“Improve the support and training of our managers”

“Leading and coaching our community of managers”: Julia Lévin’s HR project

“Managers are the cornerstone of the company, the decisive links in its activity”, Julia Lévy, head of people and culture at Epsor, an independent player in employee savings and pensions, answers the question about what her priority project will be for 2023. “As HR, it’s important to invest time and money to support these professionals! Informal one-on-one exchanges can work until the company reaches a certain size. »

Define the general management culture

Today, Epsor has 20 managers for 100 employees, and hierarchical layers have multiplied. “In the beginning, management was the N+2 of most employees, today it can represent N+3 or N+4. This growth also applies to the HR team. When I was alone, I was completely dedicated to recruiting and day-to-day management. Now that there are four of us in the team, I can gain height and handle projects like executive animation.”Julia testifies.

A big challenge considering the heterogeneity of the profiles in this position: C-level, managers of managers, operational managers… The goal is to unite this community around strong values. “We intend to refine the definition of Epsor’s management culture, which will be based on several pillars: servant leadership [un mode de management qui met au premier plan l’épanouissement des salariés]performance and ambition, feedback culture, disagreement and commitment [le fait que les managers puissent exprimer un désaccord par rapport à une décision que veut prendre la direction et soient ensuite solidaires de celle-ci pour appliquer la solution sur laquelle ils se seront mis d’accord] and creating a safe zone [pouvoir partager des informations en toute sérénité]. »

Committee of Managers and individual coaching

To instill this culture, the People’s Leader relies on both the current training program (5 and a half days for a group of 7-8 managers) and the points that will see the light of day in 2023:

  • Monthly Manager’s Committee (ManCo)In a 45-minute format (25 minutes of HR information and 20 minutes of Q&A): “Participation in these sessions will be on a voluntary basis, depending on managers’ appetite for the subjects offered.”, Julia is developing. Topics covered include: organizing remote work, the manager’s role in hiring and firing employees, managing probation or leave, and more. “We will also ask managers to provide us with topics that we need to learn about or share good practices with. »
  • Individual manager trainings Directed by Julia: This program, designed mainly for young managers, will start with identifying the areas one wants to work in and their goals. “I will do a 360 survey, which will involve interviewing the team and the manager of the prospective coach, finding out where we started and identifying ways to improve. » This will be followed by 45-minute sessions where the manager will face professional situations. “By informing about the training, we will think together about the action plan to be implemented to fight this problem in his daily work. »
  • Monthly luncheon between managers during this time they will have the opportunity to share their problems and best practices in groups of 4 or 5 people.

What criteria will Julia scrutinize to say that her project is a success? An Employee NPS score that allows each employee to rate the company’s recommendation rate on a scale of 1 to 10, the number of departures within Manco, the number of participants in monthly Manco sessions and feedback managers during annual interviews. leads with each.

“Then we will decide which initiatives to continue, which to suppress, which others will sprout. I do not claim to have found the magic recipe for the first time, but I am sure that by experimenting with several solutions, we will find the one that works best for the most people. »

“Launch a training program 100% dedicated to our managers”: Marie-Clotilde Mangé’s HR project

How can you attract and retain IT consultants when the market is extremely tight and competitive? How to help employees continuously increase their skills to adapt to technological changes? “By continuing to invest in training to support our talent and by launching training dedicated 100% to our managers”answers Marie-Clotilde Mange, HR Director at VISEO, an ESN founded a little over two decades ago to support companies in their digital transformation projects.

Managers are at the heart of the employee experience

“Seniors and Managers are the most difficult profiles to recruit. We no longer expect them to be just business experts, but to play a key role in the company’s HR dynamics in a context where flexibility and work hybridization are strong expectations from employees. The manager is at the center of employee experience and team commitment. It is not an easy position because it is on the front line: it has to respond to increasingly marked individual expectations while trying to create both meaning, collectivity and a sense of belonging. »

But our managers are somewhat disarmed in the face of these developments and these new ways of working. Example: when we reviewed our remote work contract to move from two days to a 100% flexible model, some needed support to make sense of their wishes or to find the right arguments to reject an employee’s request. employee. Therefore, it seems important to us to equip them to create new relationships with their teams! »

In 2023, 120 managers will be trained

Therefore, 2023 will be the year of their deployment VISEO School of Management, after two pilot sessions organized in France and Spain at the end of 2022. Spread over 6-10 days, this training program aims to develop both soft skills and hard skills of managers. This includes remote management, leadership, fundamentals of labor law, financial and HR management, project management, etc. includes modules.

“Our goal this year is to train 120 managers by organizing about twenty sessions around the world. We will start with our teams in Europe first, before extending our modules to Asia, translating the materials and adapting the content to each country’s culture.”Marie-Clotilde Mange emphasizes.

Initial feedback from managers participating in the pilot sessions is very positive: “They are happy to benefit from personalized support and to have this toolbox available, HRD has released information about this. At the end of 2023, we will conduct a preliminary evaluation by observing the satisfaction level of our employees. We measure this by referring to our monthly Mood Board, where employees state whether they currently feel good at work. We also want to build a more detailed barometer of the level of employee engagement. Finally, employee turnover, attrition and average tenure in the company will also be good indicators for our managers to see the impact of this training program. »

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