Under the leadership of Aranxta Balson, Chief Talent & Culture Officer, we have begun a profound cultural transformation to find new management and collaborative methods. It is high time to remove barriers and unleash talents, doing away with the traditional balance of power in favour of transversal management. Our talents, through their diversity and capacity to innovate together, are a unique performance lever. It’s up to us to make the most of them!
Freer, more flexible ways of working
We do everything in our power to unleash each employee’s creativity because the innovation culture results from collaboration and it is increasingly important to shake up our habits and create a rupture in the way we think about creation and innovation. Provide a stimulating work environment, teach innovative methods and facilitate agile and collaborative action plans …
OUR INTERNATIONAL HEAD OFFICE
Located close to Paris in Issy les Moulineaux, our new international head office symbolises our transition towards more flexible and collaborative work methods.
To imagine and create unique human experiences, whether for our customers or our employees, we are initiating our staff in the "Design Thinking" technique. This creative process, which puts the human aspect first, was created in the eighties by the inventive mind of the American Rolf Faste and is based on empathy and observations in the field. In other words, forget everything you thought you knew, let go of preconceived ideas and put experiments into practice!
It enables us to see things we didn’t see before. We go further and deeper.
BOOST YOUR POTENTIAL
Aimed at fostering employees with strong potential, this Talent programme embodies our innovation strategy based on collective intelligence. During the programme, six intercultural teams get together to work on themes related to the group’s strategy. From the kick off to their final presentation, they explore new ways of working, exchange views on topics with experts and start-ups, take up the challenges set by the programme sponsors and benefit from the support of experienced advisors who assist them throughout the project.
The programme ends with a series of pitchs made under the kindly eye of a committee, enabling participants to share the solutions put forward and to benefit from the lessons and knowledge acquired during the programme. Transversal management is here to stay at AccorHotels!
Just like start-ups, we are keen to test our new ideas as quickly as possible and we do this in several key locations. The feedback provided by the employees in these "Hotel Labs" helps us to make faster and better progress. The Pullman St Pancras in London, for example, was the first to participate in testing the use of digital tools in our hotels.
It is gratifying for our teams and it also ensures that the final product, destined to be used in all the hotels, is really adapted to customers and the needs of operating staff.
Breaking the codes to reinvent ourselves
In order to highlight our innovative products and services, we must embark upon a radically new internal strategy, breaking away from traditional codes. The creation of a “Disruption & Growth” service as well as the nomination of a “Shadow Comex”, an executive committee of under 35s, are the most obvious signs of our internal revolution.
GETTING THE GENERATIONS TO COMMUNICATE WITH EACH OTHER
Today, 90 % of the new companies threatening the traditional leaders have been created by entrepreneurs under the age of 35. Based on this premise, we have set up a shadow executive committee, the "Shadow Comex" composed of 13 young people between the ages of 26 and 35 from all over the world. While the Group is the process of being transformed, these young talents are invited to express their opinion on each decision made by the executive committee which fully shares information with them.
New technologies at the base
Because we are convinced of the necessity of having a meeting place for people from different professional backgrounds and departments, we give all our talents the means to exchange views, iterate and create together. This is where technologies play a decisive role.
Our internal social network, Yammer, is a real forum 100% dedicated to employees. It provides an opportunity to make oneself known to a group and to identify new colleagues in order to interact and collaborate online, to "like" or react to news, or participate in a group discussion in one of the communities. Accessible from any mobile, it is a place where our talents from all over the world can share experiences, ideas or best practices.
+ 41,000 active members
+3,000 groups created
70% are in our hotels
30% connect via mobile phones
On "Open Ideas", our internal platform for collaborative innovation, each talent can put forward ideas, individually or as a team, vote for the ones they like, make comments on ideas already posted and exchange freely with peers everywhere in the world. It gives the opportunity to participate in international challenges and reflections, on real business issues… no matter which department you work in.
A catalyst for innovation, the platform not only contributes to the exploration of all possibilities – known as the conceptualisation phase – but also to the project implementation of the most promising ideas. Obviously the aim is to implement these propositions, as was recently the case with the prototyping of Google Glass for AccorHotels.
One woman employee talking smiling to one man guest
Innovation & Transformation
Our passion for customers has made us a leader in our sector. Today, our Group is transforming from the inside to devise tomorrow's hospitality.
Our under-35s executive committee.
Woman employee knocking on door room hotel smiling holding breakfast tray
We do not talk about ‘Human Resources’ anymore; now it's Talent & Culture!