A large group, an active HR policy:

Operating in a wide variety of professions, working on behalf of its clients for service outsourcing operations, the ONET Group currently manages over 20 different national work agreements.

In terms of flexibility and time management, the frequent use of 'part-timers', clocked hours, annualised hours, and agreements reached between labour and management regarding the implementation of the 35-hour week, show the care we always take to innovate and anticipate in terms of new work organisation. To be close to social dialogue, the social representatives (Works councils, staff representatives, union representatives, health, safety and working conditions committees…) are present in our agencies, in direct, privileged contact with the head of the agency – a real 'boss' of an SME.

The ONET Group has set up, in conjunction with its professional branches, and Employment Development Charter, the results of which have been positive:

• recruitment of apprentices and qualification contracts
• recruitment of disabled workers. (Partnership underway with the AGEFIPH, an organisation for the insertion of disabled people).         
• integration of unemployed people in difficulty

Recruitment and integration tools have been developed in conjunction with the FARE (Action Fund for Reinsertion and Employment) for Cleaning Services (OASIS: Aid Tool for Selection, Integration and Follow-up of new employees).

Internships: these are often a passport for employment.

Profile of trainees required: Engineers, Business School Graduates, Post-Graduates (Services Marketing, Management, Human Resources Management, B-Tech in Sales, SME management assistance, construction…)

Skills training and predictive management 

In 1971, the ONET Group set up the FORMATION SERVICES structure to:

• coordinate the training policy of the Group whose aim is to give its staff the skills required today and those the professions and services will need in the future.         
• lead training engineering,
• manage skills development initiatives throughout the Divisions and professions using internal and external trainers.

The 'Promotion and Advancement Path' was set up some twenty years ago to allow supervisors access to executive positions via a one- to three- year training course.

Since 1996 the basis of an ' Institute of Executive Development' has been in place: it is a tool for federating the internal culture and management advancement. A 'Managing a Centre of Responsibility' cycle was created with IFG (N°1 in professional Executive and management Training in France). It concerns executives with potential or those moving up.                                           

Since 2000, ONET has developed individual skills management thanks to the implementation of skills benchmarking and the updating of 'standard jobs', taking into account possible career progression. These tools also make it easier to integrate new employees because they allow the integration/training course to be defined according to the job done.

Staff appraisal and internal mobility.

The Periodic Individual Interview (PII) carried out every year by management with its colleagues means we can:

• appreciate performances
• anticipate career developments
• set up training projects
• favour internal mobility.

In parallel, the implementation of predictive employment management means we can fill 40% of positions within the Group through internal mobility.

With an average of 12 years' service for executives, 11 years for supervisors, 6 for white-collar workers, 7.5 for workers and a very low level of redundancies (0.1% per year), the ONET Group has shown its ability to anticipate employment developments and manage internal mobility.