People and organisational performance

Paperjam: In the quest for performance, what role does an HR department play alongside the CEO? Does the role involve executing a roadmap, or guiding corporate strategy?

Delphine Bath: As HR director, the core of my strategic mission, alongside our CEO, is to be constantly on the lookout to prepare the organisation for future challenges, while at the same time ensuring the day-to-day availability of the resources needed to execute the company's vision. It's a dual challenge that involves anticipating major transformations - in terms of the future of work, changes in skills, technological change, ecological transition or demographic upheaval - and guaranteeing rapid and effective implementation in the face of constantly changing environments, where agility is key to meeting immediate challenges.

How do you combine the quest for performance with ever-higher aspirations in terms of work-life balance?

We cultivate the quest for performance and excellence within a framework of benevolence, which is one of the hallmarks of our internal culture. What our employees expect is to be able to invest themselves in their mission with clear objectives and responsibilities, with a relationship of trust on the part of management and the opportunity to take initiatives. In an environment of trust and empowerment, where meaning is clearly shared, everyone can then organise themselves autonomously and flexibly in terms of hours and location.

Talent acquisition

The job market is dominated by the 'war for talent'. How does this play out in practice in your own recruitment processes? What difficulties do you face?

We are in a candidate market. Every recruitment is a challenge in a small, highly specialised market like ours. There is still maximum pressure on certain ultra-technical jobs, such as actuarial work, compliance or asset engineering. And the emergence of new needs linked to artificial intelligence will very quickly create acute pressure on these profiles. For us, this means a risk of longer recruitment times or pressure on salary budgets. As an employer, we are careful not to fuel the bidding war that is destabilising the market. Instead, we look for profiles with high potential for development and invest in their development.

What 'weapons' does your company use to fight this battle? And what additional 'weapons' would you like to have at your disposal if you had the power to change regulations and laws?

First and foremost, it's our employees, our results, our corporate project and our healthy working environment that speak for us. We embarked on a transformation several years ago, and our image has evolved as a result with candidates who see us as a little sexier than before. Our strength lies in everyone's involvement in recruitment. Our managers and colleagues are well aware that they have a part to play in recruitment, so it's up to them to make people want to work for us! As HR people, we are constantly talking to each other and identifying people who could join us. We're building a community for the future, by working with schools, welcoming high school students and opening our doors to atypical profiles. We support our managers in their HR role vis-à-vis candidates, from initial contacts through to successful integration.

We would like to see changes in regulations and laws: simplification and harmonisation of two days of remote working for workers in the Greater Region, which would be secure from a tax and social point of view and in terms of the risk of permanent establishment; the expansion of schemes, such as Adem, for the development of skills under pressure in Luxembourg.

Employer branding

Applied to your organisation, what is your definition of 'employer branding'?

Employer branding lies at the junction between what we say--what the company says about itself--and what we say about ourselves--what employees or candidates say about the company. So it's important to have a communications stance that is sincere and aligned with the culture and internal experience of the teams. All the more so in Luxembourg, a connected place on a human scale.

In the light of this definition, how important is HR in promoting this 'employer brand'?

HR teams are naturally at the forefront of this employer promise. But employer branding is everyone's business, because it is the employees and managers who embody, bring to life and provide the proof of this promise. In our 2024 employee engagement survey, 85% of our employees recommended us as an employer to their friends and family - a remarkable vote of confidence and a source of pride.

Reskilling and upskilling

In terms of upskilling, what are the priority needs that you have identified within your organisation?

Our upskilling priorities focus on artificial intelligence, digital skills, and Lean and Agile methodologies, in order to meet the challenges of rapid and ongoing transformation. The digital transformation of our sector makes it essential to master digital tools, emerging technologies such as AI and data analysis. We have organised an AI forum and rolled out training courses on our in-house AI, ALMIA, to raise awareness and train our employees. This content is accessible on our training platform to encourage autonomy and learning flexibility. We also rely on our internal community of 'Digit@liens' to support changes in our business lines.

And what tools and systems have been put in place within your departments to support ongoing employee training?

We structure our approach according to the 70/20/10 model of adult learning.

70% of skills are developed through practice: we rely on concrete experiences, such as the AI forum that brought all staff on board, or the support of an internal lean coach who helps teams to integrate continuous improvement methodologies. Employees also progress by working within a wider ecosystem, via partnerships with startups, which stimulate innovation and learning through immersion.

20% of skills are developed through interaction and sharing between peers: we put in place systems such as coaching, mentoring and life-visits that offer personalised support, as well as leadership programmes that strengthen interpersonal and managerial skills, with an emphasis on self-knowledge and team development.

