Best In France

FCI « Your Connecting Partner »

GROUP : ES1.C Blume Valerie Chen Jie El Kadi Khaled Karunakaran Kiran Raimon Lois

Under the guidance of : Dr. Michaël Segalla, HEC School of Management

FCI Corporate guidanceMr. Philippe Vivien,Corporate Vice presidentHuman Resources & Communication

FCI – Your connecting Partner

FCI at a Glance

• Leading designer, manufacturer, and supplier of high-quality electrical & electronics interconnect systems for consumer & industrial application.– No 1 in Microconnections sector– No. 3 in Telecom sector– No. 4 in European Electrical sector– No. 4 in Automobile parts sector

Backed by Areva

• FCI is part of AREVA

• Leading high-tech industry group employing 50,000 people

• Operating in 30 countries

• 2002 turnover – 8.3 Billion Euros

The key factors of success for multinational companies are anticipation, responsiveness and adaptability. This can only be achieved by People and their skills. This is the true meaning of Human Resources.

Key figures – Globality of FCI

Americas28%

Europe49%

Asia Pacific23%

Americas33%

Europe47%

Asica Pacific

20%

2002 Sales Split by Region 2002 : 14,0000 employees by region

The Imperative

Think Global Act Local

• The challenges :– Globalization –economic interdependence: cross

border trade, regional cooperation, JVs– Business oriented culture – cost based activities for

affordable / quality services– Customer focused Activities for demand driven

services / effective customer relationships– New international players – scarce human capital– Demand for efficiency and effectiveness in

service delivery– Emphasis on Results (ROM)

– quality & target based

Is the work-place converging ?

• Standards & performance measures converge

• Differences between markets exist– These are the sources of learning– Give chance to adopt best practices across

boundaries

• There exists no ‘formula’ to define the right way !!

Lessons to be learned from the FCI experience

Lesson 1 : Stay close to customers

North America Canada USA

South & Central Brazil Mexico

EuropeGermanyAustriaBelgiumSpainFinlandFranceGreat BritainHungaryIrelandItalyNetherlandsSwedenNorway

Asia China South Korea India Japan Malaysia Singapore Hongkong Taiwan Thailand Vietnam

Oceana Australia

Lesson 2Strategic HR driven approach

Organization

Strategic intent

Commitment to people

Cost focussed

Conscious contribution to the development of FCI

Support FCI’s growth & Strategy with long term Vision

Create a common culture across geographic boundaries

Control costs & strive to promote employment from within

Lesson 3Values, Values, Values

• A shared & responsible vision« Our values are the group’s commitment to our customers, our

employees, our shareholders and all communities in which we play a role, directly or indirectly »

Customer Satisfaction

ProfitabilityResponsibility

Integrity

Excellence

Sincerity

Partnership

Lesson 4 Develop Metrics

73%

62%

60%

60%

Europe

Americas

Asia-Pac

Presidentsbenchmark

Very weak Weak Average Strong Very Strong

Very weak

Weak

Average

Strong

Very StrongCO

NT

RIB

UT

ION

TO

S

TR

AT

EG

Y

LEVEL OF EFFICIENCY

Lesson 4…..and Monitor

93%80%

82%

60%

Europe

Americas

Asia-Pac

Presidentsbenchmark

Very weak Weak Average Strong Very Strong

Very weak

Weak

Average

Strong

Very StrongCO

NT

RIB

UT

ION

TO

S

TR

AT

EG

Y

LEVEL OF EFFICIENCY

Lesson 5Communicate effectively

• Clear and Regular communication• Culturally acceptable

– High context cultures– Low context cultures

• Example :– Discussion of Employee manual

• Required and time consuming in cultures like Japan

• Self-understood, implied in cultures like USA, UK

Communicate

• Challenges with internal communication– Human resources & internal communication

integration– Synergy & shared vision with the

communication function– The type & structure, with specific relevance

to culture/practice

Lesson 6Process driven organization

• Formulate processes

• Standardize action plans– Reduce variance– Develop internal standards– Revise on improvement

• Encourage process teams for development

Lesson 7Listen – Customers & Employees

• Create an internal feedback mechanism

• Being close to customers– Helps to understand him better, if you want to

hear– Employees are great resource for process

improvement

• Build a mechanism to capture and action these inputs

The way forward…‘Adapting to deliver’

Organizational level

• Flatter /horizontal structures – quick decision making

• Flexibility in operations – more power to managers and employees

• Wider concept on market access – culture diversity skills, nationality of companies less significant

• New markets created more part-time jobs, self employment

Changing HRM role

• Strategic Role as business partner - need for innovation and creativity

• HR as Change Manager • Flexibility and Adaptation: Changing profiles /

preferences of customers/ clients (employees) need to be taken into account in our practices –policy development

• Communication channels should be open – given changing technologies / broad information base

New HRM role

• Operational versus Advisory role – New business practices – Decentralization, outsourcing and strategic business

partnerships/ alliances in product / service delivery; reducing costs in the supply value chain

• Need to integrate IT and new technologies in HR practices

• www offers opportunities for creating learning organization environment – research, marketing and sales activities etc

New HRM role

• Focus on effective HRT & D – multi-skilling e.g. line managers with HRM skills while HR managers get business management skills

• Need for broader understanding of environment and be equipped with change adaptability skills.

• Think global but act local – best practice models that work for you

• Be Proactive not reactive – re-engineer work processes to forecast what can be outsourced

Therefore ….

Change is unstoppable, we have to live with it and recognize its

advantages (opportunities) and learn to incorporate it in our

management style. Globalization and liberalization has come to

stay as borderless activities continue to grow. There is more rapid

and widespread use of the growing technologies in day to day

operations. A new view of HR role is clearly required. If people

management is crucial to business success, then the HR function

must undergo substantial changes.