A participatory leadership style

“Employee experience is not an empty concept, it is based on a real management philosophy for us,” Chantal says from the outset. It is important to know that Evol has established an opal operating mode, that is to say participatory: each employee is autonomous and responsible. “People come to me to ask for my opinion in decision-making, it’s fabulous!” shares Martine. A resolutely very democratic way of working, where authority is based on the trust and skills of each person. “My voice counts. I am not a number, I am considered in the company.”

To do this, information flows smoothly and transparently, and no longer resides solely in the hands of management committees, as is often the case in more traditional companies. And with participatory power comes great accountability. In short, the favorable conditions are met so that everyone can assert themselves, develop, get out of their comfort zone, evolve, learn and surpass themselves. Employees naturally acquire new knowledge and skills. In a world where choosing a job is no longer just a question of salary, this way of doing things, which allows for shared leadership and self-realization, is a considerable asset.

These internal practices allow for fulfillment at work. We are far from directive management, which is often a source of demotivation. “We are renewing the relationship with the hierarchy,” explains Chantal. “Everyone participates in growth. We are banking on deploying the full potential of all these unique talents to develop the organization as a whole. We rely on the strength of collective intelligence. Each employee is important.”

The balance between recognition and consideration

For the HR director, there is a clever mix of consideration and recognition to put in place. To start, compensation is decided on a fair basis via a salary structure. "What sets us apart at this level is the transparency we demonstrate," confirms Chantal. As soon as you arrive and at any time during the year, we can explain to you where and why you are positioned at a certain place in the salary scale.

We want compensation to be based on criteria of experience, training, autonomy in the role and interpersonal skills (in particular through adherence to our values and our organizational culture) and not by negotiation. Even today, few companies offer as much transparency and appreciate such criteria.

Rather than offering bonuses and gifts like some private companies do, "recognition involves several key moments: celebrating employment anniversaries, people's successes, teams' achievements, and not just in relation to objectives or meetings already scheduled. There are downtimes that are moments of authentic emotions shared between us. It feels good, and it builds bonds."

The spirit of collaboration and mutual assistance is born from the very first steps. “When I arrived, I was welcomed and paired with a colleague who supported me in my integration. Today, I return the favor.” Chantal adds: “the recruitment process is not based solely on skills. There are several interviews, to discuss the mandate and verify skills of course, but also to ensure a good fit . We have a resolutely inclusive corporate culture, but profiles must be aligned with our values. The candidate meets their future colleagues who have the power to validate compatibility. In fact, they act as the guardians of Evol’s mission. Of course, we ensure that there is no bias, but this demonstrates how important the human and relational sphere is to us.”

Finding meaning in work

Employees no longer want to work for the sake of working: they are looking to make real connections, make a difference and give meaning to their work. They want to feel that they have a concrete impact on society. In Evol’s case, it is to contribute to the economic vitality of inclusive and diverse companies, which themselves intend to generate a sustainable impact. Working for an organization that is committed to social change and commitment to the climate is certainly more motivating than working for a company whose objective is only to enrich wallets.

“I was captivated by the image that Evol projected that was concerned about social, economic and environmental issues,” confides Martine. “That’s the main reason why I chose to apply. And I live it every day: I can really be myself, and I can help change the world!” The organization’s purpose and the values it subscribes to inspire and are a lever for motivation. Not only are employees considered in their own right, but so are customers. What really matters? Valuing employees, recognizing talent, and considering all stakeholders so that the work has real meaning.

Benefits for all

Like most companies, Evol uses internal surveys, but "we have also equipped ourselves with a metric plan that runs continuously in order to take the pulse in real time. We measure well-being, the work environment, the stress level, the sense of belonging, the workload, the possibility of surpassing oneself, the perception of adherence to values, the degree of autonomy, relationships between peers and collaborations, in particular. This allows us to know what is really happening and to correct course without waiting for the big end-of-year reviews."

Knowing that employees are motivated is reassuring! “Our employer recommendation rates and engagement survey participation rates are high,” confirms Chantal. “Their well-being is a guarantee of loyalty for us. In addition, when we know that the labor shortage has not yet reached its peak, we really have everything to bet on now. No need to constantly train new employees. There is something very reassuring for us, and also solid from the outside.” Better staff retention, better reputation, better employer.

Confident and engaged employees also perform better. “The better I feel, the more I will give,” says Martine. “The more I feel like I can make a real difference, the more invested I am in my work. I pay more attention, interest and time to ensure that the work is well done because ultimately, that means I can make a bigger difference.” Which has an impact on service delivery. Better performance, better customer satisfaction rate.

In conclusion, the employee experience is a key piece of the chessboard. Recruiting and retaining employees by implementing all sorts of incentives but continuing to ignore the prospects for employee participation and development is neither useful nor sustainable: the lack of meaning invariably creeps into daily life and leads to disengagement. Devoting real consideration to employees, in order to allow them to be seen and heard, recognized and valued, engaged in meaningful work, in tune with the values and mission of an inspiring organization, bears fruit.