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| Business Performance Management |
 EMPLOYEE/POSITION BEST MATCH
Synchronising HR Development and Business Development
The explosion of demand forced a company to integrate its subcontractors and temporary personnel to rapidly fill 200 positions. The applicants and the needs were identified - BPI had to qualify them and organise the «best match» process by reconciling the HR department’s priorities and those of the business development needs.
OUTSOURCING
Successful Employee Transfers
In this rapidly-growing company, priority was given to services that involved customer relations. But internal services also had to permanently adapt to the needs - outsourcing appeared as the obvious solution. BPI organised the transfer of the identified activities - specifications, invitation for tender and social communication.
LABOUR RELATIONS
(Re)building Conditions for Dialogue
Long-established tension between the management and the personnel representatives, a legal conflict over the collective bargaining agreement... The BPI project manager had their work cut out to restore conditions for dialogue between the actors as the company's profits steadily declined.
ORGANISATION
Building More Efficient Procedures with the Employees
BPI was chosen to support the change in organisation of a high-growth site. A three-stage approach was selected - define the main guidelines of the new organisation with the managers, build adapted operational procedures with the employees, and strongly support the implementation.
ORGANISATION
Adapting the Enterprise Structure to Meet Challenges
A large food industry firm decided to implement changes in its commercial organisation. The first challenge was an economic one. The enterprise had to adapt to developments in the volume retailing sector and improve its responses to customer needs whilst ensuring better allocation of resources. The second challenge was related to human resources. Career development for field sales teams had to be managed better.
| Human Capital Development |
SUPPORTING AND MOTIVATIONG MANAGERS
Assessing Managers to Develop their Skills
In an international company, managers have been supported by BPI to develop the
managerial skills they need for new duties. The engagement assigned to BPI was to help
them quickly understand what exactly was at stake in their new positions.
ASSESSING AND ENHANCING COLLECTIVE PERFORMANCE
Putting management at the heart of European team performance
The engagement assigned to BPI by a major European industrial group was threefold: break
with excessive vertical management structures, promote dialogue between peers and bring
all practices closer together, whatever the obstacles, whatever the cultural differences..
SUCCESSFUL RECRUITING
Supporting a company’s development and securing
recruitment
In an environment where the labour market was feeling the pinch, the inhouse recruitment department of an expanding company was keen to hire the assistance of BPI. We were called in to deal with a very substantial need for external recruitment. There was also the no small matter of respecting time-frames, guaranteeing volumes and securing recruitments over the long term.
DEVELOPMENT & MOBILISATION
Developing and mobilising high potential
Developing and mobilising human potential in operational projects in order to successfully carry out a strategy of growth through acquisitions in the Central and Eastern European region while doubling sales between 2006 and 2010.
OUTPLACEMENT
Organising an International Redeployment Operation
This international organisation employed highly-qualified people whose careers were pursued in the major capital cities worldwide. When budgetary restrictions imposed job cuts, BPI set up an international project.
SITE CLOSURE
Accompanying Individual Development and Highlighting the Value of Assets
How can the impact of the closure of a factory be minimised locally? BPI's solution came from experience on the ground - accompany each employee affected and highlight the advantages of the site left vacant to encourage repurchasers.
PROFESSIONAL REVIEW
Individual Preparation for Internal Evolution
The European accounting departments of this company, all organised on a regional basis, had to be centralised in one given country. In France, BPI helped the employees concerned by this change redefine their professional evolution within the company.
SKILLS
Linking Employees' Contributions to Company Needs
Faced with a less favourable economic environment, the management team became aware of the company’s internal rigidity. Encouraging employees to participate in building the new dynamic, BPI developed a skills assessment system and set the changes in motion.
SEARCH FOR A BUYER
Search for a buyer to permit a successful industrial reorganisation
This international pharmaceuticals group with headquarters in France decided to streamline its European production operations. It had an underused industrial plant in Switzerland. BPI mobilised its teams to find a buyer in order to avoid closing the plant.
INTERNAL MOBILITY
Encourage and organise action towards a successful merger
This services group, resulting from the merger of three companies, began a far-reaching reorganisation based on a general principle of decentralisation of its business. The new organisation required substantial geographical and functional mobility within the group. BPI took part in preparing and co-ordinating the arrangements.
EXTERNAL MOBILITY
Organising Employees' Professional Repositioning
Following the transfer of one of its activities to a subsidiary, this group had to organise redeployment of almost 200 employees. Side by side with a new division of the company, all of BPI's French offices were mobilised to set up this vast social project.
MOBILITY
Recovering the Company while Keeping on Those Who Helped it Grow
A distribution company recorded significant losses and was forced to cut jobs. Develop social support, communicate to minimise the "shock", organise mobility, and help with redeployment: BPI worked side by side with employees from the first stages until the implementation of solutions.
LOCAL ECONOMIC DEVELOPMENT
A Corporate Foundation Serving Local Development
Companies know that they must be able to combine the goal of increased profitability with the no less important objective of social corporate responsibility and a commitment to employees and the environment. Even though industrial globalisation processes are often inevitable, they must be managed in an ethical, responsible, and efficient manner with respect to employees as well as the affected geographical area.
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