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The Nord de France Regional Bank’s TEMPO Management project, an illustration of the Regional Banks’ ten-year ambitions

At the core of the Regional Banks’ ten-year ambitions, which form part of the Human-Centric Project, are two inseparable commitments aimed at achieving differentiation through local empowerment: the autonomy of individuals and teams, and management transformation underpinned by support for healthy management practices. In 2020, under the aegis of FNCA’s Human Resources department, the Human Resources Development Committee expanded and clarified these commitments for the Regional Banks. In 2021, the implementation of these commitments on the ground will involve cross-fertilisation through iconic and innovative projects led by and in conjunction with the Regional Banks.

One concrete example is the Nord de France Regional Bank’s TEMPO Management project, sponsored by Emmanuel Barras (Deputy CEO) and Fabienne Hallereau (HR Director).

 

The Nord de France Regional Bank launched its new corporate plan, TEMPO, in early 2020, setting out four priorities to ensure sustainable transformation. Foremost among these is the human dimension, which is vital to ensuring that the business and its employees are committed to optimising customer service.

Against this backdrop, a management transformation process has been kicked off whereby all managers will have access to a personalised development path to help them adapt their practices and get the best performance out of their teams.

 

A process underpinned by a cultural diagnosis

This diagnosis, based on interviews with senior managers and workshops involving managers and staff, is also informed by semantic analysis of various materials (e-mails, materials used in annual appraisals, communications materials, etc.) powered by an AI engine. By studying these outputs, it was possible to identify the Regional Bank’s management culture, characterised by a combination of team spirit and compliance with hierarchical instructions. This analysis also identified an aspiration to be more open to the outside world and innovation. The Management Committee drew on this diagnosis to determine nine key skills needed by the managers of the future.

 

Profile of the manager of the future

The manager of the future will be skilled in adopting new postures (such as openness, courage and a cross-functional perspective), will take a collective view (with a focus on developing and empowering others and securing team buy-in) and will lean in new directions (with an emphasis on influence and finding meaning in achievements).

 

Self-diagnosis and personalised development paths

Each manager undertakes a self-assessment to determine where they stand in relation to the expected skillset. This approach enables managers to identify their own development priorities and construct a 21-day personalised development path built around practical exercises rooted in actual work situations. Activities on offer include joint development sessions with peers, articles to read and videos to watch.

 

Success factors

Emmanuel Barras, the Regional Bank’s Deputy CEO, shares his view of the project’s critical success factors:

“It’s essential that all Executive Committee members – led by the CEO – are on board and fully mobilised. 

In seeking to come up with a personalised diagnosis and tailored action plan, it was crucial that we take into account the specific characteristics and cultural footprint of the Nord-Pas-de-Calais region.

When you set about changing people’s culture, two things you absolutely must have are perseverance and a long-term view.”   

 

In conclusion, Murielle Anweiler stresses that FNCA’s HR Development team is drawing on these kinds of innovative Regional Bank projects to devise methodological approaches and share them with all the Regional Banks. In this way, each Regional Bank can direct its own transformation process while drawing on a strong sense of togetherness.

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