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How to make your restructuring a rebound opportunity?

Restructuring operations or reorganisations of your firms are the consequences of substantial and rapid changes in your economic, social, regulatory or technological environments.

Despite the great varieties of situations (reorganisations, mergers, disposals, etc.), the challenges you must face are as follows:

– Economic challenges
– Business model/organisation challenges
– Human and social challenges
– Challenges of image and relations with your environment

By considering these challenges from the perspective of a “restructuring” or “new/future structuring” you can turn to your new model and endeavour to optimise its definition and implementation.

In that case, support from an integrated player who will allow you to refine your implementation strategy, model it and ensure its optimal deployment is a guarantee of success both for the firm and for its personnel and stakeholders.

How to use all HR levers for sustainable performance?

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Dialogue and social innovation

In each firm, especially in periods of transformation, social dialogue is essential for the construction of effective, shared solutions. In a context of permanent change, the social strategy should be redesigned as a transformation driver and a factor of performance.

Thinking on how to change the missions of the various players helps us every day to reinvent social dialogue in the company : What is the role of the personnel representatives, trade unions and managers? What are the employees’ expectations?

Maintenance of good labour relations with appropriate and controlled communication is essential to be able to rapidly and effectively adopt the everyday transformations involved in adaptation of the business. Managers, HR and personnel representatives must know one another better and create interactions to organise, together, team cohesion and the rehiring of employees.

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Your compensation policy and attractiveness for employees

The compensation policy is a key factor of social attractiveness for a firm. It reflects its employer promise and enables it to attract and retain the talents that it needs.

What is this promise based on? Wage level relative to the market, variable components, health coverage, retirement savings, benefits in kind: each firm produces its own compensation package, generally in line with the objectives pursued, market practices and the resources deployed.

In a period marked by fundamental transformations, ensuring the adaptation and modernisation of compensation policies is a strategic challenge.

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Recruiting and upskilling

The benefits of Strategic Workforce Planning need no longer be demonstrated, and awareness of talent development in the company is now general and shared by all. However, there are various ways for companies, depending on the contexts and economic situations, to identify, assess, manage and retain talents to reconcile the needs for corporate performance and for career enrichment for the employee: recruitment strategy and employer brand, job mobility, assessment and development centres, skills review and development, training plan, corporate academies and universities, etc.

What motivates us every day in employment management and support for career paths is the fact of building a veritable secure path through the acquisition of skills for the future so that all the stakeholders, companies and employees, may form part of a win-win circle.

Christelle Leklou

Southwest France Regional Manager, Alixio Mobilité

Christelle Leklou

What motivates us every day in employment management and support for career paths is the fact of building a veritable secure path through the acquisition of skills for the future so that all the stakeholders, companies and employees, may form part of a win-win circle.

Christelle Leklou
Southwest France Regional Manager, Alixio Mobilité

Training is your challenge today and tomorrow…
How to make it a strategic advantage?

Skills development is a major challenge for firms at present. The training universe is changing radically in response.

Financiers, training organisations, companies and training candidates are experiencing a radical change due to the regulations, but also, and above all, due to changes in training needs, training procedures, etc. The world of tomorrow is being built today.

Every player in this area must rethink their economic and operational models in response to all these new needs and to incorporate the potential of digital technology, distance learning and artificial intelligence.

Being capable of combining instruction expertise, technological expertise, business expertise and design will be key for new training courses.

Being able to identify new needs, to respond to them rapidly and efficiently, and ensuring the roll-out and results of training courses will be of prime importance for companies. Acquiring the skills and having the right partners to succeed in this is a major challenge.

How to support organisation change
and accelerate change for a successful transformation?

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Your transformation roadmap

Undergoing transformation, developing, innovating, bringing personnel on board, succeeding in implementing transformation, reinventing ways of working, managing, communicating, etc. with a reliable business plan and an appropriate roadmap for change, such is the challenge for numerous organisations wanting to engage and retain their employees around a shared corporate history, for greater individual and collective performance and achievements.

 

The challenge is to define an ambitious and realistic roadmap. That implies simultaneous design of the target and of its conditions of implementation: the roadmap for change must be built mirroring technical milestones of the transformation. This is a prerequisite to ensure acceptability of the transformation for all the stakeholders.

Vincent Maire

Alixio Change Management Partner

Vincent Maire

The challenge is to define an ambitious and realistic roadmap. That implies simultaneous design of the target and of its conditions of implementation: the roadmap for change must be built mirroring technical milestones of the transformation. This is a prerequisite to ensure acceptability of the transformation for all the stakeholders.

Vincent Maire
Alixio Change Management Partner

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Your organisation and operational performance

Agility and Performance: employees, organisations and processes must be agile and efficient.

They must adapt to new constraints, anticipate and respond to new risks, and achieve new objectives.

The firm’s agility is measured by the yardstick of the assets that it owns in-house. A firm which invests in industrial assets may become agile if it is capable of adjusting its products and services at a higher frequency than that which could be expected of long cycles and the corresponding returns on investment. Conversely, an “asset-light” firm may be not agile if it does not reinvent its products and services at a high frequency.

To achieve the performance aimed at, the firm must rethink its strategy for deciding between “doing” and “having done”, acquire new skills, rethink the organisation’s structures, methods and levels of decision making, deploy new operating methods, resize the organisation, and digitalise and automate processes.

Agility? Yes, because it keeps the firm in movement; it provides a response to market changes; it accelerates innovation, speed and relevance. Yes, but provided that agility is not confused with Brownian motion, and speed with precipitation; provided that one set a course, explain the objectives aimed at and measure the progress achieved.

Kimy Tran

Organisation Practice Director, Alixio

Agility? Yes, because it keeps the firm in movement; it provides a response to market changes; it accelerates innovation, speed and relevance. Yes, but provided that agility is not confused with Brownian motion, and speed with precipitation; provided that one set a course, explain the objectives aimed at and measure the progress achieved.

Kimy Tran
Organisation Practice Director, Alixio

Taking care of men and women, a veritable value of your firm, an issue
mastered in your group?

Transformation, reorganisation, changes in the business, acquisition of new skills, digitalisation, teleworking, distance learning, etc. All these changes are accelerating and impacting employees and workforces.

In addition to the primary, secondary and tertiary prevention systems which are indispensable, firms must now, in conjunction with their development, establish health and safety policies capable of taking into account all components of the individual.

These policies, both collective and individual, are complementary to conventional support for change, and should enable better assimilation in optimal conditions for all.