10% of skills are developed through formal training: technical training is provided through schemes such as the Académie épargne patrimoniale, which offers expert training, and a digital platform offering modules accessible to all.

Talent retention

Is the 'war for talent' also about retaining talent? And if so, what is your conclusion? That attracting talent today is just as complex as retaining it?

Attracting talent is essential, but retaining it is strategic. Otherwise, you're just filling a hole in the market.

Attracting and retaining talent depends on the quality of the company project, its culture, its leaders, its management, the attention paid to well-being, skills development and career prospects. This requires a coherent approach to all the facets of the corporate project and the levers of HR policy to improve the collective and individual experience. Competing for talent requires internal human and cultural transformation.

What have been the main changes, or what changes are underway, in your company's 'employee pathway'?

We emphasise ongoing dialogue, 'living well and working well together', the notion of an inclusive working environment and recognition of our employees: workshops on stress management, sleep management, nutrition, meditation sessions, and we share access to a gym with companies in the building sector; awareness campaigns on 'ordinary sexism' and webinars around the notion of inclusion; setting up a regular engagement barometer to assess the degree of employee commitment enabling our company to respond quickly to employee concerns; annual seniority recognition and regular reconnection events within our company.

We hold regular plenary sessions, the aim of which is to communicate transparently about our strategy, business results and human issues. These meetings help to maintain a strong link between our management and our employees, ensuring that everyone has a clear understanding of our direction and objectives.

New ways of working

Flexibility, teleworking... Since the covid crisis, the desire for new ways of working is more pronounced than ever. How can we respond to this paradigm shift without hampering business performance?

It's a question of balance, shared meaning and trust. The balance between teleworking and being present in the company allows each team to work flexibly while being accountable for its results. We have put in place clear objectives, performance indicators and a feedback culture that gives everyone autonomy and responsibility for their work. But the strength of the collective is built by being together, which is why it's so important to focus and cultivate time spent together to nurture collaboration and the corporate culture.

At the same time, how can we also meet the challenge of employee commitment, which studies show is plummeting?

With a participation rate of 86% and an engagement index of 77% in our 2024 engagement barometer, we are an example of a highly engaged collective. My experience has taught me that employees' aspirations are in fact both very simple and very essential: respect, consideration, sound leadership, a quality working environment, a culture of responsibility, a climate of trust and the space to contribute to an ambitious project. I'm convinced that the organisations that are able to offer their employees this experience are the ones that get commitment in return.

Employment law

What is your view of the employment rulebook? As it stands, do you see the Luxembourg Labour Code as a partner for employers? Or, on the contrary, something of an adversary?

Coming from a French environment, there's no doubt that the Luxembourg Labour Code is more flexible and less complex! The strength of our labour law regulations lies in their stability over time, providing a predictable, clear and pragmatic framework, from the point of view of both employers and employees.

If you had the power, what additional provision would you like to introduce into Luxembourg law to meet your needs more effectively?

To meet the need for flexibility, I would introduce more flexibility in the use of fixed-term contracts, for example contracts adapted to specific projects or of variable duration. This would make it easier to manage fluctuations in activity or changes in regulations, while remaining within a secure legal framework.

Digitalisation

How are you transforming digitalisation into an ally of the HR function?

The diversity of the HR function - from administration and talent management to succession planning and engagement - makes it an excellent playground for digitalisation and applications of AI and generative AI. As in other business areas, technology is helping us to simplify and automate production tasks, freeing up time for higher value-added tasks. With the roll-out of our ALMIA artificial intelligence solution from the AG2R La Mondiale Group, we are exploring the possibilities in terms of answers to frequently asked questions or semantic analysis of open-ended responses to questionnaires. AI will then enable us to optimise recruitment, skills management and internal staffing.

What obstacles do you still face at this stage?

In an international environment, we work with several trustees and within several regulatory frameworks, which make it more complex to consolidate, harmonise and ensure the fluidity of processes without a break in workload.

But 'while the work's being done, the shop stays open': HR has to support the business teams as they come to terms with the impact of digital technology and AI, while at the same time transforming themselves. This requires a high level of adaptation to grasp these new challenges. For example, for the HR team, AI raises questions about its use, but also about the code of ethics that must accompany it and the protection of employee data.

Benefits

How important is salary attractiveness today in recruiting and retaining talent?

The attractiveness of the package remains important, but we are seeing the emergence of other issues in the selection criteria for our candidates. Teleworking has become a key issue. In reality, the issue encompasses much broader concerns, such as autonomy, organisation, well-being, health and flexibility, with time for oneself or for personal commitment and values that correspond to personal aspirations.

