France Telecom Case-study 4 : Supporting Change

1. France Telecom Case-study 4 : Supporting Change Workshop Aligning HR- Etude de cas 4- Supporting Change

2. Leading Change systems What type of skills development to implement in order to lead these changes? Workshop Aligning HR- Etude de cas 4- Supporting Change

3. The facts • No doubt about the strengths : • A proven « technical » high level competency (network electronic automation, new dialling, network service quality...) • Modern and reliable technology, over equipped • Technical skills availability and high in quantity • ..But some weaknesses : • An early bird management competency (from technical expert to manager) • An early bird in client perception, competition and economical environment (from subscriber to client) • Not enough sensible to management, to optimization of investment and functional costs,,.. (from administration to enterprise) Workshop Aligning HR- Etude de cas 4- Supporting Change

4. Competency definition • It is the operational implementation on the working post of : • Know : generally theoric • Know-How : generally technical and practical • Attitude : generally relational • Know and Know-How are usually transmitted in a traditional training mode Workshop Aligning HR- Etude de cas 4- Supporting Change

5. Decisions • Change will be given a boost through the effective commitment of middle managers • The whole management line will be involved and committed to support the process • The focus will be made on behaviour changes (relatively to new stakes) and thus on development of relational skills (behaviour) more than technical ones Workshop Aligning HR- Etude de cas 4- Supporting Change

6. How to make it ...?….bringing leverage • Put training at the foundation of everyday actions : there is a professional life before and after the training period. Focus • Generate behaviour change of actors with tools, methods and top-down/standardized contents • Encapsulate methodologies and technical issues into traditional training • Make local managers and traditional actors take ownership into these actions • Identify existing practices, concentrate and valorise them in order to improve them • Make the training evaluation the leverage of the Appraisal System (Annual Personal Interview: API) Workshop Aligning HR- Etude de cas 4- Supporting Change

7. Engineering Principles applying to these Leading change systems • Stop the traditional training approaches - Go from content-oriented training to a dynamic approach of training (lead by the actors themselves) • Mobilise knowledge of everyone in the action • Put training appraisal at the heart of the system Workshop Aligning HR- Etude de cas 4- Supporting Change

8. Capacity Building oriented assessment system Key success factors HRM Capacity building Tools UNIT Hard core of success factors of the function Auto-diagnostic grid Interview work with N and N+1 on hard core success factors and indicators of means and results. Skills to improve and professional practises synthesis Analysis of differences. Definition of thematics to work on. Individual and group Barometer FOCUS Shared Vision N and N+1 Definition of means and results indicators. System (exhange, workshop, evaluation, individual follow-up) Synthesis of individual barometer, report in the personal interview (API) Workshop Aligning HR- Etude de cas 4- Supporting Change

9. Leads the elaboration of the Group strategic project Implements conditions of strategic watch with support of the Group Leader (GL) Co-builds unit strategy Animates and holds the unit strategy Defines and pilots performance Transposes company and unit stakes in his system for piloting the performance Pilots action and analyses results Is an actor in projects and progress Example of success factors of the function (Chief of Department) Workshop Aligning HR- Etude de cas 4- Supporting Change

10. Ensures permanent matching of stakes and competencies Anticipates professional evolutions Aggregates competencies Pilots rewarding systems Participates to the construction of a social compromise Is an active local player in the social corporate dialog Develops watch and social relations with GLs Looks after balance between the organisation efficiency and the working conditions Example of success factors of the function (Chief of Department) Workshop Aligning HR- Etude de cas 4- Supporting Change

11. Methodology • To define contents and reference knowledge as a resource • To re-build the concrete transposition of this know-how into action throughout dynamic workshops in which the managers are involved • To twin this program with structured « brainstorming sessions » on professional field practices combining experience sharing, evaluation and progress guidelines setting up. Workshop Aligning HR- Etude de cas 4- Supporting Change

12. Examples of such systems • The Networks School (N.S.) • Decentralised Management Platforms (D.M.P.) Generating change is the aim of these two systems Workshop Aligning HR- Etude de cas 4- Supporting Change

