Atos Recruitment Domain
Human resource management in an organization constitutes diverse aspects, which are considered for organization performance. Multinational corporations control a considerable number within its human resource from their operating branches globally. As a global leader in digital transformation, Atos Company manages over 100000 employees in 73 nations. For their digital culture the need to sync with Atos culture more to get the things done with ease. The management challenges are routine and adaptable through its digital transformation. The massive operation in the human resource sector suggests its historical growth in hiring workers, processing their data, and keeping a working culture within the organization (Ghosh et al., 2021, 108). Thus, with its massive operation across the globe, the organization Atos’s digital transformation has technologically evolved since its launch in 1997.
Atos Company before Digital Transformation in the Recruitment Domain
Historically, Atos’s growth started from Axime and Sligo’s merger in 1997. As a single company, Atos focused on offering information and consultant services on tech-related services. The company started its operation in France before it became a multinational organization offering digital services to global companies (Matt, et al., 2015, 340). Currently, its headquarters are in Bezons, France, with numerous branches across the globe. Specifically, the company provides tech services such as cyber security services, extensive data management, unified communication, and other hi-tech transactional services that most organization operates. Globally, Atos Company operates under different brands such as Unify, Canopy, Atos Worldgrid, Atos Healthcare, Atos Consulting, and Atos/Syntel brand due to its massive growth in the provision of digital services to different sectors (Bach et al., 2018, 110). The organization has grown from merging other organizations and firms to forming a diverse multinational company that serves a wide range of services. This company objective significantly implies the importance of the company is not only driving digital transformation across the globe but also pioneering this culture in its organization. As a result of this gradual change in its brand, the company has a vast human resource service that suggests its needs and focuses on its recruitment domain as it further expands in the global market.
The Board of Direct controls the company’s hierarchical structure through the Interim Chief Executive Officer and Chief Finance Officer (C.F.O.), who operates from the company’s main headquarters in France. The current Interim C.E.O. of the company is Adrian Gregory and C.F.O. Uwe Stelter. Through this senior executive officer of the company, the organization structure is managed from the senior administrative body to the junior staff at the organization both in the headquarters and across the globe. The hierarchical control of the organization employees and workers consists of massive data management that requires efficient control from the recruitment stage to the promotion process. Thus, explaining how the organization has transformed from its traditional human resource management to a modern human resource information system that uses a digital framework to hire and incorporate workers’ information in the organization system (Tardieu et al., 2020, 211). Therefore, through the Atos human resource department, the organization can reach, serve, and provide digital services to its market target in the global environment.
Atos Company has developed from a merger of companies to transform the digital market. This objective plays a fundamental role in understanding the organization’s growth and development in their design of hiring and managing employees as the foundation pillar to the organization’s life cycle in the digital world; the organization’s workplace was focused on developing a diverse working culture in the digital world. The critical factor that contributed to its massive human resource demand was a series of mergers between 1997 and 2011, with the acquisition of other firms across the globe. As a result of organization diversity on the company from its design of operation and expansion, the pressure from its massive human resources recruitment and the sending of emails and paper works from the managers to the organization C.E.O., and the human resource department was a pivotal drawback to organization performance (Tardieu et al., 2020, 214). The merger was based on a collection of an organization that had invested knowledge in information technology. Thus this organizational aspect of Atos Company acts as one of the significant interplays in the organization’s technology transformation in managing its employee’s data.
Figure 1: Showing series of Atos Merger and development from 1997 to 2011: Data source; (Tardieu et al., 2020)
Atos’s massive growth was complemented by the increase in the big data within its organizational structure. As shown in the figure above, the company growth was developing an interactive framework between the actors (employers) and the service providers within different Atos branches. For example, in 2001, the company acquired KPMG consulting services in Netherlands and United Kingdom; in 2004, the company acquired other organizations such as the Sema Group plc., World line and many other companies leading to a massive operating environment that required a chain of management of human resource working within the company (Woudt, 2020).
The first inter-element that became a key player to the organization’s transformation was managing the organization’s data from attracting talents, retaining, creating a millennial workplace, and shaping the future for new employees. The managerial tools were becoming necessary elements to the organization’s growing employee data. As a result, the company aimed to operate in a streamlined data management system from the Human resource. Therefore, to attain this intentional focus, the organization was looking forward to incorporating a plan to reduce recruiting struggles. The H.R. struggle in managing and keeping a consistent record in hiring new employees and maintaining a working culture was only possible through the growing digital development (Silic & Back, 2015. Adopting acceleration utilities have traditionally operated on longer cycles than those in many other sectors on Atos digital transformation,
Moreover, the organization was growing when the digital transformation was at its peak in almost every organization. The start of the 21st century is usually considered a period of digital transformation for most companies. In response to the growing demand for technological management within the manufacturing, industries, and services sectors, Atos focused on delivering this demand. This implied that its tech services meant that the organization was experiencing environmental pressure to pioneer its clients (Tardieu et al., 2020, 217). Atos Company had to work as a leader in digital transformation by incorporating the system within its operating environment.
