The ERI, a key measurement of our Human Project
Against a backdrop of deep-seated transformation, the engagement of employees is more vital than ever to the performance of the Crédit Agricole Group. Launched in 2016, the ERI is an internal and anonymous survey administered simultaneously at the Group’s entities in France and around the world. It is a key measurement of our Human-Centric Project.
We listen carefully to our employees with a view to strengthening our transformational ability and implementing a continuous improvement and progress policy at entity and Group level. To ensure transparency with all employees, an analysis of the results is presented to the Group’s management bodies and entities, and to employee representative bodies. The process is a perfect opportunity for dialogue and for involving our various stakeholders in the building of action plans. These plans may apply across the Group or specifically to entities, consistent with their particular challenges or competitive environment.
The engagement of employees is also reflected in their determination to contribute to positive progress at the company by sharing and implementing their ideas. The Group has thus developed participative approaches to help them grow their ideas and foster internal and external innovation. Examples in the Languedoc Regional Bank, at CA Polska and CA Consumer Finance.
Crédit Agricole du Languedoc
The 8-point increase in the ERI in the last two years is the result of investments and a participative approach.
In the spirit of its company project, “Audace 2020”, the Regional Bank of Languedoc opted for a volunteer approach to analyse the results of the ERI, starting in 2017. A group of ten employees, all businesses combined, delved into the results to pinpoint the daily preoccupations of staff. They then made a video to disseminate the key messages to the entire company.
Their analysis of the ERI, a key strategic indicator, shed light on all the Regional Bank's projects, and two projects in particular: improving the daily lives of the teams and simplifying operations; and the well-being of employees as the driving force behind the company project.
Employees reporting problems with their work tools? The RB is launching a project to equip all staff with laptops and trying out remote working. New expectations in managerial terms expressed in the ERI? The RB is trying out more agile and collaborative work methods. Dissatisfaction expressed by professional advisers? A work analysis approach has been initiated in this sector.
Collective efforts on the ERI are invaluable for prioritising subjects and effectively responding to the needs and expectations of the internal customers that are employees. In parallel, a system for feedback on irksome issues for employees (referred to in French as “Ca m’énerve”, or “it annoys me”) has been introduced to nourish the continuous improvement policy of Crédit Agricole du Languedoc.
Crédit Agricole Polska
In Poland, the results of the 2018 ERI showed that employees are looking for meaning and a sense of personal accomplishment in their work. They also want to know their role in the implementation of their company’s strategy and be proud of the company and its achievements. The #irespectthat (#ijatoszanuje) programme was launched to these ends. Every six months, the “cascading” effect is initiated by the Board members, who share their own reasons for being proud of their work and their company. Following this, senior executives produce special posters, on which their teams express their reasons for being proud.
The managers are then asked to share the feedback in a number of forms (written, public appreciation of teams in-house, etc.) while employees talk about their impact on the bank’s strategy and their reasons for satisfaction.
The teams are also encouraged to find their own sources of meaning and satisfaction at work by familiarising themselves with methodologies such as job crafting* and ikigai*.
The bank has organised a #ijatoszanuje competition in which the teams harness their creativity to illustrate what fulfils them at work through videos, posters and comics.
In addition to the ERI, Bank Polska collects the opinions of its employees every quarter at their workplace, notably their sense of pride and accomplishment at work. Both of these indicators have increased, by 15% and 7%, respectively.
*Job crafting is about adapting your work from the inside and finding more pleasure, meaning and satisfaction in it.
Ikigai (“reason for being” or “joyfulness” in Japanese) is a life philosophy consisting in finding meaning in your life and work as well as a balance.
Crédit Agricole Consumer Finance
In one of the initiatives rolled out following the ERI results, CA Consumer Finance organised the Corporate Centre Rally. Developed by a group of volunteer employees to contribute to the priority focus on “Improving knowledge of strategy”, the second Rally event was held on 27 September 2019.
The team-based game is open to the 300 employees at the CA CF Corporate Centre at the headquarters in Massy. The teams are composed of six employees selected randomly so as to mix seniority levels and occupations. The teams move about in theme-based game spaces focused on CA CF’s anchoring in Crédit Agricole and its contribution to the Group’s three Projects (Customer, Human and Societal).
The initiative proved a success with Corporate Centre employees, 93% of them saying that they clearly understood the company’s strategy in the 2019 ERI (up 9 points on 2017).
Subsequent to this success, Credibom and Creditplus, CA CF’s Portuguese and German subsidiaries, implemented the initiative with their teams.