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Mobility in the luxury sector

The question:

How to engage all stakeholders in internal mobility?

The client’s starting point:

  • A world leader in luxury with 20,000 employees
  • Heterogeneous career developments and mobility processes that are considered obscure and difficult to understand by employees despite international mobility being identified as a key element of career paths within the firm
  • Promises of mobility frequently not kept, due to a lack of knowledge of the real opportunities by managers and employees.

Akoya Consulting’s response:

  • The identification of irritants to mobility and career development during a series of workshops between HR, managers and employees
  • The identification of 10 challenges related to career development around 3 main themes: human, cultural, and process and tool challenges
  • A review of mobility to make it fairer and more homogeneous within the group, and the formalization of a concrete action plan

The whole story

Our client, an international luxury group, has 20,000 employees in 7 divisions, who benefit at the corporate level from the services of an international HR development department, particularly on mobility issues. Despite this coordinating entity, it was found that career development practices were not homogeneous within the group.

Mobility processes poorly understood by employees, poor knowledge on the managers’ side of real mobility opportunities, promises often not kept which created a feeling of injustice, “on the job” development devalued compared to international mobility, and an HR function only called in the event of a dispute… The group needed to review all its mobility processes in order to give everyone back their role.

Akoya Consulting first chose to work on the formalization of the group’s vision on mobility through a set of collaborative workshops, defining the key messages to be addressed to each audience. The firm then set about identifying the irritants to mobility within the group, in particular by holding a workshop bringing together the HR function, managers and employees, and using design thinking to bring out good and bad practices and create new ones.

Once the roles of each person in the internal mobility process were clarified, the client and the firm worked together to draw up a concrete action plan validated in group focus and including 7 projects to be developed to reinvent the mobility processes at the client, ranging from the dissemination of dos & don’ts on career development to the digitalisation of the process.