy and ensure the employability of staff members.

According to a study by France Stratégie, 32% of jobs in France could be affected by digitalisation by 2023, meanwhile, according to the think tank The Shift Project, the green transition could create nearly 300,000 jobs by 2050.

Job and career path management are a cornerstone of HR strategy which make it possible to map a company’s future job roles, workforce numbers and key competencies. A forward-looking dynamic such as this guarantees solutions to the human and organisational challenges that lay ahead.

The relationship to work is evolving. New expectations around work-life balance are a real attractiveness factor and an opportunity for companies to innovate socially. There is an incentive to rethink work organisation with a greater focus on modularity.

The Deloitte Global 2023 Survey on Gen Z and Millenials observed the following: ¾ of generation Z and millenials are so attached to remote work that they would consider changing employers if they had to work on site full time.

The trend goes beyond work patterns and ways of working, both managers and employees are also seeking greater operational efficiency. These expectations prompt organisations to rethink methods for collaboration (with agile approaches, project management, design thinking, etc.).

The adaptability of work methods should be considered in light of the specificities of the company, its structure, and its industry. This is essential for the successful implementation of strategies.

In rapid transformation contexts, HR teams play a central role. They must provide an objective perspective on the lived and perceived reality of employees: employee retention issues, over engagement or disengagement, increased sick leave, deterioration of the social dialogue, conflictual situations, and more. Concrete levers must be identified so that in spite of a constrained context, commitment and social cohesion can be upheld.

For idoko, social strategy is not limited to the social engineering of transformation projects. It includes revamping HR and social policies and updating longstanding employer contracts so they are adapted to the current social context. This requires the adhesion of social partners and implies an open and constructive dialogue.

In France, anti-discrimination public action is characterised by its essentially "regulatory" dimension, which is neither very prescriptive nor very punitive. However, there are significant social expectations in terms of the development of diverse teams. 84% of young professionals believe that diversity should be a top priority for companies (IFOP survey and the Club 21st century, 2023).

Diversity represents an opportunity for organisations. Therefore, a genuine and comprehensive effort is required to implement effective anti-discrimination measures and HR processes that respect differences.

We are actively working to create inclusive work environments where everyone can thrive and make their unique contributions, no matter what their gender, ethnic origin, religion, sexual orientation, or ability.