DELPHINE LAMBERT
Director of Human Resources
HUMAN RESOURCES DEPARTMENT
In 2022, the Human Resources Department put emphasis on diversity and inclusion. Creation of a disability action plan, a professional equality audit, renewal of the Social and Economic Committee (SEC) and support for managers are just some of the actions put in place with this in mind.
MORE THAN
100
Employees have been recruited by the Human Resources teams in relation to needs in occasional or permanent skills.
How would you assess 2022?
During 2022, which was a particularly rich year, we worked on structural subjects regarding our organisation, especially in terms of diversity and inclusion. As a result, in March 2022, we produced a Disability Action Plan which includes – for the first time – cross-cutting actions for both our employees and students.
We also carried out a professional equality audit on the basis of which we are currently negotiating a Professional Equality Agreement. This work is being conducted in close collaboration with representatives of the personnel. The Social and Economic Committee (SEC) was also renewed in spring. This essential stage in our institution’s life has made it possible to involve new employees in the committee who wished, by this means, to commit themselves to developing our social dialogue. This year, our division also continued to provide to support to managers in order to consolidate and harmonise our managerial practices and provide a common basis for skills and culture.
Lastly, the permanent incorporation of new working methods and practices post-COVID has led us to constantly question our systems and ensure that they develop; such was the case in 2022 with clarification of roaming practice and the standardisation of catering methods for staff. Our focus has been on our permanent staff, but also on our external stakeholders whose contribution is essential to our activities; we are constantly working to improve streamlining administrative and contractual management processes without forgetting to maintain the quality of work relations. In 2022, this led us to develop the interface that is dedicated to them and customised to meet their specific HR needs: COME IN.
What is your vision for 2023?
In 2023, we will be able to accelerate implementation of our commitments regarding social justice (disability, professional equality, etc.). We must remain watchful about changes in working customs and methods in order to meet the needs of employees and maintain our attractiveness to candidates, without losing sight of our core activity: welcoming and training students and learners.
Indeed, we need to preserve this even balance. During this year, we will also continue to work on supporting the various business cultures – managers, commercial personnel, teaching coordination, etc. – in order to always update the common core of business skills and provide better sharing of best practices. Quality of work, in its collective and normative sense, will be the focus of our attention in 2023.
What are your goals for the completion of the strategic plan, within the scope of the ECOS plan?
We have ambitious goals. The first step will be to consolidate our managerial culture in order to establish shared practices and values so that all employees can enjoy a harmonised experience. Secondly, one of our major challenges will be to align our organisation to prepare it for the challenges we face: a multitude of campuses, the international dimension, multi-culturalism, etc.
Finally, we wish to contribute to proposing, in concert with all the divisions, an environment that combines performance and new ways and uses of working.
What are your CSR commitments?
Because it is our responsibility to share the values taught on our courses both internally and externally, we contribute to raising awareness but also to training our students in different key themes based on social justice: disability, professional equality, gender-based and sexual violence in particular. We also work collectively to preserve balances, such as those concerning working time, the workplace, professional and private life, in order to enable everybody to flourish.
Finally, we pay particular attention to the policy of “care”: focusing on health at work and support for employees who are caregivers are among the key areas that guide our actions.
MÉLANIE SOUCHET
HR Transversal Missions Manager / External Contributors Department
Better support for external contributors
“Among the key projects of our year, Come-In is a working tool that has become indispensable for the management of external contributors at Audencia. Initiated and designed by the Human Resources Division to absorb the growing numbers (1,200 external contributors) and streamline the processing of administrative formalities (more than 2,100 contracts printed), Jessica Vincent, the Project Manager, has joined the Academic Division to develop the 2nd version, enabling the project to be valuable and powerfully cross-disciplinary in nature. Today Come-In represents a pool of 2,210 profiles, 1,943 qualified contributors and more than 6,000 contracts signed electronically. It is a solution with strong potential, developed by Audencia’s DTIS Division, with the possibility of interesting improvements.”
