Case Study: Crédit Agricole de la Réunion

 

Since April 2016, the regional branch of Crédit Agricole de la Réunion has put in place a managers’ assistance plan, with a goal of contributing towards the success of its 2020 business plan. Using SOSIE™ 2nd GENERATION helps us to create tailor-made training schemes and identify key challenges to develop a more cooperative, managerial culture.


 

“Our company has seen major changes in the last few years and must rise a to variety of challenges”, explains Fabrice Roquebert,  Human Resources Manager at Crédit Agricole de la Réunion. Faced with constant changes in the company and the digital revolution in the banking sector, how can we reinvent management? What skills will make the difference?

“To succeed, we must be effective together”, he continues, “something which is one of our managerial ambitions between now and 2020. Above and beyond our managers’ individual skills, we must build collective intelligence and instil in all of the company’s managers a culture based on both developing everyone’s talents and a cooperative culture.”

In fact, to cope with the increasing complexity of what it does, Crédit Agricole needs to be an expert in its respective fields and to be capable of encouraging collective action. “However, co-operation is not something which comes naturally”, continues Fabrice Roquebert, “You need means and ways that help foster the right conditions for it. The challenge is to go from a Top/Down managerial culture to collective dynamics, based on much more transverse management than what is used at the moment and move away from working in isolation.”

A tailor-made system for analysing and supporting managers
Whilst creating a co-operative corporate network in which managers can interact with one another, express themselves freely and share good practices, thus strengthening the managerial community, Crédit Agricole de la Réunion has put in place a managers’ support plan in which the first step is to broaden their self-awareness.

“By affirming our conviction that it is by knowing where they stand out from the crowd and their own added value that a manager can really serve a company’s collective performance, we have defined a tailor-made analysis and support system”, explains Fabrice Roquebert.

To enable discussion, we have put cooperative network tools in place
This system, put forward by Crédit Agricole group’s Training Institute, has focused on identifying 5 managerial dimensions and analysing and distributing the results of the SOSIE™ personality inventory. All managers but also analysts likely to be the managers of tomorrow, i.e. 205 people, have benefited from an in-depth analysis of their strengths, their management style and their values. They have thus better defined the environment in which they could optimise their strengths and determine their training needs.

“This process is based on an HR policy which inspires our 2020 business plan and will help us build a personalised training plan.”

Promotions with evocative names

Crystal, ruby, diamond, emerald, nugget… precious stones which symbolise different promotions. Each one enables someone to benefit from an in-depth, individual interview with the psychologist and consultant, Milène Mérienne. This interview, which compares the result of the SOSIE™ personality inventory with the employee’s employment history within their current context, leads to the personal summary that is a medium for discussion with the Human Resources department. “This discussion has helped us to define individual training schemes perfectly suited to each manager”, states Annick Mangata Ramsamy, Development Assistant. Accordingly, the mapping of training requirements has been defined, starting with managers’ actual needs and the managerial skills anticipated by the business plan.

The interviews were valuable moments in which employees very quickly felt at ease, both in terms of the objectives sought by the company and during the interview itself where the results were handed back. The managers were looking forward to the discussion, where they were given the opportunity to examine their profile objectively with someone from outside the company.

Many people stressed their satisfaction at feeling that Crédit Agricole acknowledged them as managers and gave them the resources to actually develop”, points out Milène Mérienne.

What is at stake for managers?
The process means that we can now assist every manager or expert as they develop their career. It is also the melting pot for a talent management system that helps human resources to anticipate and assist in “one-to-one” development of managers or future managers through training.

It is about providing optimum support to employees, encouraging their welfare and the renewal of their commitment.

“Furthermore, overall analysis of the interviews was the opportunity to identify, for each promotion, the real situation and key paradoxes in which our managers found themselves”, Fabrice Roquebert adds. “From this comes key challenges that can be used to move towards more co-operative managerial culture”.

It is about encouraging working communities, thanks to the co-operation and mutual aid developed by a platform for discussion. However, the wish for and interest in co-operation are not always enough. We also need to actually overcome relationship problems that could hinder the process.

“To enable discussions, we have implemented co-operative network tools so that everyone can express themselves freely on concepts around working relations, for example, or as a World Café for collectively producing a Managers Pact. This enables managers to share good practices and traps to avoid, brought to the forefront through interactive workshops: LeaderLab, that focuses on the 5 managerial dimensions diagnosed by SOSIE™.”

So many tools and ideas, which come directly from employees themselves, are the reflection of a changing culture and of strong principles of co-operation. “We can bet that these new ways of working are only the tip of the iceberg”, concludes Fabrice Roquebert,” a sign that work is reinventing itself within our company.”

Company Snapshot
Crédit Agricole de la Réunion

  • Established: 1949
  • Sector: Banking and Insurance
  • Workforce: Workforce on open-ended employment contracts and fixed-term
    employment contracts at the end of 2017: 797 employees
  • Key figures: 49 bank branches, including 3 in Mayotte
  • Sales: Net result of €45 million at the end of 2017
  • Website: www.ca-reunion.fr

Download Case Study >>