The end-of-year interviews were a challenge for most of the Group's talent. 700 employees and managers were therefore coached over four months to make the year-end interview a tool for commitment.
Group managers and employees
Kering is a global luxury group that brings together and develops a group of iconic fashion, leather goods, jewellery and watchmaking companies. Today, it has nearly 40,000 employees worldwide.
In the context of a global reflection on their leadership and management frameworks, Kering's teams wanted to renew the approach to individual end-of-year interviews. Both in terms of the meaning to be given to these interviews and the processes and tools to conduct them effectively.
As these end-of-year interviews are experienced as particularly "challenging" by some employees and managers, it was necessary to reinject meaning and a positive dynamicinto them.
Make the year-end interviews an opportunity to realign the participants in the programme (Top 30 managers and their staff) around the "Why, How and What".
To make managers and employees aware of the importance and value of these interviews and to draw maximum benefit from them: to strengthen commitment, to develop talent, to boost individual and collective performance, etc.
As the professional coaching company chosen to carry out this support, we were assessed on our ability to :
Giving real meaning to these annual interviews
Strengthen the commitment of managers and employees at all stages of the process: preparation of the interview, meeting and follow-up.
To help managers and employees build a real contract of trust around objectives to be achieved during the year.
To work on the postures and use the tools necessary to reinforce the effectiveness of the end-of-year interviews.
700 managers in 16 countries supported by a team of 15 coaches
Accompaniment over 4 months :
A half-day kick-off to bring participants together around an inspiring event. Giving meaning to the programme.
Personal preparation before the workshops: assessing one's own competencies regarding the ability to conduct a successful annual interview. From the point of view of the manager and the employee.
1 day of workshops in coaching mode to share best practices and tools to make year-end interviews moments that generate commitment and performance.
Anchoring: possibility to exchange with coaches and peers on the learning achieved.
Managers around the world aligned around year-end interview practices
Managers trained in the methods and key success factors for preparing and conducting rich interviews: Setting quality objectives, Encouraging and motivating employees, Giving constructive feedback, etc.
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