HR reporting, revealing and piloting the company's HR strategy: the case of the OCP SA Group in Morocco

Abstract

This article consists of the study and implementation of human resource (HR) reporting systems within the OCP-Maroc group, with a view to developing the skills of the group's employees (the design of dashboards social recruitment, training, mobility and career management), and to analyze firstly, how HR reporting helps to reveal the orientations of the group's strategy in terms of human resources management, and secondly, how HR reporting makes it possible to social management of the dimensions of the group's HR strategy. Therefore, we seek to study (theoretically, but essentially practically) the possible links between HR reporting and the HR strategy of OCP, via a single case method of the OCP SA group (Casablanca headquarters) which is largely based, in action research. In fact, to properly study this relationship between HR reporting and the group's HR strategy, we are relying on a model of four strategic options from Bamberger and Meshoulam. Indeed, after the implementation of an HR reporting system within the group (design of HR dashboards and measurement of social indicators), and after analysis of the HR strategy resulting from the HR reporting carried out, and that adopted by the group, We were able to ascertain how HR reporting plays the role of a revealer and communicator of HR strategy, on the one hand, and the role of the pilot and controller of HR strategy, on the other hand. So it serves to ensure alignment between the group's HR strategy and social performance within the company. These results can be generalized to other companies of at least the same size as the OCP group.