Strengthening the appeal and engagement of the Attila network
Rethinking employer brand and using it as the foundation of engagement en l’utilisant comme fondation de l’engagement
- client request
The Attila network, which specialises in roof preservation and optimisation, wants to strengthen its appeal as an employer and the engagement of its people. The work was done in partnership with the agency "Simone et Nelson", who brought me in. With turnover on the rise, the managing director wanted people to recognise that human capital had been left last and that the network was losing skilled people. He hoped to turn that understanding into operational reality, to look after the wellbeing of staff and to bring turnover down.
- challenges
Faced with complex organisational and human challenges, I advised the network to use the annual gathering to work on engagement first, before working on their employer offer. That calls for answering several challenges:
- Clarifying Attila's values and vision: so every employee can align with the company mission and contribute to it effectively, the core values and the long term vision need to be clearly defined, communicated and lived out day to day.
- Building shared responsibility and transparent communication: the network needs an environment where franchisees and employees can talk openly about problems and opportunities. The aim is to help them see that they shape the situation far more than they imagine, and that often the problem is them.
- Improving recruitment and job design: Attila created the role of "technicien de toiture", which goes beyond the work of a roofer to include analysing the roof in discussion with the client. The challenge is to make sure incoming CVs are handled quickly and effectively so the best people are attracted.
- stakes
Reducing turnover and improving appeal matter a great deal for a network like Attila:
- The cost of turnover: the average cost of replacing an employee can range from 50% to 200% of that person's annual salary. For a company like Attila, building engagement could represent an annual cost of 3 million euros.
- Loss of technical know how: in a technical network, know how is often highly specialised. Losing an employee, along with the time it takes to replace them, means a loss of skills that can affect productivity, service quality and operational efficiency by 10% to 20%.
- Impact on brand reputation: a high turnover rate can damage the reputation of the company, which is particularly harmful in a technical sector, and it also affects the ability of the company to attract talent.
- solution
Interactive keynote
An overview of what is at stake and of what is driving the shift in candidate expectations, with contributions from members of the network.
Cross functional dialogue
At round tables, the branch managers share their thinking and exchange ideas on values, vision and strategy.
Collective action plan
Use of "the engagement map" to sketch out a collective action plan, followed by a more detailed individual action plan
Report back and commitment
A report back session where each table presents its action plan and commits to putting it in place by writing a personal letter of commitment.
- results
This day of discussion with the franchisees brought out several strategic priorities for strengthening appeal and engagement across the Attila network, and it also made it possible to:
- Revisit the Attila values charter and vision, and think about how to use them in the context of appeal and engagement.
- Identify several approaches to attracting people, each suited to the situation of the individual small businesses in the network.
- Commit the leaders to putting several key actions in place to raise the profile of Attila.
- Increase the motivation and engagement of managers so they act as ambassadors for the brand.
TO ORGANISE A KEYNOTE, A WORKSHOP OR A MASTERCLASSÂ