Drivers of Atos Digital Transformation
Digital transformation in an organization is based on the company life cycle and the changes in the environment. It’s the volume, the availability and the timeliness of data today which makes it the key to bold digital transformation. Initially, Atos Company has just formed a merger. Typically developing an amalgamation between firms tends to face internal problems for the organization’s performance (Jelovac et al., 2021). Managing, controlling, and hiring an employee in a merger operation was one of the significant problems that Atos was facing. As the organization was focused on increasing its organizational framework across the globe, the company was required to control and manage massive data and information of its working employers. The company was also regenerating in a global environment consisting of diverse human resources with different cultural practices, beliefs, skills, and other human sources (Erol, Mendi & Doğan, 2020, 2). The managers were required to send emails to the human resource to hire a new employee. This process was consuming a lot of time as the review of documents followed a series of operations from the manager to the human resource department. This old management approach used in the organization was a problem facing the interaction between the human resource department and the senior management in the organization.
Also, the mode of technology employed by the organization was another problem to the organization’s performance. The design used in managing, recruiting, and controlling Atos human resources was based on old technology. The company used electronic systems such as emails and processing electronic documents to evaluate and hire new workers (Erol, Mendi & Doğan, 2020, 4). The company was required to process and give feedback to its branches across the globe. The processing and reviewing of papers wasted a lot of time in the recruiting process. This greatly affected the organization’s productivity and enhanced a good transition culture between the workers since the management was required to process a lot of time and approve new employees.
Moreover, the company was also facing increased demand for digital services. To meet the needs of the consumers, firms must adapt to the new trends in the market to connect with their clients. Today’s consumers are better informed and are searching for high-quality, enhanced services at lower prices. Millennials are the main drivers for digital transformation as they are tech-savvy and want efficient means of managing finances, communication (Bloomberg, 2018). They also value the fast delivery of services. Ordering products online is the new purchasing trend, which can only be achieved by companies that offer such services. Therefore, firms that embrace technology are likely to have more customers than those that remain behind in the digital world. The new generation is a great contributor to companies’ surge in digital transformation (Jelovac et al., 2021). Companies ensure that the interface of their products can be accessed through mobile phones, which is the most excellent tool for connecting to brands. As the new generation consumes more internet and digital information than before, organizations have to meet their need by offering products to be destroyed.
Competition from the growing competition on providing digital services from the international society was another problem to the organization. Growth in technological innovation can push an organization to accept digital change. Arising advancements that offer competence and improved skills provides a competitive advantage if incorporated into the organization’s interactive behavior. Atos Company is focused on delivering digital services to its clients (Erol, Mendi & Doğan, 2020, 4). The company is embedded in an innovative environment that requires working more efficiently to gain a top position in the technological market. Competitors who plan better models or lower costs similarly push firms to accept innovation to give comparative models. A human resource blockchain technology is one such advancement that has changed the worldwide market and method of getting things done. Atos digital transformation from email and paper-based employee file management in the recruitment process to an advanced human resource information system that efficiently recruits employees by assessing the organization’s database (Bloomberg, 2018). Automated methods have supplanted simple techniques of how Atos manages its employees, like records, hiring strategy, corporate training, and other operations required during employee recruitment.
Another driver for digital transformation is for organizations to connect. Companies can easily connect through digital workspace since they are physically apart. Having a connected organization helps companies share knowledge, compete healthily, and grow together. Digital transformation allows companies to share expertise and goals in various settings, pulling each other up the ladder. A company can help another identify what they are not doing right or share what they are doing differently to help the other through performance analysis (Morakanyane et al., 2017). Multinational companies such as Atos can efficiently use digital platforms to serve their customers better, irrespective of their continent. This is possible because of shared data among the various organizations.
The cost of creating and managing digital platforms varies from one organization to another. Some of the investments during the process are significant investments because they cannot be quantified or given a monetary value. Other investments occur once, while others are recurring in nature. However, all these costs are insignificant compared to the cost and time lost while hiring experts to interview and assess the credibility of hiring a new employee (Bloomberg, 2018). Atos operates in a global environment with over 110,000 employees, and still, the company is recruiting more. Through HRIS, the company has cut off the cost of hiring individuals either as a contract or permanent employees to assist the organization in human resource recruitment and management activities. Moreover, using the HRIS system in recruitment has increased a strong collaborative work between the human resource department and the management within the organization (Jelovac et al., 2021). The manager is only required to update the information within the organization hiring platform box, and the human resource department can automatically access it from the online platform.
