5.2 PEOPLE: improve quality of life
5.2.1 Being an employer of choice by providing a favorable environment for professional development, respecting human rights and encouraging diversity
Human Resources (HR) policies are designed to support the Group’s operating strategy and ongoing transformation. Each policy is applied locally, taking each subsidiary’s size, history, culture, circumstances and regulatory environment into account. The Group HR Department ensures the sharing and application of best practices by relying day-to-day on the network of HR correspondents.
This pragmatic approach is designed to develop a consistent global set of principles that support the Group’s business operations. It also maintains the subsidiaries’ independence, while reinforcing the co-construction approach with the Group.
In line with the risk analysis performed at the Group level, HR initiatives and policies primarily focus on the following issues:
- attraction: implementing talent acquisition programs, reviewing the Edenred employer brand and improving hiring and new employee onboarding processes;
- development: onboarding, training and appraising employees;
- retention: managing careers, implementing an ad hoc recognition program and reviewing compensation policy, mobility policy and the work environment.
Country HR teams are responsible for locally implementing these principles and ensuring compliance with national labor practices and legislation.
22.214.171.124 Priority issue: talent management
The goal of the Attraction focus is to attract talent with the skills – or the ability to acquire the skills – that Edenred needs to continue to grow. The related HR policies are designed to attract talents among young graduates and more experienced professionals alike.
Hiring for the long term
In 2020, Edenred hired a total of 1,463 employees on permanent contracts Group-wide to support its business development. The hiring of new employees is seen as an important process and is managed rigorously. Internal policies are aimed at ensuring compliance with the principles of non-discrimination and diversity so that the recruitment process takes place without any form of discrimination.
2020 was a year that reshuffled the recruitment processes in some countries.
For example, Edenred Brazil invested in resources including an artificial intelligence program to manage the hiring process. UK subsidiaries developed an online recruitment platform and management software to cover a range of tasks from defining needs to setting up interviews.
The experience for candidates was made central to the process: an example is offered by Edenred France, which now runs opinion surveys at the end of the recruitment process.
A special collective approval process has been introduced for in-house promotions and recruiting people outside the organization who are likely to be appointed to a Management Committee. Very close attention is paid to balanced representation of men and women for positions at those levels.
To attract the appropriate profiles and keep unfilled positions at a minimum, a plan to include a recruitment module in the Group’s Human Resources Information System (HRIS) was launched in November 2020. The aim is to equip all of the Group’s host countries with an applicant tracking system (ATS) and enable all employees to access job offers open internally throughout the Group, as well as facilitate the co-opting of people in their networks.
Leveraging the employer brand
One of the ways Edenred works to attract talent is by leveraging the employer brand from the global to the local level. On top of Group-level and local communication initiatives, some subsidiaries work with specialist recruitment agencies, primarily to fill executive positions and job vacancies for which qualified people are hard to find.