13. The Networks School (N.S.) Network Directorate Pilots the system Objectives : O.U.D. Operational Unit Director Helps the front line manager of a unit: - to play fully his role in a business approach : - to master the required techniques (evolution , costs, ..) - to manage his staff (culture, tools,..) Participates H.R.D. Human Resources Director Is informed C.D Chief of Department Leads, participates G.L. Group Leader Main actor EMPLOYEE Workshop Aligning HR- Etude de cas 4- Supporting Change

14. D.M.P. Regional Directorate Pilots the system Objectives : O.U.D Operational Unit Director To guide the evolution of the managers’ role and to facilitate the development of cross-functional practices Leads, Participates H.R.D Human Resources Director Is informed C.D Chief of Department Main actor G.L. Group Leader Participates EMPLOYEE Workshop Aligning HR- Etude de cas 4- Supporting Change

15. Other examples • GPS-GIL system • URS Training Support • Performance of Intervention These three systems aim at supporting change by targetting the improvement of some performance criteria for the concerned teams Workshop Aligning HR- Etude de cas 4- Supporting Change

16. GPS - GIL Central organisations Objectives : Valorise intervention activity carried out by URR teams and facilitate piloting practices O.U.D Operational Unit Director Is informed H.R.D. Human Resources Director C.D Chief of Department G.L. Group Leader Participates occasionally EMPLOYEE Main actor Workshop Aligning HR- Etude de cas 4- Supporting Change

17. Performance of intervention Objectives : Impulse intervention performance through multi-competency and leadership improvement O.U.D Operational Unit Director Is informed H.R.D Human Resources Director Pilots the system C.D Chief of Department Is informed G.L. Group Leader Leads, participates EMPLOYEE Main actor Workshop Aligning HR- Etude de cas 4- Supporting Change

18. URS Training Support U.R.S Objectives : To improve the relationship between the Supervisor and the Intervention team O.U.D Operational Unit Director Is informed H.R.D Human Resources Director Pilots the system U.R.R C.D Chief of Department Leads, participates C.D Chief of Department G.L. Group Leader participates G.L. Group Leader participates EMPLOYEE Main actor EMPLOYEE Workshop Aligning HR- Etude de cas 4- Supporting Change

19. Zoom on the Networks School (E.D.R) Workshop Aligning HR- Etude de cas 4- Supporting Change

20. Why a Networks School ? Make first line apply their management role « Client at the heart, Personnel in the center » A challenge and leverage for France Télécom Lead local strategies Workshop Aligning HR- Etude de cas 4- Supporting Change

21. To impulse change Group Leader: technical expert towards manager Pour qui ? Avec qui ? Pour Quoi ? The right of Team members to be well managed CLIENT Coherent with management policy of the unit RelationshipGroup Leader - chief of department Workshop Aligning HR- Etude de cas 4- Supporting Change

22. Conference call Chief Dept Middle of session Chief Dept Begin session Chief Dept end of session docs, Intranet Ind. Follow-up docs, Intranet Ind. Follow-up Platform Technologies and Services (PF 1) Platform Performances (PF 2) Platform Initialisation (PF 0) VIF Init VIF 1 VIF 2 Platform Management (PF 3) Platform openness (PF 4) VIF 4 VIF 3 docs, Intranet Ind. Follow-up. docs, Intranet Ind. Follow-up Organisation of a typical working session Contract Workshop Aligning HR- Etude de cas 4- Supporting Change

23. The actors • Major actor: the participant (G.L.) • The pedagogical team builds platforms and warrants the good making-of the session, compatible with target ambitions and objectives. It is composed of the pedagogical advisor of the session, the animators, the session director • The project team defines implementation modalities based on the corporate orientations. It is composed of a HROfficer, Operational Units Directors, Consultants Workshop Aligning HR- Etude de cas 4- Supporting Change

24. A school different from othersand open to the enterprise • No selfish expertise, no magisterial lectures • No business limitation • Networking of participants • Open-mindedness to outside and regional exchange of views • Operational Directors are Responsible for working sessions • Participation to the global objective of the company : « client at the heart, personnel in the centre » • Sharing and appraisal of competencies • Speakers and animators with a diversified background • Emergence of questions from the group • Light training alternating with more in-depth analysis • Involvement of managers needed Workshop Aligning HR- Etude de cas 4- Supporting Change

