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In the media
a new ethical and digital charter for and by HR

A new ethics charter was presented by LabRH and CFE CGC to set the framework for best practices for the use of digital solutions by HR. François Geuze, director of HR Fiablab and HR expert is one of the co-authors. A public consultation has just been launched to collect the contributions of the greatest number.

The initiative was launched by the CFE-CGC, a majority union for executives, and managed in partnership with LabRH, both of whom are concerned about the issue of personal data, in the context of the application of the GDPR next May. .

The purpose of the charter? To act as a guard against or against the possible drifts of digital and AI, such as algorithmic biases (that is, the reproduction, by algorithms, of human biases) that can intervene using the method including deep learning. Discrimination related to gender, social origin or career can be reproduced by the machine during the recruitment process or skills management

One can also cite in the career management component, the overly important role occupied by the professional data of the “past” to determine future missions of a candidate. “The machine allows many practices today but should we all use them? “Questions an expert during the presentation of the charter.

“Make HR great again”, as we read in the preamble, remains in the principle of this charter, which invites HR stakeholders to rethink the uses of digital technology and their impact on employees at the corporate level.
A public consultation has just been launched, to illustrate a new collective intelligence rh. The document is available online, until the end of March, on the Parliament & Citizens platform ( to allow everyone – HR expert, developer, union, elected or simple to enrich this charter. Each contribution will then be voted on
the HR Lab and the CFE-CGC now call anyone who would like (unions to HRD associations) to participate in the final version of the text. Workshops, open to all, will be organized between mid-February and mid-April.

“We are also working on the development of a label that will focus more on ethical algorithms and less the charter itself,” says Jérémy Lamri, Lab RH.

In the media
We are opening the 1st HR FiabLab Call for Proposals from 24 November 2016 to 15 January 2017.
Do you have a project that fits into the digital transformation of Human Resources? You have just founded your company and need to structure or accelerate its development in France and Europe?
Join the HR FiabLab Europe!

1. Do you have the ambition to support French and European HRD in their decision-making through the identification, collection and processing of data?
2. Is your project likely to bring innovation and agility to the HR world around topics such as Big Data, Datamining, Machine Learning, Artificial Intelligence …?
Register via our form on our website by presenting
– The profile and course of the team and / or the founders
– The project and / or the company
– Short and medium term development objectives
– What strengths can bring you?

Who can apply:
1. Your company is less than 6 months old or you are a project developer;
2. Your company is more than 18 months old. It should be noted that 5 startups and projects will be supported in 2017.
Deadline for applications: 15 January 2017HR FiabLab Europe
At HR FiabLab Europe, we invest alongside entrepreneurs to share risks, challenges, opportunities and successes with them. We are entrepreneurs with the resources and strong assets represented by our HR client bases in Europe. We differ in this from Business Angels or incubators.
HR FiabLab Europe provides project managers and companies with administrative, logistical, commercial, marketing, IT, development and financial resources to facilitate and accelerate their digital innovations in Human Resources markets.
Developed premises are made available in Europe:
– a “basecamp” in the heart of Lille (5 minutes from the train station, 1 hour from Paris and 35 minutes from Brussels),
– FIABILIS Consulting Group “roadshow offices”, located in Paris, Brussels, Madrid, Milan, Warsaw and Amsterdam in early 2017.

In the media
Our tour de France of candidates for French Tech thematic networks continues in the North. Lille lays out four dossiers: retail, e-health, IoT / smart city and creative and cultural industries. The power of the Lille ecosystem, the northern metropolis could have easily applied in half a dozen categories, within the framework of the call Thematic Networks French Tech. Instead, Lille opted for moderation, focusing on four “only” topics. “Flagship and differentiating themes in which private actors are very present,” says Raouti Chehih, CEO of Euratechnology and leader of the local French Tech.[read more]

In the media

Analyze HR data of the company to increase employee productivity and well-being, this is the task of the HRIS manager. The digital revolution provides companies with a real windfall: a large amount of data that can be used for commercial purposes. But some can also be used to improve management internally. To dissect them, a function mi geek, mid HR manager is spreading in companies: the HRIS manager.
[Read more]


In the media
The digital is omnipresent. Companies must adapt to technological developments but also new ways of organizing work by transforming their managerial culture. In this context, Deloitte and the Circle of HR Excellence, publish their study “HRD at the heart of the digital turmoil of the company” carried out with a panel of HRD representative of all sectors of activity. This report analyzes the consequences of digitalization on employees, HR, the manager and the appearance of a new function within organizations, the Chief Digital Officer (CDO). [Read more]

In the media

For executives, digitizing business processes is no longer enough. The stakes are now primarily cultural.
Uberisation of the economy, data management, disintermediation of the customer relationship … It’s not enough to say that digital is revolutionizing business models. It also upsets the hierarchical models. Amazon, Uber, Airbnb, BlaBlaCar have upset in a few years models firmly installed. Faced with these “unicorns”, the traditional actors have, at first, simply “digitized” their processes. Necessary but insufficient answers to an issue that is not only technical, but cultural. How to manage this cultural revolution taking into account internal resistance and reluctance to change? Can we draw the robot portrait of the digital manager?[Read more]