The HR department’s space is now central to monitoring organizational, digital and managerial changes in the company. Its role as a “business creator” accompanying the transformation was highlighted in a recent webinar hosted by Top Employers: “The role of HRDs reinvented”. Illustration with the brand Monoprix.
HR, which has often piloted crisis management, has had the opportunity to move from the role of “business partner” to the role of ” business maker says Vincent Binetruy, France’s director of the Top Employers Institute. The function has demonstrated its unparalleled agility and commitment, often at the expense of a very high workload and stress level. »Number one priority for companies: align HR strategy and business strategy. “At 100% of the top employers, the management carried out active support actions for HR. This demonstrates the strengthening of HR in the executive committees, ”continues Vincent Binetruy. HR positions, key people in business transformation, often confuse HRD and transformation-related responsibilities. “Nearly 9 out of 10 HR have set up support programs to help employees understand the impact of the crisis on their role and responsibilities,” says Vincent Binetruy.
The Monoprix brand has trained its employees in life skills, thanks to workshops such as “Oui Attitude”
Follow the transformation
The Monoprix retail chain – 700 stores, 21,000 employees, 5 billion euros in turnover in 2019 – which suffered a loss of 15 to 20% of its store turnover, has undertaken to rethink the consumer shopping experience. “Our customers want to shop for pleasure, so we need to improve their in-store shopping experience. Our challenge is to create as many human values as possible in our stores to have complementarity between our physical stores and our digital spaces,” explains Sandra Hazelart , Director of Human Resources at Monoprix. To do this, HR has undertaken to chase away all non-value-adding tasks away from customers.
“We have cleaned up job descriptions and deployed all sorts of technologies to automate as many tasks as possible, such as monitoring expiration dates for fresh products or product inventory. The company has redesigned the organization of work so that every hour worked is linked to the customer. “The goal is to re-humanize our stores and always offer more new services and products,” explains Sandra Hazelart.
The brand has also trained its employees in life skills, through workshops such as “Yes attitude”, to define the right attitudes to take towards customers. To take care of them and move from a mass customer relationship to a more personal relationship where the Monoprix employee wants to know how to listen, ask, decode and advise customers, the brand seeks to develop appropriate products or services. To achieve this, it launched in 2020 “Tell us about yourself” workshops, with the aim of getting employees to reveal what they like to do outside of their work, to learn more about themselves and their abilities.
It was during one of these interviews that one of the employees revealed that he was keen on cycling and that the brand had the idea of establishing a bicycle repair service to meet customer needs. “Another acquaintance loves to paint and was able to make an exhibition with local painters in his shop,” explains Sandra Hazelart.
And competence development
In terms of education, the brand no longer talks about trades, but about “activatable skills”, depending on the customers’ needs, ie technical skills such as. butcher or cheesemaker, and extra-professional skills to provide fewer restrictions and well-being to customers. “We have about ten structuring projects underway that require competencies that do not yet exist. »
79% of human resources contribute to the building of education and skills sectors through partnerships with others
In general, HR (86%) systematically collects employees’ career wishes in their decision-making. A figure up 35 points compared to 2020. “This consideration ensures the success of companies”, points out Vincent Binetruy. Monoprix accompanies the transformation of the company by being transparent to allow employees to project themselves and to make these job changes less anxious. “Preserving jobs does not mean preserving businesses. There are businesses in growth and others in decline, such as cashiers, ”notes Sandra Hazelart. 90% of its employees do not have an e-mail address, the brand prefers to communicate, shows in stores, offers on its application, communication via managers and brochures with payslips to show examples of partners. “When peers talk to their peers, it’s more influential,” argues Sandra Hazelart.
According to Top Employers, 79% of human resources contribute to the building of education and skills sectors through partnerships with other organizations. A trend that will accelerate with the new public system to combat unemployment “collective transitions”. Monoprix is no exception to the rule: The brand has partnered with the Korian Group, which primarily manages nursing homes, and offers safe avenues with 18-month work-study training to enable employees pursuing jobs in declining graduates as a nurse . “We offer it as a priority to those who appreciate being in touch with the elderly. They remain employees of Monoprix during their training and benefit from a permanent contract with Korian with a higher salary. »
In three weeks, more than thirty employees have already announced their interest in the system. The brand seeks to develop other partnerships to work with scarcity subjects, especially with the early childhood sector. In this perspective of career development, it also offers its volunteers a system with multiple employers so that they can work in multiple companies in different activity sectors. 1,975 employees thus moved to another function in 2020, the brand is happy to say, ie 31% more than in 2019.