The role of the HR function is now central to monitoring organizational, digital and managerial changes in the company. His role as “business maker”, accompanying the transformation, was highlighted in a recent webinar organized by Top Employers: “The role of HRD reinvented”. Monoprix branded illustration.
Human resources, who have often piloted crisis management, had the opportunity to move from a “business partner” role to a ” business creator »Says Vincent Binetruy, Director of France Institute of Best Employers. The function has demonstrated its unprecedented agility and commitment, often at the expense of a very high workload and stress level. »The number one priority for companies: align human resources strategy and corporate strategy. “At 100% of the main employers, the management has carried out active support actions for human resources. This demonstrates the empowerment of human resources within the executive committees ”, continues Vincent Binetruy. HR positions, the key people in business transformation, often confuse HR and transformation responsibilities. “Nearly 9 out of 10 human resources have set up support programs to help employees understand the impact of the crisis on their roles and responsibilities,” says Vincent Binetruy.
The Monoprix brand has trained its employees in life skills, thanks to workshops such as “Oui Attitude”
Accompany the transformation
The distribution brand Single prize – 700 stores, 21,000 employees, 5 billion euros in turnover in 2019 -, which suffered a loss of 15 to 20% of in-store turnover, is committed to rethinking 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 the maximum of human values in our stores to have a complementarity between our physical stores and our digital space ”, explains Sandra Hazelart, director of human resources at Monoprix. To do it, Human resources are committed to eliminating all non-value-added activities for customers.
“We’ve cleaned up job descriptions and implemented all possible technologies to automate as many tasks as possible, such as tracking 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 goal is to rehumanize our stores and always offer new services and products”, explains Sandra Hazelart.
The brand has also trained its employees on life skills, through workshops such as the “Yes posture”, to define the correct postures to be adopted towards customers. To take care of them and move from a mass customer relationship to a more personalized relationship in which the Monoprix employee will be able to listen, question, decode and advise customers, the brand seeks to develop suitable products or services. To achieve this goal, in 2020 it launched the “Tell us about yourself” workshops, with the aim of letting employees reveal what they like to do outside of their work, to get to know themselves and their abilities better.
It was during one of these interviews that one of the employees turned out to be passionate about cycling and that the brand had the idea of setting up a bicycle repair service to meet the needs of its customers. “Another confessed that she loves painting and was able to set up an exhibition with local painters in her shop,” explains Sandra Hazelart.
And the development of skills
In terms of training, the brand no longer speaks of trades but of “skills that can be activated”, depending on the customer’s needs, or technical skills such as a butcher or cheese maker for example, and extra-professional skills to provide less constraints and well-being to customers. “We have about ten structuring projects underway that require skills that do not yet exist. “
79% of HRDs contribute to building training and skills sectors through partnerships with others
Generally, Human resources (86%) systematically collect employee career aspirations in decision making. A figure up by 35 points compared to 2020. “This consideration guarantees the success of companies”, underlines Vincent Binetruy. Monoprix accompanies the transformation of the company by being transparent to allow employees to project themselves and make these job changes less anxious. “Preserving jobs does not mean preserving professions. There are professions that are growing and others that are declining, such as cashiers, ”notes Sandra Hazelart. 90% of its employees do not have an e-mail address, the brand favors, to communicate, display in stores, offers on its application, communication through managers and brochures with payslips to show examples of collaborators. “When peers talk to their peers, it has a bigger impact,” says Sandra Hazelart.
According to Top Employers, 79% of HRDs contribute to building training and skills sectors through collaborations with other organizations. A trend that will accelerate with the new public regime to fight unemployment “collective transitions”. Monoprix is no exception to the rule: the brand has partnered with the Corian group, which specifically runs nursing homes, and offers secure courses with 18 months of work-to-study training to enable employees working in dwindling professions to earn a nursing assistant diploma. “We offer it as a priority to those who value contact 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 expressed interest in the system. The brand is looking to develop other partnerships to work on scarcity professions, particularly with the early childhood sector. In this career development perspective, it also offers its volunteer employees a multi-employer system to enable them to work in multiple companies in different business sectors. 1,975 employees then switched to a different function in 2020, the brand is pleased to say, which is 31% more than in 2019.