What business leaders expect from their HR managers: towards a role analysis[Ce que les dirigeants d'entreprise attendent de leur DRH : vers une analyse en termes de rôles]

Through this research, we offer a portrait "seen from the field" of two key figures in the management of any structure: D.G. and D.R.H, an unstoppable duo to mediate social dialogue and bring to life strong approaches. This duo is talking about him at the moment: trophies of the best PDG-DRH binomials given to the CNIT in Paris since 2003, modeling of the D.R.H. strategist in the literature, training to optimize the CEO / HRD relationship, as many current events that try to disclose the image of a more strategic HR function than before even if nothing is acquired in terms of legitimacy of the function. What are the expectations of the general managers of the company with regard to the R.H. function and its first representative, the D.R.H. ? This is the general question that this research attempts to answer. Indeed, the HR function seems to gain legitimacy according to their leaders ... Besides that it can satisfy professionals in these trades or show an evolution, it can also be compared to the growing complexity of work environments. The comments collected suggest a somewhat unexpected reality. If the diversity of role expectations is hardly surprising, it is different from the role ambiguities linked to the nodal position of the D.R.H. often torn between the different requests of the sub-groups with which it is in contact. From this point of view, the results from our analysis highlight the fact that the strategic role of the D.R.H. lies less in his ability to anticipate the future than in the two more political roles of intermediation and expertise that he is called upon to play with the internal and external actors of the organization. It also emerges from this analysis, role expectations with regard to the D.R.H. distinct according to the sector of activity and the organizational model.