The future value of the group is in the hands of the management and their people in each of the subsidiaries.
No director, manager or supervisor is alone in Thermador Groupe. Each can exchange with his or her peers within inter-subsidiary workgroups. This is particularly true in the area of human resources, and the sharing of good practices seems to us a very effective method to help everyone grow and ensure overall cohesion.
Sharing good practices in the human resources field.
However, there is no group HR. Within each of the group’s companies, each subsidiary CEO and each local manager must assume full responsibility for their teams.
It all starts with recruitment, a complex art that we approach with humility and simplicity. Our conclusion is that collegial decisions seem the most reliable.
The induction of new people within the subsidiaries requires structured training and time. We think that it takes a new employee one year to acquire minimum independence and efﬁciency. This explains why it is impossible to suddenly adjust staff structure to changes in the marketplace. We need to anticipate and act with conﬁdence.
Throughout people’s careers, we try to allow everybody to develop their talents according to their own merits and capabilities. We cultivate virtues of exemplarity, transparency, respect and a fair share of proﬁts from our work.
The choice of proximity with our employees.
Our management teams are clearly responsible for the quality of the labour relations in our companies, and we promote care, conviviality, simplicity and serenity. To this end, our minimalist organisational structure, limited to four hierarchical levels, promotes proximity between managers and all employees of the group.
‘Communication from management was very fluid throughout the period, because of a tight organisation chart and natural proximity between managers and subordinates. The crisis was well managed, the whole team was committed to customer satisfaction and constantly reacting to keep up with demand.’ *
Very short reporting chains.
However, this proximity is no longer sufﬁcient to gather all ideas, comments, suggestions and sources of discontent from the men and women who work in each of our subsidiaries. It is for this reason that in 2017 we decided to send them a questionnaire entitled ‘Employee survey on the quality of life at work’. They obviously bought into this new form of expression, given that the response rate was 94%!
This ‘barometer of the quality of life at work’ survey will concern all employees in 2021, including those of recently-acquired subsidiaries: Ets Edouard Rousseau, Distrilabo and Thermacome.
We think this helps us to gather behind us staff who are committed, conﬁdent, efﬁcient and generally loyal.
When a departure seems inevitable, we attempt to be as fair as possible.
Focus on exemplary behaviour and transparency.
All this allows us to be very demanding at every level of the company, and indeed requires us to be so for the beneﬁt of the group.
With the acquisition of 9 companies and one business since 2015, we now face the challenge of opening up to other corporate cultures whilst progressively disseminating our key values. Those values must continue over time and represent the cornerstone of our group.
* Testimonial of Jacques Schiele (Head of the motorised valve assembly workshop at Sectoriel) made following the COVID-19 crisis (see letter to shareholders n°100 available on our website).