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| Our journey to “Trust and Achievement” |
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Once again we are pleased to announce that our Group’s Scope participation rate was over 80%. More than 40% of the participants have filled in verbatim comments showing a real interest to give their employee perception on their
work environment and to make suggestions on what could be improved.
Overall the results have stabilized and some of the important indicators that we follow, such as employee engagement have started on an upward trend. To go beyond the engagement questions, we have initiated a new Trust &
Achievement Index this year. This encompasses elements related not only to engagement but to collaborative work styles, corporate responsibility and inclusion in the company.
2012: Back to a positive trend
Our results also show that there is still a need to clarify up to what point we are really customer centric at AXA. There also seems to be a need to identify the levers for collaborative changes to bring about the sharing of best practices around the world.
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In a nutshell, the verbatim comments expressed a greater sense of optimism than in 2011, particularly on key dimensions such as leadership, attitudes & values, and development.
We have turned the corner this year; that being said, we still have work to do to build up our culture of Trust and Achievement. Getting there will mean that our actions are aligned with our values.
Transforming our culture is work in progress
that will require continued focus
The second annual Trust and Achievement seminar took place in Paris at the end of February: participants from 45 entities all across the world spent a whole day debating on their maturity level regarding Trust & Achievement, they also shared best practices as well as significant challenges.
This was a good opportunity to allow the Trust and Achievement initiative owners to network and to evaluate the progress they have made since the launch of their action plans. Participants discussed last year’s Scope results, and were given the possibility getting testimonials from other entities including one from an external coach who led a session dedicated to Scope results with GMS top management, it was a very interactive session. One approach was to identify blockers in terms of symbols, behaviors and systems, so as to heighten awareness.
The day ended by a Q&A session with Henri de Castries who was very spontaneous: a way to express his “trust” to the participants!
Indeed, respect and attentive listening were in practice. Henri de Castries concluded the day by reading the meaningful Confucius sentence: “The one who moves a mountain begins by carrying away small stones.” Food for thought…and action! ☺
Should you need further information, please feel free to contact Laurent XARDEL (laurent.xardel@axa.com)
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| Performance Management |
As part of our drive to build a Trust & Achievement culture we have simplified AXA’s Leadership Framework in order to create a common language around professional development at AXA. The simplified Leadership Framework is a tool for all employees to help guide us through the key moments of our professional development (recruitment, development, promotion and appraisal). At the same time the simplified Leadership Framework has been built into the recently revised Performance Management (appraisal) tool in People In, helping us, as requested by many AXA entities, to make the process more user friendly.
There are a number of key elements to the Performance Management process:
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Objectives setting: Employee agree with his/her manager on a limited number of key objectives for the year (the tasks they need to completed) and the level of leadership competencies they are expected to exhibit in achieving those tasks. |
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Performance Review: Every employee has an annual performance review/assessment and discussion with their manager. Feedback should be ongoing and not limited to the annual review; good practice would include a mid-year review. |
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Assessment/ Rating: Assessments for all employees should be made using a 5 point rating scale. Performance should be assessed against the WHAT (the tasks achieved) as well as HOW tasks are achieved (the individual’s leadership competencies using the AXA Leadership Framework). |
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Personal Development Plan: An opportunity to determine what additional experience, training or coaching is required to enable the employee to continue to develop. |
For further information on Performance Management, please feel free to get in touch with your local People in’ contact
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| The Centre of Expertise in International Mobility (CEMI) |
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The Centre of Expertise in International Mobility ‘CEMI’ was created in April 2012. Isaure DE CALONNE heads the team of 11 experts that are based at AXA France, in Nanterre Prefecture (France).
CEMI handles around 600 contracts a year this represents 80% of AXA being on international assignments in the Group.
The CEMI works in partnership with Human Resources Directors for all mobility matters in the French Entities.
A service level agreement between the CEMI and the Entities formalizes a defined clear scope of activity, roles & responsibilities and procedures to follow.
In addition to advising Entities on International Mobility matters, the CEMI provides support to mobility talents throughout their assignments. Its role is to ensure alignment of International Mobility practices throughout the entities. |
The main responsibilities of CEMI France are:
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To help Human Resources Directors to define the remuneration of assignees |
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To advise and support Clients in the application of International Mobility policies |
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To counsel assignees on practical, technical and social matters during the life cycle of their assignment (from the departure to their return to their home entity) |
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To select & manage relations with preferred suppliers to insure the highest quality of service to our assignees during their international assignment. |
More precisely, the CEMI assist different kinds of employee populations:
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Expatriates (employees sent to an AXA entity from another French Client based entity) |
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Impatriates (employees coming from an AXA entity to work for a French Client based entity) |
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Local + Contracts (employees with local contract, whose benefits require specific management throughout their contract) |
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International Transfers (employees relocating to a different country under local terms who may benefit from some assistance only at time of transfer: removal for instance) |
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VIE (International Interns, Trainees sent to work abroad for a duration of 6 to 24 months with a Ubifrance contract. This only applies to French and European Citizens) |
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TCN (Third Country Nationals, employees on international mobility managed/coordinated from France but without a contractual link with France (eg. UK to Japan transfer). |
French Entities using the services of CEMI:
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AXA Investment Managers, AXA Private Equity, AXA Real Estate, AXA France, AXA Banque, AXA Technology Services, AXA Corporate Solutions, AXA Group Solutions, AXA Assistance, AXA Global P&C, AXA Liabilities Managers, AXA Global Direct, AXA Global Distributors and AXA Global Life |
If you have any questions, please feel free to contact Isaure DE CALONNE (isaure.decalonne@axa.com)
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| Picture stories |
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Picture stories provided by members of the HR family: AXA Assicurazioni & its cultural change; Towards a Blue culture: Rome wasn’t built in a day. AXA Group Solutions offered its employees a chance to show their creativity by taking photos. |
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Read more |
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| New Appointments |
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Meet Christophe BERTELOOT, Stefano MANCINI, Claus VORMANN, Charles SHEN who share their vision on their new roles, and take a peek into what they like to do in their spare time! |
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| Are you new to the HR family? Tell us something about yourself! Send your answers to the 3 questions to HR.NetworkWebsite@axa.com! |
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Read more |
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| copyright AXA 2013 |
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