HRD, “business makers”

The HR department’s place is now central to monitoring organizational, digital and managerial changes in the company. Its role as a “business enabler” accompanying the transformation was highlighted in a recent webinar organized by Top Employers: “The Role of HRDs Reinvented”. Illustration with the Monoprix brand.

HRD business decision makers

© Shutterstock – TierneyMJ

HR, which has often piloted crisis management, has had the opportunity to move from the role of “business partner” to the role of ” businessman says Vincent Binetruy, France director of the Top Employers Institute. The function has demonstrated its exceptional 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. “Almost 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”

Accompanying the transformation

The Monoprix retail chain – 700 stores, 21,000 employees, 5 billion euros in revenue in 2019 – which suffered a loss of 15 to 20% of its store revenue, has taken it upon itself to rethink the consumer shopping experience. “Our customers want to shop for pleasure, so we have to improve their shopping experience in the store. Our challenge is to create as many human values ​​as possible in our stores to have complementarity between our physical stores and our digital space,” explains Sandra Hazelart , Director of Human Resources at Monoprix.To do this, HR has taken it upon itself to drive away all non-value-adding tasks for customers.

“We cleaned up job descriptions and deployed all sorts of technologies to automate as many tasks as possible, such as monitoring expiration dates for fresh produce or product inventory. The company has redesigned the organization of work so that every hour worked is linked to the customer. “The aim is to re-humanise our stores and to 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 adopt towards customers. To take care of them and move from a mass customer relationship to a more personal one where the Monoprix employee will know how to listen, ask, decode and advise customers, the brand seeks to develop appropriate products or services. To achieve this, in 2020 it launched “Tell us about yourself” workshops, with the aim of getting employees to reveal what they like to do outside of 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 the needs of customers. “Another confessed his love of painting and was able to create an exhibition of local painters in his shop,” explains Sandra Hazelart.

And competence development

In terms of education, the brand no longer talks about professions, but about “activatable skills”, depending on the needs of customers, i.e. technical skills such as butcher or cheese maker, and extra-professional skills to provide less restrictions and well-being to customers. “We have about ten structuring projects underway, which require skills that do not yet exist. »

79% of human resources contribute to building education and skills sectors through partnerships with others

In general, HR (86%) systematically gathers employees’ career aspirations in their decision-making. A number up 35 points compared to 2020. “This consideration ensures the companies’ success”, points out Vincent Binetruy. Monoprix supports the transformation of the company by being transparent to allow employees to project themselves and to make these job changes less anxiety-inducing. “Preserving jobs does not mean preserving businesses. There are professions in growth and others in decline, such as cashiers,” notes Sandra Hazelart. 90% of its employees do not have an email address, the brand prefers to communicate, displays in stores, offers on its application, communication via managers and brochures with payslips to show examples of collaborators. “When peers talk to their peers, it has more impact,” 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 scheme to combat unemployment “collective transitions”. Monoprix is ​​no exception to the rule: the brand has entered into a partnership with the Korian group, which in particular manages nursing homes, and offers safe paths with 18 months of work and study training to enable employees who exercise jobs in declining graduates as a nurse . “We offer it as a priority to those who appreciate being in contact with the elderly. They remain employed by 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 expressed their interest in the system. The brand is looking to develop other partnerships to work with skills in short supply, particularly with the early childhood sector. In this perspective of career development, it also offers its voluntary employees a multi-employer system so that they can work in several companies in different sectors of activity. 1,975 employees thus moved to another function in 2020, the brand is happy to say, that is 31% more than in 2019.

Leave a Comment