Aside from remuneration, what are the elements that can be used to make the company more attractive?

Those who join us are looking for an ambitious corporate project, a space for responsibility and autonomy, sound management that is both demanding and caring, and a culture of living and working well together. We offer flexibility and protection through schemes such as the time savings account (CET), flexitime and teleworking, as well as benefits such as health insurance and a pension scheme. We promote the personal development of our employees by offering them opportunities to get involved in projects, enjoy social time and look after their wellbeing through sport and health initiatives--regular check-ups, training in mental health, stress and energy management, healthy eating.

Mobility

A fleet of electric vehicles, incentives to use public transport... In your company, what measures have been, are being or will be taken to improve mobility?

We decided to electrify our vehicles at the beginning of 2024. It's a move that goes hand in hand with incentives to use soft mobility and public transport. But with 70% of our employees coming from the Greater Region, crowded trains and overloaded roads, mobility is above all a source of daily wear and tear for our employees, who value being able to benefit from easy parking at the office and flexibility of working time and place.

More generally, what are the points to watch out for in terms of the green transition?

There are a number of actions that employers can take, particularly with regard to the location of buildings, energy supply, responsible purchasing and cost-saving measures in site management. But transport remains a key area of concern, since it accounts for around 60% of carbon emissions in Luxembourg. The issue of transport--like the inseparable problem of the prohibitive cost of housing--is one that goes well beyond the scope of action by companies, and calls for action by the public authorities to support the ecological transition and maintain the country's attractiveness.

CSR

What are the biggest challenges for your organisation in terms of the new CSR obligations?

The CSRD directive has meant a considerable amount of work for our organisation, in coordination with the group, to put ourselves in a position to collect, harmonise and document all social, environmental and governance performance data. But meeting the regulatory requirements for sustainability reporting should not be an end in itself. Beyond the formal exercise, this has been an opportunity for the CSR, finance and HR teams to build up a 360° view of CSR issues and to provide food for thought on new actions to be taken. The next major step for HR teams will be the implementation of the European directive on pay transparency.

How do these same obligations impact your internal upskilling or external recruitment processes?

The challenges of CSR and the associated regulatory obligations are giving rise to specific skills requirements, such as environmental impact analysis, responsible governance and sustainability risk management. In fact, we have created the role of head of sustainability in 2022 to define a roadmap, drive the issue across the company and make all employees aware of their role in this transformation. Our community of ‘impact angels' will relay our actions to each team.

Gen Z

They're said to be less committed, more demanding, and perhaps even difficult to grasp... Is Gen Z really turning the working environment upside down?

Let's take care of our Gen Z rather than blame them for everything! Studies show that this generation is suffering more stress, anxiety and depression as a result of the health crisis and other social factors. This places a greater responsibility on us as employers. This generation is demanding, it's true, because it has grown up with digital technology and immediacy, and because it values meaning, authenticity and a strong commitment to societal causes and diversity. These needs and expectations are driving us to make further progress in offering a supportive and inclusive working environment, and to be attentive to their mental wellbeing.

What advice would you give to newly recruited 25-30 year olds?

Stay curious, question everything, always try things out.

It's by adopting an open-minded stance from the moment you arrive, by listening, learning and sharing your ideas that your perspectives can bring innovation. Don't be afraid to take measured risks - failure is part of the learning process. Stay curious and seize every opportunity to develop new skills, especially in a sector undergoing rapid digital transformation. Finally, get actively involved in team projects to make your integration easier.

Diversity, equity and inclusion

As HR director, how would you define your role and responsibilities with regard to DEI issues?

Diversity and inclusion are a source of performance and innovation, and at a time when there is a shortage of talent, they are a strategic lever for the company. As HR director, my role is to promote a corporate culture where everyone feels respected, valued and included, whatever their origin, identity or background. This means putting in place practical policies to encourage fairness in recruitment, promotion and pay, as well as raising awareness and training teams in these issues. We are a signatory of the Diversity Charter, the Women in Finance Charter and a member of the Autre Cercle. In 2024, these partnerships enabled us to set up an awareness-raising programme entitled 'Stop ordinary sexism' and 'The challenges of including LGBTQIA+ people at work'.

Is the 'exemplary' company a utopia or a feasible objective?

There is no such thing as a perfect company, but it is absolutely essential that we make progress towards this goal! Employees want to be part of organisations that they can identify with, that are inclusive, fair and equitable in their processes. If we want to attract and retain our employees, and sustain performance and innovation in a context of talent shortage, then the issue of diversity, inclusion and fairness is inescapable.

Read the original French-language version of this interview /