Career development

Employees steer their careers.

The goal of talent management in the Vivendi Group is to attract, motivate, and retain the best professional in a given job. Since employees are potential actors in their own careers, the Group positions itself as a partner in their professional development.

Shunning standardized curricula and staying close to employees and their involvement in their work, the Group adapts career tracks to each of them and accompanies their evolution.

Effective accompaniment

To ensure the development of its employees’ careers, the Vivendi Group has created optimum conditions around three essential pillars:

Management is a key element in the professional development of the Group’s employees. That is because managers are responsible for recognizing the value of their employees, their skills, and their results. Theirs is a commitment to participating and actively supporting the professional development of the members of their team. This trust and transparency between manager and employee have an impact on expression, listening, and sharing.

The HR teams provide counseling and information for employees. For example, they:

  • accompany them in drawing up their professional profile to give them better control over the future,
  • orient them toward training,
  • inform them about the Group’s businesses and its mobility possibilities and processes,
  • provide them with tools (CV workshops, interview simulations, etc.)

In parallel, Human Resources supports managers in their role as coaches for their teams.

Employees of the Vivendi Group’s subsidiaries have come up with ideas for direct encounters between managers and employees, such as:

  • at the Canal+ Group, “Speed Meeting” and “EN SAVOIR+” information sessions are offered to employees so that they can learn about the Group and its business units,
  • “Random Sandwich” events at UMG give employees the possibility of learning about the Group’s business units during lunch.

These initiatives create key moments in our employees’ integration into the Group. They provide each participant with knowledge of its economic realities and its businesses.

Or, in more classic fashion, employees can meet with their managers and express their preferences during the annual assessment interview.

The importance of mobility

For employees, changing jobs within their company or moving to one of the Group’s subsidiaries is:

  • an opportunity to enrich their experience,
  • a chance to acquire new skills by taking on other responsibilities and adapting to a different environment,
  • a way of discovering other company cultures and other work methods.

For the Group, mobility sends a strong message about:

  • its attractiveness and its ability to gain the loyalty of its employees,
  • its capacity for skills transfer, cultural interconnection, and knowledge sharing,
  • its ability to renew and anticipate, but also to capitalize on acquired know-how.

Managers have responsibility for promoting mobility. They are supported by the HR teams, who guarantee transparency and fairness and facilitate the process of mobility and career evolution, for example with:

  • “People Reviews,”
  • individual career interviews.

These processes bring together the information necessary for managing internal movements, promotions, and the succession plan.

At Group level, an internal Mobility Charter has existed for more than fifteen years. Such systems also exist in each of the subsidiaries.

Workforce planning

The Group’s companies are attentive to changes in their businesses. The French subsidiaries have signed:

  • forward-looking jobs and skills management (GPEC – Gestion Prévisionnelle des Emplois et des Compétences) agreements,
  • skills development and conversion support plans.

In business line observatories, the Group reflects on the future of its activities and the impacts of technological change on its businesses.

OTHER HEADING

Training