Potential Outcomes and Implementation
Currently, Atos Company has increased its digital integration in the recruitment process and sustains its culture of attracting talents, retaining, and bringing millennials into the workplace. This digital transformation has been achieved through the recruiting model of processing employee files through the Human Resource Information System (HRIS), from the top management to the human resource. Initially, the company was using old technology such as emails, documents, and the gap between the company’s core H.R. system and the employee document management. The company needed to implement a digital strategy that would allow H.R., managers, and employees to take part in end-to-end H.R. services delivery. This tool would also increase the processing of information for new and old employees. This digital technology (cloud-based system) was implemented in all the 72 companies in the international environment (Jelovac et al., 2021). The transformation impact of this system was that the managers were not required to send emails and use other electronic methods to H.R. to approve new workers in the organization. Instead, the manager accesses the HRIS directly and generates the document automatically without much hassle.
Security is a vital factor when the organization is engaged in big data. Security is essential in digital transformation with the rise in cybercrimes. An information system is a critical body of an organization that requires protection. The most significant source of threat to the information system is employees and hackers. Therefore, an information security strategy is essential in every company to help detect and curb data risks. Threats are either intentional where culprits attack systems by force or unintentional in case of technical failures through natural disasters like a failure in software (Malik, 2021, 255). Hazards can be technological by exploiting weaknesses in the design and non-technical where there is carelessness or mistake, such as a case where an individual loses a laptop with company information. Informal methods of combating security focus on behavior and include reminders, warnings, and training to create awareness. Formal means use security policies, responsibilities, and procedures to curb threats. Technical solutions for security use hardware and software, firewalls, passwords, and physical barriers to protect organizational data. Securing digital platforms involves creating firewalls around digital information. Building firewalls make it difficult for invaders to steal company data.
Increasing employee engagement in an organization through the digital platform requires that the employer build trust with the employee. Typically, when employees know that they trust them, they will feel more comfortable working with the organization. Trusting employees entails using digital platforms under minimum or no supervision. Allowing employees to use self-service management tools in the workplace increase their productivity. However, companies can stipulate general guidelines. In addition, by increasing sharing and collaboration among employees, they are likely to engage in the organization more (Henriette, Feki & Boughzala, 2015, 439). Collaboration among departments improves communication, which makes a business successful. Networking services and intranet allow workers in different locations to remain connected. They can work together between departments; hence technology increases their engagement. Departments can be essential in helping staff sync and share information throughout the varied stages of a project.
The diverse talents and abilities of the workers will help in the success of the business. Cloud services are available to create workgroups where information can be stored and shared through the internet. Allowing employees to work together increases collaboration and engagement at the workplace. Communication is made faster through digital devices; hence, workers can engage, change schedules, and manage their time effectively. Employment in the organization through communication among workers and in the top-down management channel is critical for the firm’s success. Managers should engage their employees through varied tasks communicated to them digitally. Social interaction among employees is also crucial in strengthening relationships. The open strategy encourages employee engagement as it promotes inclusiveness and transparency through digital technology. Before building a digital toolbox, a company should put forth control measures such as governance, compliance, and risk to protect these workplace sections (Garzoni et al., 2020). A company should develop management that supports collaboration and connectivity while preventing risks and allowing compliance. Digital workplace governance should have guiding principles formulated from the goals of the digital transformation. These principles then drive the development of the digital workplace. These guidelines are then linked to the information management strategy to allow smooth operation between projects at the workplace. Thus, by developing this strategic approach to the organization’s data system, Atos will improve its human resource from its file management system.
Conclusion
To conclude, Atos digital transformation in the H.R. domain has focused on streamlining data management, administration, processing, and operational for H.R. to the organization’s performance. The implications of new models for core IT service delivery go much
further. These technological developments have been used to attract talents, retain, secure the organization’s future and bring the millennial into the workplace. Many of the business innovations you seek to introduce can only be delivered with new approaches to development and
management. The objective of this transformation has improved interaction between departments. Instead of the manager sending emails and using outdated hiring procedures, the manager uses the HRIS to generate offer letters and update data to the organization. However, although this has been attained, the organization needs to consider its security system and strengthen the collaborations of working staff in the H.R. section but also n all other departments within the organization’s hierarchical structure; thus, improving Atos Company’s productivity in the long run.
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