A roundtable, organized on June 3 at ANDRH University in Nancy 2022, brought together three managers with HR and/or company profiles about employee motivation and ways to drive their engagement:
- Celine Gervais, Director at Equipmentspecializing in the supply of clinical research equipment,
- Frederic LemoineGroup Director Operations and Development France Interim Leader†
- Eric BigotHRD of Baccarat (crystal).
Céline Gervais (Quipment): “Relay managers make it possible to take better care of employees”
“At Quipment, we have been working on the remuneration of employees and their efforts. When I went to talk to them, I realized there was a recognition problem. We used bounties and it didn’t work. We had a problem of hypergrowth and in this situation the individual interest of the employee is easily lost. †
“The company compensates with money, events and the history it carries, but there comes a point when the employee can’t find it anymore. This is where managers and supervisors come into play. They take the time to work with employees, guide them and listen to their ideas. The more time we take to build up the project, the more support there is. †
“I understood that proposing career plans had limits. We cannot predict everything. We therefore try to ensure that the employee gradually builds up his career and finds his account. For employees, the concept of meaning is very important, as is employability. †
“We have also been delayed in setting up a project suspension and termination program at the executive committee level. We try to be honest with employees about what is and what is not feasible. †
“After meeting and speaking with the employees, I designed and recruited an organizational chart for middle management positions. The relays are important and make it possible to take better care of the employees. †
Frédéric Lemoine (Interim Leader Group): “Building loyalty takes time”
“Attracting talent is a topic for all segments of the population, whether temporary, temporary or permanent employees. We are all talking about employer branding and at this point we definitely need to be creative but also authentic.
“If the company idealizes its speech, the candidates notice. Power has shifted in the exchanges between the company and the candidates. To attract, you need to reposition yourself and make a cultural diagnosis of the company. We did this work in 2019 with IAE master students. This prevents false promises to candidates.«
“This is the first time in thirty years that we are looking forward to five years. We projected ourselves onto a year ago. We wanted to give employees much more visibility, which they have been asking us for since 2018.«
“When I took office in early 2022, I toured all teams with the CEO to present our project. At the same time, we worked on loyalty. It takes time.”
“We have decided to organize a group-wide eco-citizen day, bringing together our customers, our temps and our employees. We feel this is a real lever for engagement.«
Eric Bigot, Baccarat: »Training managers in a new paradigm«
“Since 2021, we have focused on training managers in agility. We welcome more and more young people of the new generations, who do not react like the young people of twenty or thirty years ago. They need meaning.”
“So our managers need to change the paradigm and be more observant. People are allowed to make mistakes, that’s part of learning.”
Adapted from an article by News Tank RH published on 07/06/2022. Find coverage of almost all keynotes and workshops from ANDRH University 2022 on News Tank RH. Ask about a Discovery admission offer.