Reinventing the Human Experience in the Enterprise
The scale of change today is immense, in business, technology and organisation, in a society that is shaken and divided, committed or blind to social and environmental imperatives.
The number of challenges is growing, for everyone:
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- for companies in search of value, high-performance organisation and human capitalisation, that must anticipate the required skills, new social contract, integrating an unparalleled diversity of profiles and ways of working;
- for people who are being encouraged to work longer in a professional world that is, in so many ways, hybrid and uncertain, to maximize their employability without sacrificing their happiness at work.
From the attraction of an employer brand rooted in a strong and recognised culture, to the now disruptive recruitment of specialised profiles, hard and costly to find and integrate, talent is scrutinising the many aspects of employee careers.
Like customers, who have become fickle and selective, they're now choosing where they can work and grow because their unique potential is recognised, and their commitment is in service of a desirable and sustainable future. We are demanding, looking for meaning in our professional lives. Symmetrically, we expect the same level of attention from our employers as we do from our favourite brands.
Now that we have gone digital, our ways of working and managing are being reinvented. Our expectations are leading to new, agile and less bureaucratic organisations, as for example, with time management and the working environment.
People with higher added value are mobilised to develop the skills they need to ensure their employability. Immersive, short, incisive courses, with a mix of on-the-job learning experiences, atypical and inspiring encounters, combined with mentoring and peer support, are delivered as close to business practice as possible.
While the dazzling development of artificial intelligence and its increasingly tangible entry into the way we do things, is raising a lot of hopes and fears that machines may soon overtake and replace us. And yet AI is augmenting us, to think better and act more efficiently - another transition to be made.
What about performance appraisal, promotion and mobility within an industry or a corporate group?
What value do managers and HR business partners add to employees?
How employee take responsibility for their own career development?
How to use technology, AI and data in HR processes to help deliver a great employee experience?
These new levers are underpinned by reinvented relationship models based on trust, collaboration and collective intelligence, where everyone actively contributes to the strategy. Everyone, young and experienced alike, expects a significant degree of autonomy and responsibility, within a framework of benevolence and high standards, driven by the usefulness of their actions, listened to, heard and considered.
Attracting, developing and retaining from recruitment onwards
Reinventing the employee experience
To co-create a coordinated system for recruiting, integrating and evaluating employees for a leading cosmetics company with the HR and learning teams.
Solution: 1. Integrate the group's unit ExCom’s and train senior managers in attractive and meaningful recruitment interviews. 2. Design and implementation of a multimodal induction programme for new recruits 3. Linking to annual performance and skills reviews, talent management, mobility and training.
Methods: E-learning design. Training for recruiters. Workshop design. In-person and distance training, followed by coaching for HR managers, managers and employees in the implementation of the appraisal system, in a reinvented manager-employee dialogue
Collective intelligence: co-development for success
Teams, whether real or virtual, as well as individuals, stimulated by collaborative practices, produce results that are far superior to those of individuals who are camped in their silos of expertise.
These practices have become essential to improving the customer experience. They are also proving essential to unleashing the talents of the younger digital and collaborative generations.
Advising, designing, training and supporting the leaders of a major Swiss watchmaking company in organising and running collaborative development circles.
In the face of siloed working habits, culture of excellence and production secrecy, collaborative working is becoming a must to fulfill the unrivalled reputation for quality, expertise and innovation.
Promoted through the creation of co-development circles, after a phase of building the skills of the internal HR teams, the meetings were set up naturally. Driven by their enthusiasm, the people involved quickly took on the role of facilitating. They invited not only their peers but also the experts and managers to contributed to the discussions. To everyone's amazement, the collaborative culture was transformed in record time and kept excellence alive.
Goal: Retain talent
Employee retention is a key issue for organisations. Retaining people who have become disengaged is a critical performance stake. Improving the well-being of employees in the workplace to increase productivity and employee satisfaction presents several challenges.
The solution: 10 levers
Creating a work environment where employees feel valued and engaged is essential to encouraging them to stay with an organisation. A solid foundation is created by fostering a favourable organisational climate and positive leadership. It is essential to adapt to changing needs and to incorporate and integrate feedback. Everyone's sense of belonging and commitment is strengthened by communicating the vision, sharing the culture and living the shared values. Here are the top 10 HR ROI levers:
- Analysis of the key stages of the employee's career path, including the establishment of a long-term listening process, to recommend in real time, the levers for progress in line with the company's strategy.
- Reinventing talent assessment and recognition. Introducing proactive management of career paths and internal or external mobility.
- Ensure that remuneration and benefits are competitive and that they stimulate work performance.
- Provide all forms of training to promote personal fulfilment and career development.
- Help new recruits integrate and become ambassadors for what we stand for.
- Reinforcement of internal communication and assurance of harmonious social dialogue.
- A well-developed succession plan to maintain operational efficiency.
- Encourage innovation and creativity to promote initiative and proactivity. Build trust, the right to make mistakes and transparency into the culture.
- Promote diversity and inclusion to foster a positive working environment. Support team cohesion and collaboration to stimulate collective success and develop leaders.
- Promote adaptability and flexibility to balance professional and personal lives.
and always communicate by choosing the media best suited to the objectives and issues at hand.
Expertise
- Extensive HR consulting experience with SMEs, start-ups, not-for-profit organisations and multinationals
- In-depth understanding of business issues and strategic foresight in relation to the workplace and the career path
- Use of industry benchmarking, key witnesses, subject matter experts and innovative digital solutions
- Providing methods and tools proven to be pragmatically effective and sustainable
- A quality of listening and formalisation, enthusiasm and flexibility > An attitude based on a state of mind based on co-construction, commitment to success and transfer of key skills to empower teams
Let's meet
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share ideas and practices..
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