The Court of cassation approves the Court of appeal to 100The second evaluation will be published tomorrow there are a flurry of SMEs in all sizesThe culture of the RTT is fatal for our countryChristie's a format unique is estimated 15000 eurosA bargain in addition the merit of lastIt does tackles not the fundamental problemNew status quo currency in the United StatesThis proliferation is the richness of the poleImmigration strikes at the gates of EuropeA Thursday afternoon in November case study. Clementine, Manue, Pascal and Estelle, usually responsible for shopping village Club Med, seem puzzled with their trainer, Martine. A client seeks a ski suit. That offer For at the outset, trainees are moving towards a low-cost product. Replica of the trainer: "why be afraid to suggest an expensive article." You demean the choosing the low end. Don't forget that you are changing customer. "In Exchange, said the current issue of Club Med: its ambition to become a specialist"of luxury and ease of use"and the path remains to browse by teams...
Since 2004, the company has operated a major shift to cope with a decline in attendance. Objective: to position themselves in a high-end niche, even if some customers see. Closure of 55 villages, opening some 20 others, renovation of 70: "we have invested 1 billion, i.e. more than the market capitalization of Club Med", indicates the HRD, Olivier Sastre. The "boxes" and villages "2-tridents" (the equivalent of the stars to the Club Med), which still accounted for 12 of the Park in 2004, will have completely disappeared by tridents to one year, for the benefit of the 3 villages and 4. HRD, the potential of customers corresponding to this new offer is 60 million.
This transformation has been accompanied by an evolution of the Organization, with a now lean: for example, 12 to 15 people capped before the head of village while they are more than 5 today.
A new campus
100 Key employees were responsible for implementing the new strategy: to change the offer and practices but also the teams. The customer home, how to deal with it or even how to make the rooms... It is the site to which attacked the Club Med by creating University talents, two years ago, and a Campus of training just a year ago, where all the formations are centralized. The Campus, located in the village Club Med de Vittel, allowed a thousand students in 2006. The double in 2007.
The content and approach of the formations have completely changed, according to Sylvie Brisson, Director of development and HR management: "Previously, the GB assignments were more management of flows, based only on staffing needs." Today, they must be paths to career development. "Everyone is indeed followed individually by a HR Manager, according to its business sector. "Our goal is to promote our managers by internal", notes Olivier Sastre. A sine qua non, he knows, to build loyalty teams. However, in the matter, Club Med has progress to make. Although the social elevator works rather well (more than 90 of village chiefs are former GB), it prevents: 5 GB 6 do not pursue their career at the Club Med (they remain there averaged four seasons) and the 18.300 16,000 staff are seasonal workers.
To reverse the trend, the company has implemented recently training diploma, in partnership with some Parisian universities: a master of management for village leaders, economics and management for hotels and leisure makers licensed... The training budget thus rose from 4 to 6 million euros between 2004 and 2007. Club Med is beginning to reap the fruits of this same shift if, in the image of Clementine, Manue, Pascal and Estelle, it remains the way to go.
