Signed in 2019, the skills development policy “Groupe France” aims to boost the transformation of training and professionalisation practices with a view to securing the skills of the Group’s businesses over the long term. The ultimate goal is to implement a shift from training and employment management to skills management. The aim is to help strengthen the employability of employees.
The work of 2021 has been built around two areas of transformation: meeting employees’ needs through responses that are better-suited to the diversity of their needs, and facilitating access to the proposed services.
The financial investment made throughout the Group was more than €475 million in 2021, enabling us to provide, despite the health context, a volume of nearly 6 million hours, approaching 2019 levels and enabling us to maintain a high level of access to training or professionalisation resources.
| 2019 | 2020 | 2021 | |
|
Share of employees who benefited from a skills development action (rate of access to training, target 75%) |
80% |
71% |
79% |
|
Total number of skills development hours |
6,820,423 |
4,735,240 |
5,948,618 |
|
Number of skills development hours per employee in the workforce |
41 |
29 |
36 |
|
Number of employees who have taken part in a skills development initiative |
131,992 |
117,341 |
132,018 |
|
Number of employees who have not taken part in a skills development initiative for 3 or more years |
6,527 |
5,907 |
7,420 |
In 2021, the acceleration of the deployment of the new educational methods set out by the Group's policy was boosted further by the impact of the pandemic particularly in the first half of the year. As a result, the increase in the use of distance learning based on digital resources has made it possible to develop access to e-learning modules and also to convert face-to-face sessions into remote virtual classes, using new dedicated digital tools.
| Virtual classes and “Blended learning” courses | Virtual classes, the result of a reengineering process, meet these new expectations. At the same time, courses that combine different teaching methods for modules grouped together in a curriculum are tending to become the norm (so-called “blended” courses). |
|---|---|
| Growing success of digital resources | In 2021 for the Group in France, 99,100 employees were trained. 29% of hours were spent on digital learning (1) (mainly internal platforms, but also external resources), in its various forms, up 52% since 2019 (EDF scope). |
The expansion of training options, beyond the digital realm, has also enabled the development of other methods: Setting up an environment conducive to a “learning organisation”, employee professionalisation practices such as the Action de Formation En Situation de Travail (AFEST), and knowledge management .
| Change in employees expectations | Changes in employee expectations as to the length of courses or increased awareness of the health or environmental impacts of travel are prompting us to broaden and diversify the range of resources available, particularly in the office and managerial fields. |
|---|---|
| Improvement of the employee “user path” |
In 2021, the improvement of the employee user path has kept going and even accelerated, by continuing to streamline the catalogue; by making the available training options easier to access and understand, in particular through improved navigation in "MyHR"; and by modernising the features of the e-campus digital platform. In preparation for 2022, and in order to identify areas for improvement, an unprecedented process of reaching out to employees, managers and members of the HR Department has enabled them to share their feelings and suggestions on the stages of their own training programme, in line with the “Let’s Talk Energy” approach. The proposals collected on the dedicated platform are then processed and prioritised by workshops of volunteer employees. |
(1) Digital Learning: Includes digital methods of developing skills, whether they are e-learning modules integrated into courses, virtual classes, methods using virtual or augmented reality, MOOCs or serious
games, or sometimes even digital methods integrated into face-to-face sessions.
