Individual soft skills and collective engagement at Lafarge
Recognising what employees are drawn to and good at, and turning them into key players in the group’s strategy
- client request
Following a major internal restructure and the recent integration of the credit and collections team, the client wanted to rebuild the momentum of the team.
The aim was to encourage proactivity and commitment from every employee towards the group's overall vision and strategic objectives, while bringing out the soft skills that collective success depends on.
The client wanted the finance department's objectives to sit in line with the company's overall strategy. The purpose was to make sure every member of the team understood the wider objectives of the business and worked actively towards them, so that each person made a real contribution to the success of the organisation and collective engagement was strengthened.
The client also wanted to reposition the finance team as a point of reference within the group. For that to happen, employees needed to get to know each other properly, recognise their individual and collective capabilities, and use them fully to build a strong and resilient team where every member is valued in the pursuit of shared objectives.
- challenges
The client's request and the issues raised pointed to several major challenges.
Employee engagement. A restructure and a recent integration can affect morale and engagement. Targeted initiatives were needed to strengthen commitment to the vision and objectives of the group. The aim was a measurable improvement in engagement, showing up as higher productivity and stronger buy-in to the company vision.
Strategic alignment. Making sure the finance department's objectives sat in harmony with the overall strategy of the group was another substantial challenge. Running collaborative workshops to define and clarify shared and individual objectives was the sensible response. The expected result was a better understanding of the department's objectives and a clear alignment with the company strategy.
Repositioning the finance team. The current perception of the finance team had to change so that it could be seen as a point of reference. Developing and communicating the team's achievements and significant contributions to other departments was a necessary step. The expected result was an improved perception of the finance team, positioning it as an essential strategic partner within the company.
Close collaboration. Getting the finance team and operations to work together effectively was an important challenge. Setting up regular and structured communication and collaboration channels between the teams was a key action. The expected result was stronger collaboration, leading to better coordination and improved company performance overall.
Recognising and valuing skills and soft skills. Employees needed to recognise their individual and collective capabilities. The expected result was a stronger and more resilient team, aware of what it can do and ready to use those capabilities fully to meet the objectives of the business.
- stakes
The issues identified, and the way they are resolved, have a direct impact on the team.
Engagement: One of the main issues is strengthening employee commitment to the vision and objectives of the company. Every member of the team needs to feel invested in the success of the business, which calls for clear and transparent communication about company objectives and values.
Team cohesion: Cohesion and team dynamics sit at the centre of these concerns. The issue is to create a working environment where collaboration, mutual trust and an understanding of each person's strengths and skills come to the fore. That allows every employee to contribute as much as possible and strengthens the overall performance of the team.
Strategic positioning: Another key issue is repositioning the finance team as a strategic partner within the company. The perception of this department has to change, by showing the value it adds and the essential role it plays in decision making and performance management.
Identifying and valuing employee profiles: The issue here goes well beyond passing a CV around the team, and involves identifying and valuing the soft skills and natural aptitudes of each member of the team. These are capabilities that colleagues sometimes cannot see. A focus on personal and professional development makes the best use of the talent available and makes sure every employee can bring a unique contribution to the team.
Wellbeing at work: Finally, wellbeing and satisfaction at work matter a great deal. Looking after employee wellbeing is an ethical obligation and it is also a lever for performance and innovation. Employees who are thriving are more productive, more creative and more willing to invest themselves in their work in a healthy way.
- solution
Understanding
A workshop introduction to the T-shaped employee, so the team understands why curiosity and creativity matter.
Collaboration
Group exercises and individual indicators so that each employee identifies their key skills and soft skills.
Recognition
A research session to help each employee identify their natural aptitudes before presenting them to the team.
Collaboration
Setting out how each person can put those aptitudes and soft skills to work for the performance of the team.
- results
This seminar, built around celebrating diversity and exploring creative talents and individual aptitudes, met the challenges that had been set and also turned the issues into concrete opportunities for the whole team:
Stronger employee engagement. Employees now feel more engaged and more connected to the vision of the company. That improvement in engagement shows up as a clear increase in productivity and a reduction in turnover within the finance department.
Strategic alignment achieved. The objectives of the finance department are now fully in harmony with the overall strategy of the group. Every member of the team has a clear understanding of their roles and responsibilities, and of how these fit into delivering the wider objectives of the business. That clarity supports better coordination and more effective delivery of tasks and projects.
Close collaboration established. Collaboration between the finance team and operations is now smooth and effective. The communication channels that have been set up support regular exchanges, which means better coordination and faster, better informed decision making.
Aptitudes recognised and valued. Members of the team are fully aware of their individual and collective capabilities and use them effectively to meet team objectives. Recognising and valuing individual differences has produced a team that is stronger, more resilient and higher performing.
TO ORGANISE A KEYNOTE, A WORKSHOP OR A MASTERCLASS