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Coaching international management teams Coaching international management teams

Improving the business performance of Business Units and companies
by updating the reference frame and consolidating practices for
the S&OP process (Sales and Operation Planning)... more


Retaining, developing, mobilizing and engaging talent Retaining, developing, mobilizing and engaging talent

Developing the managerial skills of high-potential young executives
in a company undergoing extensive change.
Creating a common culture and creating the resources needed for
a successful post-merger process... more


Using a crisis to build a stronger future Using a crisis to build a stronger future

Addressing a serious threat inside the executive committee enables
directors to align functioning to strategy, support operational managers
and teams to achieve ambitious growth objectives in this subsidiary
of a large banking group... more



Managing talent and aiming for performance

According to a study conducted by The Economist, 50% of CEOs questioned predicted a slow-down in their financial results in the years ahead, owing to a lack of talent. To us this comes as no surprise, as we have always felt that there is a direct link between the mandatory need to develop talent and good corporate results. This is neither a luxury nor a gimmick designed to amuse managers...  more Managing talent and aiming for performance


WHAT ELSE


Missions

BPI and the Automotive Industry

- People and Territories

- Closing a site with consideration for people and the region


BPI and Banking

- Business creation: BPI providing sustainable support for projects

- Empowerment-based organizations of labor

- Relaying savvy

- Global reorganization

- Weathering the financial crisis

- Restructuring in Brazil


BPI and the public sector

- For the renewal of its HR Information System, this County Council asked BPI for a helping hand

- Global quality and training in leadership

- BBI in Bulgaria


BPI and the pharmaceutical sector

- New careers for 4,000 medical visitors

- Long-term support


BPI worldwide

- Recruitments

- Career management and restructuring

- "OPQ by SHL for BPI"

- Change of organization and outplacement

- Management and corporate performance

- Coaching and corporate project

- BPI Italia supporting French companies in Italy


Events

- Diversity: the age of indicators. How far have companies come in assessing the effectiveness of their diversity policies?

- Round Table in partnership with Cofindustria Latina. Questions of management? Managers in question? Leader, technician or administrator?

- Drei Länder Initiative (cont.)

- Managers assessed by their employees... France different from the rest

- Professional fine-tuning for managers

- Great Minds come together...

- Trade Union Representativity/Common Position, re-codification: what are the impacts for HR management?

- Vocational training as a career catalyst. How do employees see it? 14th "Observatoire du Travail"

- Go for assessment to attract, retain and develop your present and future talent


Publications

- The development of managerial skills

- Managers in question? Questions of management?

- Over 25 years of shared history. The pharmaceutical industry and BPI

- "Tempos de grandes mudanças - reestruturando vidas e empresas" Gilberto Guimaraes (Editora Senac Sao Paulo)



Edito
Managing change...

The EAPM (European Association for Personnel Management) recently questioned managers from 27 European countries about what they felt would be the major HR issues between 2010 and 2015. Five lead items topped the list: skills in attracting, managing and retaining high potential employees in a now world-scale job market; managing the effects of an ageing workforce; developing a finer balance between private and professional life; delivering tools and methodologies to managers to optimize their handling of change and cultural transformations; and investing in training and the development of skills to cope with an increasingly complex and faster-moving global economy.

We firmly believe that only a company with efficient and effective management can claim to successfully meet these challenges. We know, and this is something we experience every day while working with you, that a company must be able to:

  • Lean on management to successfully steer these policies. Work organization characterized by a high degree of decentralization and mobility gives even greater importance to the link between employee and immediate superior. The former tends to be more demanding of his manager, who needs to be given all the right management resources and tools;


  • Roll out these policies in an international environment. The question now is to take the lines and leads defined centrally and implement them everywhere in the same even, uniform and fair way. Every employee must be treated alike, regardless of his or her place of deployment;


  • Combine the implementation of major change projects with the ability to act as quickly and as closely to each individual as possible.


  • When you request our assistance on questions of management, these are the three objectives we help you to achieve. Now that complexity, change and uncertainty are the new game rules, they are the three playing fields - close to people and to their potential - on which the managerial challenges of the future will be taken on and won.

    Thierry Lemasle
    Deputy General Manager
    BPI
    N°4 - JULY 2008   © 2008 BPI Group. All rights reserved www.bpi-group.com