HR Perspectives: Evolution and Innovation #6

At Lincoln, we're passionate about the evolution of the HR profession and the innovations hat are transforming this crucial role within companies. As part of our series of articles, we explore these transformations with Véronique de WATRIGANT, Head of HR Practice at Lincoln. Each article features a cross-conversation with a leading HR director, offering a cross-perspective thanks to Veronique's expertise.

For this sixth article, we explore the vision and evolution of the HR role with Julie Lannois, an experienced voice as she heads up Human Resources at Howden France, the French subsidiary of the international Howden Group, a specialist in insurance brokerage. Interviewed by Veronique, they share their perspectives on the structuring of HR functions, the innovative initiatives put in place and the importance of retaining employees in a context of dynamic growth. Together, they discuss current and future HR challenges, as well as best practices for building a strong and inclusive corporate culture.

Veronique: How have you structured the HR function and what innovative initiatives have you put in place since your arrival?

Julie: I arrived just over a year ago in a company that was set up in February 2022 and now has 650 employees. I have structured the HR function around two key areas of talent acquisition: the integration of employees joining us as part of an acquisition and the mass recruitment of talent. One of my first projects was to harmonise the employee experience in order to build a common culture between the legal entities - there were five when I arrived, and now there are around ten. This includes overhauling benefits, remuneration packages and HR policies, with the aim of generating greater fairness and innovation.

We have also introduced common management rituals, to build a consistent managerial culture and attract the best leaders. At the end of 2023, we launched an employee survey to explore their vision of our culture: how they define it, the behaviours that should be encouraged or limited, and their expectations of their managers. Even though we are part of a large group, we cultivate an entrepreneurial spirit in which everyone must contribute and feel responsible for our collective construction.

I encourage local management, where managers meet their teams on a regular basis and ask them questions every year about how we can develop together and, above all, what gives meaning to their day-to-day work. The HR function needs to be a genuine business partner, understanding the challenges of each activity to help managers perform better and support their staff more effectively. By creating regular opportunities to listen and exchange ideas, we strengthen the sense of belonging, trust, genuine dialogue and employee loyalty. In my opinion, it's the foundations of good management that make the difference.

Veronique: As far as building loyalty is concerned, do you manage employees who have been acquired differently?

Julie: No, there's no difference in our approach. It's essential to give everyone who joins us time to get to know us. We need to work together and celebrate our shared successes. Acquisitions enrich our strategy, and employees naturally find their place within the organisation.

Innovation is not the way to retain employees. Experience shows that the more talent is placed in development programmes, the more likely it is to leave. It is crucial to focus on pragmatic, personalised and well-targeted actions. There's no point in overdoing it: you need to focus on what really matters to employees, and they don't all want the same things.

That's why we dedicated two days to integrating new arrivals. No matter where they are based, they come to Paris for this stage. During these two days, they have the opportunity to meet all the members of the management committee, who clearly explain our expectations and our vision. These two days are also an opportunity for them to develop their internal network and for me to ask them directly the question: why did you leave your previous employer? This helps us to better understand their motivations and to constantly adapt our approach to engage them over the long term.

To conclude this enriching exchange with Julie Lannois, it's clear that the role of HR Director has profoundly evolved, adapting to the challenges of a fast-growing structure and the stakes involved in retaining talent. Julie has transformed the HR function into a true strategic partner within Howden France, implementing pragmatic initiatives and fostering a corporate culture centered on “people first” values. and a particular focus on the integration of new employees, Howden succeeds in strengthening the commitment of its teams while cultivating an entrepreneurial spirit. This approach testifies to the growing importance of human resources in building a solid, dynamic organization, ready to meet tomorrow's challenges.

*Coaching management involves supporting employees in their development by listening to them, providing constructive feedback and helping them to set clear objectives.