Increasingly diverse and frequent risks that are hitting harder and harder: between the omnipresence of teleworking, which facilitates cyber attacks, and the intensification of sanctions for tax evasion, corruption, etc., as we saw in 2020, the occurrence of risks can have a major impact. We believe that one of the best ways of dealing with these risks is to focus on people and organisation, working through HR departments on three fronts.
I / Anticipating
- We can't predict the future, but we can prepare for it. How can we do that? By ensuring that we are connected to the outside world. We think in terms of technology (monitoring tools, data processing and analytics to identify recurring scenarios, etc.), but the human element remains fundamental. How can we do this? By ensuring diversity on the Board and Comex, and by keeping up to date to anticipate major trends.
- Strengthen internal communication by thinking of it as a two-way street: ensuring the circulation of ideas and feedback from teams on the one hand, and transmitting information between management and employees on the other. On the other hand - the sinews of war being the speed with which information is circulated between operational staff and governing bodies.
- De-isolate and establish a corporate culture that encourages cross-functional communication.
II / Establishing a risk and compliance culture
- For risks that have already been anticipated and identified, measures and processes are needed as far upstream as possible - which requires people with the right skills and soft skills. Talent capable of drawing up and deploying plans with pedagogy, leadership, courage and sufficient maturity to get teams on board for a lasting transformation.
- This acculturation to risk, and in particular to non-compliance and extra-financial risks, requires training and awareness-raising for the Board, managers and teams to change the "we've always done it this way" attitude.
- The aim is to align strategy with these new paradigms by understanding the challenges and, if necessary, inflexing the business model. This virtuous circle of performance and even excellence through operational and functional iteration will give us a head start, thanks in particular to innovation and the trust placed in the company's stakeholders.
III / Managing risk through a robust human organisation
The HRD has a critical role to play in risk management: firstly, by being the guarantor and driving force behind the development of the company's culture, integrating business ethics and aligning the meaning given to everyone's actions with the general interest, or even the company's raison d'être.
Secondly, by working to strengthen the commitment of employees so that their behaviour quickly adapts. Whether by hammering home the company's values, increasing training and awareness-raising, or incorporating ethical clauses and clear penalties for breaches into employment contracts, the HR department is one of the key levers for transformation.
They also play a leading role in managing communication, encouraging self-expression and building trust within the organisation. Last but not least, HR managers help to recruit and promote talent from a wide range of perspectives and sources of innovation in the service of the company's excellence and sustainable performance. Finding these profiles, ensuring that the positions are the right size, and that the teams are appropriate and effective, can mean seeking advice from external experts. Calling on specialist firms is an increasingly popular solution in these times of heightened risk and uncertainty.
risk management.
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