Our client cases

More than 45 companies, from SME to large companies, use eLamp on a daily basis to manage their operational skills.

train illustration

Eurotunnel

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • Deployment over the entire population.
  • Decrease in time spent managing critical qualifications and skills.
  • Merger of training and qualification management processes.

How to anticipate skills obsolescence and adopting automated certification management in a complex environment?

The Eurotunnel case-Get Link

Bouygues Construction

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • Solution deployed on 10,000 employees in France & UK.
  • +70% of profiles completed with +15 skills/profiles.
construction et aide pour les entreprises
illustration conseil

SPIE ICS

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • 50% time saved on the management of certifications.
  • Technical experts identified in two clicks.
  • More than 40,000 declared skills.

OUI.sncf

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • Library 360 co-constructed from scratch.
  • 100% of employees on board: 900 interns and 300 freelancers/providers.
e-commerce et entreprise

How to map competences and facilitate 360° assessment?

The OUI.sncf case

illustration conseil

La HSC

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • Library co-constructed in 1 month.
  • Integrated solution for all mobility and staffing processes.
  • 100% of employees on board – 30 skills added on average per person.

“Thanks to eLamp, we share and fluidify the knowledge of all the group’s employees. Everyone has free access to the group’s various areas of expertise.”

Diego de Brisoult, Director of Transformation – La HSC

Eiffage Construction

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • Solution integrated into the 360° assessment process set up by HR managers and a specialised firm.
  • Evaluations carried out at the beginning and end of each project.
  • Group HR Director, sponsor of the deployment over 3 years.
chantier de construction et salariés

How to create a skills map to improve the operational performance of a large construction group?

The Eiffage Construction Tertiaire case

pharmacie et médicaments illustration

Innothera

Challenges:

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.

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.
résultats des tests

Results:

  • 100% of managers in sectors embedded in the solution and who use the solution to manage their resources.

“eLamp offers us very interesting perspectives on the management of our resource pool: it is through it that we will be able to reach our strategic goals and, above all, accompany our employees more serenely in the evolution of our business lines”.

Marc Joly, Group Training Manager.

Bartle Consulting

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • 100% of the profiles filled in with more than 30 skills on average.
  • 100% of decisions made in staffing committees based on eLamp.
  • 100% of employees committed and satisfied.
illustration ESN

“We have streamlined and implemented a true resource management strategy to serve the business.”

Max-Hervé Dujardin, CEO of Bartle Consulting.

administration bâtiments illustration

French Ministery of Solidarity and Health

Challenges:

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

Needs:

  • 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.
résultats des tests

Results:

  • Creation of a dynamic skills library: professional and extra-professional skills.
  • Management by employees of their “competence passport” and matching with trades and positions.

“eLamp for Social Ministries is a dynamic way of enlightening employees and HR actors on the skills held and expected, through a digitised approach upstream of all HR processes…”.

Claire OROSCO, HRIS Mission Project Director – Social Ministries

Enedis

Challenges:

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

Needs:

  • 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.
résultats des tests

Results:

  • Creation of a dynamic skills library
  • Deployment throughout France (27 sites)
  • Daily exchanges between business experts via web and mobile applications
entreprise bâtiment et tour

“eLamp at Enedis is a solution to better understand each person’s skills, facilitate the search for expertise and develop inter-professional collaboration.”

Christophe Dupuy, Enedis BtoB Client Expert Manager

illustration ESN

Altera Group

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • 100% of project expertise searches carried out on eLamp.
  • Solution integrated into the evaluation and training process.

“Moving from the knowledge economy to the skills economy is the key turning point that the Altera Group has decided to take in order to open up a sustainable future for itself.”

Grégory Thibessard, Managing Director, Altera Group

Ville de Paris

Challenges:

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

Needs:

  • 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.
résultats des tests

Results:

  • 90% reduction in the time spent on maintenance hours dedicated to reconversion, while improving their quality.
administration bâtiments illustration
banque bâtiments illustration

Crédit Mutuel Alliance Fédérale

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • Tool deployed on 3 Business Sectors
  • An evolving library handled by 20 trained and autonomous “Skills Masters”.

SNCF

Challenges:

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

Gradual enrichment of the skills database overtime.

Needs:

  • 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.
résultats des tests

Results:

  • 100% of the integrated Group’s competency frameworks.
  • 30 vertical skills and professions managed and harmonised on the tool.
train illustration
terega

Teréga

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • 90% of users satisfied with the use of the platform.
  • 93% of employees have positioned themselves on competencies and have self-assessed themselves.

Orano

Challenges:

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.

Needs:

  • 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.
résultats des tests

Results:

  • 100% of HR onboard.
  • 50% time saved on the recognition of prior learning and competencies.
  • Criticality analysis of trades.
usine

Manage your skills easily.