Our client cases

To dynamically manage all employee skills and authorisations, subject to the rules for obtaining and renewing internal skills.

Connecting to the ecosystem of IT tools in place: training and planning.

• Application for managers and supervisors to manage and monitor employee skills.
• Automatic updating of employees’ skills according to the training courses taken and the tasks planned.
• Sending training requests pushed by managers to the training management tool.

To create a skills map to precisely locate resources in the company, and to use this map to staff worksites, optimise internal mobility and improve the group’s operational performance.

• Establish the group’s skills library: skills common to all entities as well as skills and assessment parameters specific to certain trades.
• To enable employees to easily and as fully as possible complete their 360° profile.
• To have a detailed analysis of the mobilisation of the resource landscape through an adapted data visualization.

Manage all the skills and certifications of the employees of SPIE ICS and its subsidiaries.

Facilitate the search for expertise, mobility between projects and the mutual support of employees.

Empowering employees in their career paths.

• Dynamic management of employee skills and certification databases.
• Self-declaration of skills by employees.
• Management and steering of qualifications and competences.
• Promote mobility between projects and give employees a sense of responsibility in their career paths.
• Promote the search for expertise and mutual aid between employees.

Generate and structure the company’s skills library from scratch.

Mapping resources, energising and giving more value to annual interviews thanks to qualitative data and enriched by regular 360° assessment campaigns.

• To build the library in an iterative and collaborative way between business experts and HR managers, at 360 (Techniques / Soft-Skills / Know-How / Management…).
• To give managers visibility on the skills of their teams and to facilitate project mode operation by making resource sharing more fluid.
• Bring on board internal staff and freelancers for a complete mapping of teams.

Mapping the company’s skills in order to precisely locate resources on several axes: know-how, interpersonal skills, technical skills, certifications.

Facilitate horizontal and cross-channel mobility by harmonising trades and positions.

• Establish a complete and 360° skills library: take over existing reference system, add technical expertise, know-how, certifications…
• Intégrer le référentiel d’entreprise existant au référentiel des compétences en harmonisant les définitions entre chaque entité du groupe.
• Enable employees to complete their profiles easily and as fully as possible.
• Offer employees the opportunity to position themselves in business lines and to identify the skills to be acquired or improved.

Create a skills map to precisely locate resources in the company, and use this map to improve the mobility and operational performance of the group.

• To enable employees to easily and as fully as possible complete their skills profile from the universes of skills and professions.
• Manage the provisional staffing of resources according to the skills to be mobilised on worksites and the availability of resources.
• To have a detailed analysis of the mobilisation of the resource landscape through an adapted data visualization.

To dynamically manage all the skills and abilities of employees, subject to the rules for obtaining and renewing internal skills.

Manage the training paths of employees in order to optimise internal needs.

• Integrate and enrich the skills reference system and resource mapping established by a service provider.
• To have dashboards for monitoring and managing resources and their skills for each manager within their respective perimeters.
• Easily compare for each employee the expectations of the position and their current profile in order to deduce the areas of development and the associated action plans.

Facilitate the identification of consultants’ expertise within a fast-growing consulting SME in order to increase reactivity on calls for projects and maintain a horizontal work organisation.

• To identify the skill set of consultants, internal and external, and their project and client history.
• To serve as a resource base for managers.
• To identify key skills and expertise in deficit.

Integrate skills management into HR and business processes in the 5 Ministries and master the match between required and available skills.

• Identify the set of skills that can be useful: professional and extra-professional.
• Create a dynamic and sustainable structure of reference frameworks, based on the field.
• Make staff responsible for managing and using their skills passport.
• Disconnect the statutory principles, evaluation and definition of professions from the self-declaration of skills.

To build a library of skills in order to be able to collaborate between trades, identify experts and exchange instantly.

• To generate and structure the company’s skills library from scratch.
• To enable employees to complete their profiles easily and as fully as possible.
• To facilitate the identification of expertise within the group’s 5 business divisions.
• Boost exchanges and collaboration between business lines by creating links between employees who are physically distant from each other.

To encourage consultants to self-declare their skills in order to have a mapping of the group’s skills.

To make the consultants actors on their career paths and to encourage them to improve their skills.

To set up a 360 assessment between peers and facilitate the search for expertise.

• To set up self-assessment for consultants.
• To have a mapping of acquired and expected competences in order to promote the development of skills.
• Set up 360 assessment processes.
• Facilitate the search for expertise.

Accelerate the process of internal mobility associated with the retraining of administrative staff suffering from physical or psychological inaptitude for work.

• Embedding the existing trade repository on the skills repository.
• To enable agents to complete their profile easily and as fully as possible.
• Manage the link between trade-specific skills and cross-cutting skills.

Aggregating, structuring and harmonising a library of skills, jobs and training based on the multitude of documentary sources existing in the company: mini-CVs from the internal social network, job descriptions, job offers, educational information sheets, etc.

• Aggregation of structured and unstructured data in order to generate a complete and shared library
• Linking and ensuring the consistency of all the resources linked to the company’s skills: employees, professions, jobs, training, etc.
• Definition of a library that can be used at different levels of granularity: Macro skills for job definitions and mini-CVs, Micro skills for self-evaluation and educational sheets.

Constitution of a dynamic and learning repository of competences, based on an existing documentary base.

Gradual enrichment of the skills database overtime.

• Aggregate and structure the existing documentary base of skills and trades.
• Build a dynamic skills repository, easily augmented and shared between multiple directions.
• Intelligent suggestion of skills to enrich the profiles of technical agents on the fly.

eLamp is part of a global skills management project called Teréga Pass.

The challenges are to make each employee an actor in his or her career path, to enable managers to have dashboards on the skills of their teams and to be able to identify critical skills.

• To make the employee an actor of his career path: self-declaration of his skills and positioning on the company’s business lines.
• To enable managers to get to know their teams perfectly.
• To be able to identify critical skills and set up training plans.
• Manage certifications in an agile manner.

Digitisation of the criticality analysis, associated action plans and 5-year projections: year 2020, based on the Strategic Action Plan.

Digitisation of employee skills data, collected during professional development interviews, based on the BUs’ Workforce Planning, the results of appraisal campaigns and people reviews: year 2021.

• To make an annual digitised assessment of the criticality of the ORANO group’s business lines in relation to the business in progress over the year N and N+1 and in comparison with year N-1.
• Alert business and local referents once all the indicators have been completed and consolidate them.
• Define action plans specific to each situation and communicate them to those responsible for their implementation.
• To be able to project on the tool its needs for the next 5 years and to associate action plans with it.