25. Diverse and performant pedagogical methods • A contract-based project for team practices evolution (the training-based assesment). It is an opportunity for: • self-appraisal • auto-diagnosis on activities to be carried out (compared to a referential and stake) • progress • The evolution project allows a personal approach of evolution of our own role with regards to the referential • exchange of views with N+1 • Allows explanation of team functioning and a discussion referring to performance and individual/collective skills • Implication • One-to-one implication (means, support,..) of N and N+1 on a project, on thematics to work on and objectives to reach and include in the EP • A way of defining and going in depth on sensitive themes Workshop Aligning HR- Etude de cas 4- Supporting Change

26. Contract and focus The training evaluation : principle SCHOOL UNIT Success factors of the function Indicators grid Auto-diagnosis of Chiefs of Group Diagnosis of Chiefs Of Department Analysis by the working session responsible Interview Evaluation priorities Themes selection Interview, follow-up and Wrap-up with Chiefs of Department plateforms Wrap-up with Chief of Department Workshop Aligning HR- Etude de cas 4- Supporting Change

27. Piloting the activity Activities of the group are defined and analysed with all Everyone knows how to link his/her activities to the missions Projects are identified and managed Collective performance is evaluated and its improvement implies the establishment of an action plan Group functioning Everyone knows in his/her daily functioning his/her obligations and action margins Concrete problems of employees are taken into account and everyone feels supported Everyone knows rules and applies them Security of all is the affair of all Input data : success factors of the function Group Leader Workshop Aligning HR- Etude de cas 4- Supporting Change

28. Staff Management I anticipate professional evolutions of my employees I lead their career paths I lead and pilot new comers integration I help everyone to evaluate his/her contribution, progress margins and needs in DVC I contribute and commit myself in the DVC of my employees Relationship internal /external My relationship with other units are contractualised The co-operations with other groups are contractualized Internal services are identified and managed I look into solving concrete problems of my employees with my hierarchy and my colleagues I co-operate with colleagues in transversal functions Input data : success factors of the function Group Leader Workshop Aligning HR- Etude de cas 4- Supporting Change

29. 4 families of success factors Piloting activities Group functioning People management Relationship internal/external Economical Technical Management HR Implementation Choice of revealing indicators In taking into account Discover 4 to 5 key factors Priorities of factors Contract and focus Thematic Platforms Diagnosis Chief of department Workshop Aligning HR- Etude de cas 4- Supporting Change

30. Diverse and performant pedagogical methods (cont’d) • Speeches, conferences, debates • On specific « disturbing » « different » events,..that invite us to rethink the daily professional environment • Workshops • Objective of working on a specific issue in order to get best practices transposed to other situations. Basic elements are speakers cases: • Sub-groups workshop : facilitates confrontation and sharing of experience about different visions.Concentrates on best practices • Plenary sessions : Provide a framework for brainstorming and discussion Workshop Aligning HR- Etude de cas 4- Supporting Change

31. Diverse and performant pedagogical methods (cont’) • Individual follow-up allows: • Individual coaching for individual effect : express the implicit, ask the good questions, find the good answers from the participant • Individual coaching for collective effect : get common issues to work on and determine new thematics to treat • Permanent access to the Intranet • A Virtual Forum • Communication tool in the working session to collect questions without answers and exchange directly with experts on a given thematic Workshop Aligning HR- Etude de cas 4- Supporting Change

32. Diverse and performant pedagogical methods (cont’) • Interactive video-conferences (VIF) • Allow, with supports on important themes for company strategy, supplying to the participants kick-off on activities of each sequence of the global scenario • Objective to describe own stake at a given sequence and give real-time feed-back to deciders on potential questions from participants. Workshop Aligning HR- Etude de cas 4- Supporting Change

33. Diverse and performant pedagogical methods (cont’) • Pedagogical « technical » supports • Allowing participants be ready for specific sharp and high level themes • Exchange workshop with N+1 • Provides a same framework for discussion and exchange on a common theme. • Favors confrontations of visions and decision making process in terms of actions and proposals for working axes. Workshop Aligning HR- Etude de cas 4- Supporting Change

34. Bibliography www.francetelecom.comJ-J Bertholus: Qui a ruiné France Telecom?Bernard MERK: Equipes RH acteurs de la str@tégieBruno SIRE: LIRHE, Note Nr 350 Workshop Aligning HR- Etude de cas 4- Supporting Change