45 employees of SNCF Board not endure not

Organization, client policy, quality management or human resources management... 45 employees of SNCF Board not endure not. In 2008, they have contributed for example to rethink the policy "after travel" to compensate clients not satisfied. Former employees or external cabinet ex-consultants, this subsidiary of the created SNCF employees in 2007 speakers at the request of different branches of the group. "The diversity of their profiles allows to combine an intimate knowledge of the group to the professionalism of the business of the Board," says Denis Losfelt, President of SNCF.

Since the 1980s, many large groups with structures of internal Council. The crisis could give them a second life. "At a time where firms seek to optimize their purchases, the use of the internal Council can help to achieve strong economies," says Jacques Pansard, consultant and author of the book "the Commission internal." "Be the change in the business" (Dunod). In fact, missions operated by SNCF Board employees are 20 lower than the price of conventional offices. And the figure reaches 30 to 40 in Safran Board of Aeronautics and defence group. In Renault, any request for delivery of Council purchases must now be validated by Renault Consulting: "In a large group such as ours, it is not always easy to have a global vision of the current missions or whether the price paid is fair." "We therefore contribute to measure the benefits need and if we can achieve them", says Michel Gambier, President of Renault Consulting.

"Finer vision."

However, the interest of these structures is not only financial. "Internal Council sometimes provides a finer and more efficient vision", said Jacques Pansard. Especially when the missions relate to the core business of the companies. "Some of our trades require very specific skills found in us." "An external firm can hardly grasp content", says Françoise Descheemaekere, CEO of Safran Council. Employing many experts, the group prefers value and preserve their know-how. "Internal use enables to ensure respect for confidentiality," says Françoise Descheemaekere. Optimize internal expertise allows, moreover, to propose to the employees of the new opportunities. "These structures are a valuable human resource management tool," says Jean-Marc Thirion, President of the Institute of the Council.

In Renault or SNCF, structures together primarily on high-potential executives, recruited after a tough selection. "By intervening on different themes and trades, they acquire a good overall knowledge of the group to then move towards posts", explains Denis Losflet of the SNCF Board, where seconded employees spend on average three to five years. Other incentives may exist. Thus, Thales Mission & Council hosts of seniors and of quadras to redirect them in the second part of career. Even approach the Council internal position. "We allow wishing to change the business officers to acquire new skills, or even to redefine a new professional project", explains François Laborde, President of the post Board internally.

Complementary role

With a few tens of consultants, these structures have limited influence. "The number of missions is necessarily restricted." "They cannot be directly competitive external firms and are rather complementary", temper Jean-Luc Placet, Chairman of the management consultancy Syntec. Because the expertise of external firms remains essential "benchmarking" or on some themes less related to the activity of the company. Thus, Renault Consulting bothering not management control, financial audit and human resources. "We have no value added in those areas where we prefer to take advantage of the expertise of professionals", explains Michel Gambier. What reassure them.