All candidate searches must first seek internal solutions, with priority given to redeployed employees; this hinges on solidarity between different entities within the Group and the development of fast-tracking between business lines.
The EDF group has implemented sandwich-based redeployment courses, allowing employees to retrain for positions in line with the Group’s strategic workforce planning priorities. In 2022, 60 employees benefited from this type of course, including 30 in the process of redeployment, for positions such as that of data analyst and maintenance technician. The EDF group has continued to enrich its offering, drawing on lessons learned from previous intakes.
Following the example of 30 other French businesses (who joined forces to form the Association française du conseil interne, i.e., French internal consulting association), EDF set up two internal consulting teams.
Enedis Conseil & Action and “EDF Impulsion” feature high-level managers who are changing careers: they put their skills to use to help Group business lines by carrying out operational assignments. This model – complete with its dual raison d’être – creates value for Group managers by providing internal consulting services.
At Enedis Conseil & Action, 300 assignments have been completed since 2017 by around fifty consultants and “alumni” who have since moved on to pastures new. EDF Impulsion 64 manager-consultants recruited between 2020 and 2022 have already completed 143 assignments. These entities also provide specific, targeted support for each team member, to help them find a job matching their aspirations and the Group’s needs within 18 months.
Declining departments have been supported through a specific project called My Job, designed to enhance the visibility of pools of qualified employees and solidarity between departments for EDF.
| 2021 | 2022 | |
|---|---|---|
| Employees who found a job in line with the Group’s needs in 2022 | Employees who found a job in line with the Group’s needs in 2022 2021 703 |
Employees who found a job in line with the Group’s needs in 2022 2022 502 |
| Employees which have been redeployed since 2018 (EDF) | Employees which have been redeployed since 2018 (EDF) 2021 2,993 |
Employees which have been redeployed since 2018 (EDF) 2022 3,495 |
In addition to targeted actions, and to remove obstacles and give fresh impetus to mobility, in 2022 EDF implemented the Booster la mobilité (i.e. boosting mobility) plan launched back in 2021, which adds to the Group’s existing mobility systems.
This initiative co-built together with all EDF Divisions and subsidiaries, with a series of actions focused on three goals:
Building on past experience, the plan offers new solutions to encourage mobility in line with the challenges facing the Company. The Booster la mobilité programme supplements the Group’s existing mobility schemes, making it easier for employees to apply for jobs far from home without needing to move (Mon job en proximité); facilitating discussions about financial questions (before/after financial situation) and other issues (relocation); encouraging transparency and fluidity in the internal job market (since 2020, a Group IS scheme devoted to mobility and recruitment has made it easier for all employees to have an overview of the internal job market).
