Collaboration, participation and satisfaction
At RCI Bank and Services, we have opted for a collaborative, inclusive and open working environment. Within our high-performance, international and human-scale group, we strive to promote the development of our employees on a daily basis and their involvement in the group’s strategy.
Full immersion in our world…
Employee commitment: driving customer satisfaction
The development of our employees enriches the customer experience…
On the strength of this conviction, RCI Bank and Services is committed to valuing its teams. Our approach is based on appreciation for the work accomplished by our employees and supports the development of their well-being and involvement. This is reflected in global strategic decisions, local initiatives, and regular feedback on our employees’ mindsets and aspirations.
On a practical level, many of our teams now benefit from remote working arrangements and flexible working hours, our premises are modern and favor a cross-functional approach, and management is trained to increase our teams’ accountability and development. At the same time, the establishment of intrapreneurship acculturation programs, such as SPARK, motivates and builds up employees while encouraging them to adopt a customer mindset to develop new packages.
But that’s not all! To provide attractive career prospects and develop its talent, RCI Bank and Services promotes mobility between the different business lines within a single country and between several countries. Our employees are thus able to evolve and travel within a single group.
Today, our local initiatives are recognized and have earned Great Place to Work® certification for three of our subsidiaries. RCI Bank and Services hopes to attract new talent, foster employee loyalty and maintain their motivation to ensure they offer our customers a unique experience every day.
RCI Bank and Services recognized by Great Place to Work®!
Managing the new generations: a matter of commitment
Get ready to do things differently! Generations Y and Z are entering the job market, revolutionizing HR practices and overturning conventional communication methods… Demanding and critical in respect of businesses’ capacity to embrace CSR approaches, these generations are more involved than their predecessors. So, what projects should we prioritize to win them over?
Born in an information-saturated environment, generations Y and Z prefer a management style based on co-construction. The figures speak for themselves: in 2016, one in two young people stated that they felt more involved in their company when management was more democratic (Source: CSA pour JLL, 2016).
To address this challenge, management’s practices are becoming more horizontal. For example, Reverse Mentoring follows this logic by letting the youngest employees share their knowledge through direct discussions that improve everyone’s skills. However, taking this knowledge into account is not the only method available to businesses to attract new generations. Young workers are also looking for businesses that understand them and live at their pace. Whether these businesses have set up remote working or recruitment via social networks, such initiatives reveal a certain open-mindedness in their eyes and show the company’s determination to adapt to their expectations.
Lastly, the company’s corporate purpose brings meaning to its actions and defines its positioning in its environment: to each an identity, challenges and commitments. If all three are consistent, everyone can understand the momentum driving the business and become a stakeholder. How can you allow everyone to find their own way and understand the company’s purpose in a greater whole? This question will be key in the next few years.