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better understanding of how Rexel employees view their experience at the Group. This exploration led to the development of Rexel s Employee Value Proposition, shared with all Group employees beginning in June 2015.
EFFICIENCY FOR THE PROMOTION OF GROUP VALUES Conducted simultaneously with these focus groups, two initiatives aimed to further hone the Group s organizational and cultural assess- ment. A survey helped determine the Group s operational efficiency index, i.e. its ability to implement its strategic decisions, to execute them and to renew them. Around 40 in- terviews were conducted in May 2014, allowing Rexel s strengths and weaknesses to be identified
and action plans to be formulated. The second initiative, which took the form of a 360° evaluation, was designed to evaluate the way in which Rexel s values are ex- perienced and promoted by the Group s management. The goal is to make the 100 top managers into model examples as well as effective coaches who bring the Group s values to life on a daily basis among its employees. The consistency between discourse and behavior is indeed one of the key components in employee engagement. The year 2014 was thus a year of reflecting on HR priorities.
REXEL'S SIX VALUES
DELIVER THE BEST CUSTOMER EXPERIENCE
ENCOURAGE TO INNOVATE
TRUST EACH OTHER
JOIN FORCES FOR SUCCESS
ENGAGE PEOPLE TO DEVELOP
THEIR TALENTS
ENJOY MAKING A DIFFERENCE
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