People and organisational performance

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

Julien Bossu: The HR director is not just an executor of the strategy defined by the CEO. They play the role of organisational architect, guiding strategic decisions by aligning human and organisational objectives. For example, by using HR analyses to anticipate skills needs and by supporting a strong, agile corporate culture.

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

Work-life balance can boost performance. Tools such as flexible working hours or wellbeing programmes--psychological support, listening, sport, etc.--can improve employee commitment, which contributes directly to overall performance.

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?

The scarcity of qualified profiles makes recruitment more time-consuming and costly. For example, certain technical professions--bricklayers, engineers--are suffering from a shortage of applicants.

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?

Tools like employer branding campaigns or partnerships with schools are essential. So is keeping up to date with your industry network.

Employer branding

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

Employer branding reflects the way in which a company is perceived by its current and future employees. It is based on values, a clear employer promise and concrete actions.

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

HR plays a key role in highlighting the quality of the working environment and ensuring that the employer promise is kept.

Reskilling and Upskilling

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

The needs identified include technical skills for the building trades and soft skills such as leadership for managers.

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

Through in-house training--via the IFSB [construction sector training centre] or others--e-learning platforms and individual coaching for managers.

Talent retention

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

Attracting talent and retaining it are two sides of the same challenge. Employees' expectations are changing: they are looking for meaning in their work and prospects for development.

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

The introduction of structured onboarding, the creation of personalised career plans, and a focus on the employee experience.

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?

Companies are adopting hybrid models and rethinking their workspaces to encourage collaboration without sacrificing productivity.

At the same time, how can we also respond to the challenge of employee engagement, which studies show is plummeting?

Commitment requires concrete action: recognition of efforts, a culture of feedback, and alignment of the company's values with those of its employees.

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?

The Labour Code is both a protective framework and a challenge. For example, it can be perceived as restrictive when it comes to flexible working hours.

Same exercise in fiction as before... If you had the power, what additional provision would you like to introduce into Luxembourg law to respond more effectively to your needs?

Simplify certain administrative procedures.

Digitalisation

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

By using HR software for talent management, predictive analysis and simplifying administrative processes.

But what obstacles are you still facing at this stage?

Challenges include resistance to change and securing personal data.

Benefits

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

It remains an important pillar, but not a sufficient one.

In addition to remuneration, what are the elements that can be used to make a company more attractive?

Offer extra-legal benefits (mobility, training, well-being) and a real quality of life at work.

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?

The transition to an electric fleet and incentives for soft mobility.

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

The challenges include the carbon impact of projects and raising employee awareness.

CSR

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

Complying with increasingly stringent standards, while integrating these changes into a value-creation rationale.

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

CSR skills are becoming an essential criterion for new talent.

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?

Their demands are driving innovation: greater flexibility, transparency and responsible initiatives.

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

Stay curious, cultivate a sense of teamwork, and don't hesitate to express your ideas.

Diversity, equity and inclusion

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

Promoting an inclusive culture, ensuring fair recruitment processes and equal opportunities.

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

Setting an example is a goal that can be achieved by taking concrete action and constantly striving to improve.

Read the original French-language version of this news report /