Case studies

Making end-of-year interviews an engagement tool

The end-of-year interviews were a challenge for most of the Group's talents. 700 employees and managers were therefore supported over four months in order to appropriate the end-of-year interview as an engagement tool.

700

Group managers and employees

16

Countries concerned

The customer

A global luxury group, Kering brings together and grows a group of emblematic Houses in Fashion, Leather Goods, Jewelry and Watches. It now has nearly 40,000 employees around the world.


background

In a context of global reflection on their leadership and management frameworks, the Kering teams wanted to renew the approach of individual interviews at the end of the year. Both with respect to the Meaning to give to these interviews And the processes and tools to conduct them effectively.

Problem

Since these end-of-year interviews were experienced as particularly “challenging” by some employees and managers, it was necessary to reinject meaning and a positive dynamic.

Objectives

  • Make your end-of-year interviews an opportunity to realign program participants (Top 30 managers and their employees) around the “Why, How and What”
  • Making managers and employees aware of the importance and value of these interviews And to draw one maximum profits : strengthen commitment, develop talents, boost individual and collective performance, etc...

As a professional coaching company chosen to provide this support, we were evaluated on our ability to :

  • Give real meaning to these annual interviews
  • Strengthen the commitment of managers and employees at all stages of the process: interview preparation, meeting and follow-up.
  • Help managers and employees to build a real contract of trust around objectives to be achieved during the year.
  • Work on the postures and use the tools necessary to make end-of-year interviews more effective.
Faire des entretiens de fin d'année un outil d'engagement

Aimed target

700 managers in 16 countries concerned supported by a team of 15 coaches

Modalities

Support over 4 months:

  • A half-day kick off to bring participants together around an inspiring event. Give meaning to the program.
  • Personal preparation before workshops: assess your own skills regarding your ability to successfully conduct an annual interview. From the point of view of the manager and the collaborator.
  • 1 day of workshops in coaching mode to share best practices and tools to make end-of-year interviews moments generating commitment and performance.
  • Anchoring: possibility of exchanging with coaches and peers on the learning achieved.

Results

  • Managers aligned around the world around end-of-year interview practices
  • Managers trained on the modalities and key success factors to prepare and conduct rich interviews: Set quality objectives, Encourage and motivate employees, Give constructive feedback...

Kering

Sopra steria
Groupe BPCE
GSK
Bel
OCDE
St Louis
St Michel
AG2R La mondiale
Oddo
Deloitte
Axa
Murex
OCP
Faurecia
Grand vision
Galeries Lafayette
Canal+
Amadeus
LVMH
Shiseido
Veolia
Bolloré
France Télévision
Natixis
Kering
Malakof Mederic
GSK
Deloitte
Crédit Agricole
Bain & Company
OCDE
Veolia
Natixis
LVMH
L'Oreal
St Michel
Axa
Danone
Amadeus
Oddo
Societe Générale
Faurecia
Sopra steria
St Louis
Bic
Ralph Lauren
Bel
Grand vision
Canal+
Groupe BPCE
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