DIRECTOR OF HUMAN RESOURCES
HUMAN RESOURCES DEPARTMENT
Delphine LAMBERT
“2021 was a year that allowed us to implement or bring to fruition structural projects”
“Despite the health context, in 2021, the Human Resources department was able to put into practice a number of structural projects contributing to the well-being of the school’s employees and a happy medium in their work-life balance.”
80%
of Audencia employees have had professional interviews in 2021
1/5
What is your assessment of 2021?
Obviously, 2021 was a year of contrasts due to COVID 19 which forced us to adapt even more and prioritise the projects implemented and actions led by our department.
Our time was naturally heavily impacted by managing the constraints of compulsory remote working. The tasks involved in managing the absence of employees (for childcare, contact cases, etc.) obviously took much more time than usual. Despite this context, we are genuinely satisfied with our work in the sense that we still managed to implement, or bring to fruition, structural projects without compromising the service or availability of the team in relation to the school’s employees. Among the structural projects that should be highlighted were: the fulfilment of the new working hours agreement (with notably the family emergency days measure), finalisation and initial implementation of the managerial coaching course, performance of the professional interview campaign, election of representatives to the ESC’s Board of Directors, implementation of a new version of our time management tool, the roll-out of Come In (our HR management tool), as well as the first welcoming session intended for external contributors, without forgetting the initiation of the Handicap and Professional Equality processes for an increasingly more inclusive policy. It was an especially fertile year in the effort accorded to well-being, as well as the comfort and fulfilment of our employees and external contributors.
2/5
What different approaches have you set up for maintaining Audencia excellence, despite the pandemic?
In light of the context, we felt it was necessary to strengthen our communication with regard to all the HR processes in order to provide better guidance and support to our employees in their efforts.
In tandem, we naturally made ourselves more available to the personnel to answer the many questions they may have had about their personal situations. With this in mind, we made every effort to respond as quickly as possible in order to allay any fears that might prove to be unwarranted but which they might legitimately have had in the situation. Finally, we of course adapted by switching a certain number of awareness-raising and training operations to distance learning, as long as this did not affect the efficiency of the module concerned, particularly in terms of training quality.
3/5
What is your vision for 2022?
For 2022, our objective is first and foremost to consolidate the whole organisational alignment part; under these terms, we intend to sustain everything ensuing from our approach to support the overall CSR process but also that of professional equality.
Our goal is also to construct or implement processes wherever they prove to be necessary or useful to focus on actions that add value for the team and the employees.In 2022, we also want to continue developing our Talent strategy, which is a process that had already been initiated in 2020, with a 35-strong academy, a course to assist our programme assistants in their work, in 2021 with the managers and from 2022 with the development personnel. The aim is that, by 2025, all our internal skills will be aligned with the strategic development objectives.
4/5
What are your objectives between now and 2025, within the framework of the ECOS 2025 plan?
By the end of the ECOS 2025 plan, our objective is to always accompany the development of Audencia. Thus, in order for all the school’s departments to achieve the objectives set for them, our department must be able to provide them with the resources and skills necessary to successfully achieve these goals.
This involves the afore-mentioned Talents strategy with regard to all of our specialities and skills. The aim is to meet both the organisation’s development constraints and the employees’ development needs. The second vector of our 2025 strategy is our need for organisational alignment, with a service offering aligned with our strategy. On a more regulatory level, the increase in our workforce, and the fact that we are now above the threshold of 500 employees, means that we have to put in place new systems. These are obligations that we must anticipate in order to consider them as opportunities rather than constraints, both for the institution and for the employees. Finally, in spite of all these projects, we will keep in mind the need to maintain the balance between the professional and personal lives of our employees. The objective is therefore to always allow them to benefit from innovative systems that contribute to the good quality of their work.
5/5
What are your CSR commitments?
In terms of CSR commitments, the aim of our department is to maintain the balance between the interests of Audencia and the individual and personal interest of the school’s employees.
It is a veritable guideline in all the actions we undertake on a day-to-day basis, to which we attach genuine importance. A second commitment that we will be guaranteeing is ensuring diversity and supporting it. Each of our teams must be representative of this diversity, whether it concerns culture, age or gender… So, when I say that we support it, it is because we have a real policy of inclusion in terms of disability, LGBT issues, international issues, etc. Finally, the third commitment is to provide employees with a work environment that is rich in opportunities at both professional and personal levels (personal development, cultural enrichment, internal mobility, etc.).
© AUDENCIA 2022