T A B L E O F I N D I C A T O R S
F O C U S 2
IN 2020
Recruitment methods
strengthened and adapted in
the face of the Covid-19 crisis The recruitment team was expanded
in 2020 and its work was made easier with
the introduction of talent management
software to handle the recruitment process
from start to finish. Despite the pandemic,
recruitment did not stop. Société du Grand
Paris responded by adapting its recruitment
and on-boarding processes to operate
remotely: interviews by videoconference,
electronic documents and signatures,
remote on-boarding. Social networks,
such as LinkedIn or Instagram, provided
new channels for reaching future candidates.
Every Thursday, a job opportunity or video
about the company’s jobs was posted – using
hashtag #Jeudirecrutement – to further
promote the employer brand.
An improved on-boarding
programme, even during
the pandemic For the 2020 school year, the on-boarding
programme was improved to make it more
fluid, ensure better follow-up and create a
team spirit. Two full days are now given over
to on-boarding. The programme provides all
new employees (whether on permanent,
fixed-term, temporary, internship or co-op
contracts) with a friendly environment in
which to learn about and familiarise
themselves from the outset with Société du
Grand Paris’s processes, its objectives, how it
operates and the Grand Paris Express project.
In addition to a presentation on the corporate
strategy, the awareness-raising workshops
are now offered on fixed dates and are open
to all employees, enabling those who joined
before the workshops were set up to attend.
They are given a welcome pack containing
the new employee handbook, all practical
and legal documentation they need, and their
own water bottle and cup so they do not have
to use plastic bottles and disposable cups.
Due to the pandemic, tours of the Fabrique
du Métro and worksites were changed
to comply with public health regulations.
ACTION 3 Ensure employees are hired and appropriately
on-boarded within the company
The increase in headcount that began in 2019 will continue in
the coming years to handle the ramp-up of worksites across all
the Grand Paris Express lines. The wide variety of jobs created
reflects the vast palette of skills required for the project. From
support functions to project implementation (lines, systems,
land, etc.), and from procurement to risk management and
contract performance, Société du Grand Paris grew across
the board. Scaling up has enabled Société du Grand Paris to
industrialise its processes and better coordinate all the different
phases of the project as programme manager.
Integrating new employees is a key challenge given the rapid
increase in headcount. Since 2019, all new employees have attended
a welcome session with a member of the Management Committee
and the Human Resources Division during which they learn about
the company’s structure. They also attend mandatory training
sessions on a range of issues: public procurement contracts, ethics,
payment processes, worksite safety, information security, and more.
The on-boarding process also includes a visit to the Fabrique du
Métro – a great opportunity to share the company’s vision with new
employees – and a visit to a Grand Paris Express worksite. All new
arrivals also receive a new employee handbook. A mentoring scheme
has also been introduced, with employees who have been with the
company for at least four months and work in a different division
serving as mentors.
KEY DOCUMENTS GIVEN TO NEW EMPLOYEES ON ARRIVAL
– Company Rules and Regulations, which define the rules on health, safety and discipline;
– Code of Conduct (values and practices to be followed);
– IT Charter (framework for the use of information and communication technologies available to employees);
– Company agreement on working time and its rider (to organise their working time and manage their leave);
– Guides, guarantees and information notices relating to the company’s extensive employee insurance coverage;
– Annex on the General Data Protection Regulation.
RISKS AND CHALLENGES
2020 ACTIVITY
CSR APPROACH
Actions
IDENTITY
