Our services

What are the problems and challenges facing the sector?

HR faces a number of strategic challenges for companies: contributing to growth by increasing sales and controlling costs (EBITDA).

To meet these challenges, HR must not only be capable of attracting, retaining and developing the best talent, but also of evaluating performance and knowing how to dispose of talent that is no longer suited to the company's needs. It must therefore offer employment conditions and a professional life cycle in line with the aspirations of candidates and employees.

They must rely on managers, whom they must train in best management practices, and they must rely on modern tools that enable them to analyse the performance of recruitment, training, the achievement of objectives, etc...

They need to communicate externally to ‘sell’ their company. They have to act like real salespeople to attract not only young recruits fresh out of school, but also more technical and experienced profiles.

The HRIS is the keystone for storing data and enabling HR to produce analyses or search for skills for a particular position or project.

Our solutions

Because we have HR expertise, we can offer you the project method best suited to your needs.

We don't want to be dogmatic and propose a single method for carrying out a project or activity.

We adapt quickly to the customer's context so that we understand the issues and are able to provide an appropriate response rather than a ready-made one.

HRIS project management in an international context

With over 20 years' experience, we cover the need for HRIS project management in an international context, the transformation of the HR function and the digitalisation of its processes.

We propose to rapidly set up a project governance structure comprising :

• Identifying sponsors and stakeholders,

• Project monitoring structure with steering committee, project committees and technical committees

• Workshops on improving processes and digitising them using the Target Operating Model strategy

• The ad hoc installation of a decision-making committee on the Design of the solution and its functional and technical consequences. This is also known as the Design Authority Committee.

• We support this governance with reporting in the form of easy-to-read KPIs for rapid, informed decision-making.
  
  

In this role, we go even further than project management. And that's the added value of our role. We are both skilled in the business and in IT, and we monitor interface work from or to third-party systems for the main HRIS solution, as well as data migration work.

We train HR teams to produce clean HR data to feed into the target solution so that it is operational on D-day.

We use the most innovative and fluid technical solutions to ensure that data can move from one system to another in complete security and confidentiality, so that the employee experience is as straightforward as possible.

Assisting an HR team with a reorganisation project as part of an interim management assignment

As a former Director of the HR function, we cover the need to support the HR team in restructuring the company or setting up a more efficient HR organisation.

In industry, we work with managing directors, operational directors, HR directors and HR managers to bring restructuring projects to a successful conclusion.

This was the case recently with the closure of a French industrial site belonging to an international group with over 13,500 employees. The project involved closing a site with around a hundred employees and negotiating a job protection plan. The HR challenge was to provide day-to-day support to the site's HR team, which had never handled this type of project before.

We prepared a project plan, like an HRIS project, with a budget, resources, schedule and milestones, and a precise legal scope. We drew up Book I, Book II, Book IV and a method agreement with the union representatives, assisted by a lawyer and a specialist firm.

We negotiated 2 services to support employees. One was set up when the redundancy plan was announced with a firm specialising in psychosocial risks, and the other was set up at the start of the union negotiation phase with an outplacement firm.

After 3 months of negotiations, we obtained the signature of a company agreement signed unanimously by the union delegates and management. And we obtained a favourable opinion from the Works Council on the 3 books.

We provided support for the entire management team, right up to the CEO, to ensure accurate monitoring of the various stages, using simple KPIs to enable rapid decision-making.

We supported the site's HR team at every stage of the project to reassure them and enable them to develop their own skills in this type of project.

Managing an HR operational service (HR Services Delivery) in France for an international group in the luxury goods industry and developing Group agreements with subsidiaries in France

At the same time as offering payroll, personnel administration, training and recruitment platform services to a group of around twenty luxury houses in France, we had to propose and negotiate cross-functional agreements that would benefit all of them in terms of employee benefits, remuneration, skills development and talent management.

The main success lay in our ability to bridge the gap between defining a common strategy and putting it into practice. We implemented a tactic that could be called the ‘Noria effect’, in reference to the one used in the field of remuneration. But this was applied to all areas of negotiation with all the Human Resources departments of these companies.

For example, during negotiations with external partners for healthcare costs, provident schemes and profit-sharing, we were able to replace the individual practices of each company with a single, more advantageous and less costly solution. With regard to the provident fund contract, in the midst of the financial crisis (2018-2019), we were able to recover part of the dividends from the provident fund agreement, totalling €2.5 million. This sum was then divided up according to the number of employees at each subsidiary in France. This made it possible to finance large-scale HR operations for each subsidiary.

Managing a hybrid HR and HRIS project in a demanding environment

Thanks to our discretion, precision and expertise, we cover hybrid HR and HRIS projects in a confidential defence environment to set up a specialised human resources organisation and a new HR system that is extremely sophisticated in terms of its configuration and payroll calculation rules.

Over a 40-month period, we trained 35 staff (military and civilian) to resolve complex HR processes and massive payroll controls.

We have many other solutions to offer our customers. Just talk to us and we'll find the right approach and the right project for you.

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