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This paper studies the possible effects of the implementation of an HRIS (human resources information system) on human resources job within a multinational company. I study the case of the Rexel group which, in particular, by the implementation of an HRIS, seeks to transform HRM practices of its various subsidiaries. These have an HR strategy centred around two main orientations: harmonisation of tools and practices of management staff (ADM), and development of human resources management (HRM). Each subsidiary developed a strategy according to its own organisational, historical and legal context; therefore, the HRD group seeks to harmonise current practices. It is within the development framework of the HRM policy and its harmonisation, that the information system is established in the subsidiaries of the group. Moreover, this evolution is accompanied by a major change within the Rexel group: through the implementation of the HRIS as an HRM tool, the management of the group will show its interest in the contents of local HR policies and not merely in financial data from the subsidiaries. The reporting system being then centred on HR policies constitutes on its own a migration of the coordination process in the group.