The people shaping the new CNP
Mobile working, group-wide workshops, transformed manager/employee relationships and a brand overhaul – four changes that will make us stronger.
Transformed manager/employee relationships
In a rapidly changing world, CNP Assurances’ managers are well aware their goal is to become more agile, flexible and responsive. That means reinventing how managers interact with their staff, moving away from centralised management to a coaching approach of guiding and supporting, and taking risks personally and encouraging the team to do the same. Managerial innovation also requires input from staff.
Cécile Blondeau, Head of Support for Investments, is optimistic.
“We face many challenges, and our work is extremely varied. I like it when everything starts to change and I like getting things moving. CNP Assurances is building up real momentum, and employees have the power to influence our future. Understanding what is happening, interpreting it and driving things forward, sharing our information and our ideas openly – everything is in place for us to move forward and build the New CNP together.”
Everyone’s an ambassador
CNP Assurances’ business model is evolving more and more rapidly with digital and our growing number of contact points with customers. It’s essential to revitalise the CNP Assurances brand to make a difference and to do so in a collaborative manner. Everything is being done to build CNP Assurances’ new identity together with our stakeholders, including a blog via which employees can voice their opinions, and a workshop bringing together partners, policyholders and disruptors.
Cédric Agody, Head of Marketing Projects, can see the organisation changing.
“In the past, there was a single point of entry for customers – via the sales team. Today, we need a strong brand and everyone’s skills so that we are able to innovate and respond to the needs of our partners and customers.”
Mobile working
Three aspects are being studied – time (need for responsiveness vs. the work/life balance), space (mobile working, remote working) and relationships with others (groups and individuals). Since 2017, 12% of employees have been trialling teleworking one day a week. The pilot phase is continuing, with an enhanced range of possibilities, such as the number of days, participants and formulas.
Luca Caruso, Head of International Group Technical Studies, did not need asking twice.
“I work a lot of hours, and it takes me around ninety minutes to get to and from work every day. I also have a three-year-old son, and I wanted to fetch him from nursery school once a week. It’s great to be able to spend this special time with him. With teleworking I need to organize my week better, but two days’ teleworking per week is feasible. I also encourage my team to give it a try, as it’s good for your work and good for your personal life.”
Collaboration
Working together means unlocking synergies between different areas of the business and making resources, such as spaces, systems and sharing techniques, available to employees. A growing number of collaborative trials are taking place, followed by a post-implementation review to speed up the process. The goal is to make collaboration part of CNP Assurances’ DNA.
Valérie Marot, a CRM officer based in Angers, is enthusiastic.
“I’ve taken part in workshops at the booster in Paris with colleagues responsible for CRM, business monitoring, digital and quality, and with a start-up that found a technical solution to our needs in several minutes. As part of the digitalization programme, we are seeing many new ideas being introduced to make things easier for customers. On this occasion, it was a chatbot for employees that will enhance customer service. It was an exciting project, but great fun, too.”