Each business area has a human resources manager responsible for mobility and careers committees where career paths and vacancies are discussed.
In addition to the Bouygues Management Institute (IMB) and its international cycle, all business areas offer training courses and support for managers in partnership with elite universities, often including study visits.
Mechanisms for giving recognition to professional skills and achievements, like the Minorange Guild and the customer advisers club, also exist for particular categories.
Francis Bouygues created the Minorange Guild in 1963 to recognise achievements in the construction trades. The Guild and its offshoots in other businesses have 2,174 members in 25 orders. These orders enable the senior managers of Group entities to reward their best workers and hold regular discussions with them about the company and its life.
In 2013 Bouygues Construction's HR policy prioritised internal job mobility. By developing dynamic and diversified career paths, the aim is to continue to build the loyalty of employees and motivate them over the long term, as well as to improve the Group's appeal as an employer with young, and experienced job applicants.
In 2013, 2,750 employees enjoyed a promotion in France, which is nearly 12% of the total headcount (11% men and 12% women). There were more than 400 significant promotions, with 80 employees promoted from site worker to clerical/technical/supervisory level, 120 to Manager level and 230.promoted to senior management level (departmental head or higher).
Furthermore, all vacancies are systematically advertised internally first of all, in order to encourage internal job mobility and employees' career development. This policy can be seen in the figures: average seniority continues to be high (at around 10 years) and the resignation rate remains below 4%.
This is also true of the international subsidiaries which prioritise the nurturing, fostering and development of local managers. This policy, which has been pursued for many years in the activities in Europe and Asia, is also being developed elsewhere; e.g. the HR policy implemented by DTP Terrassement in its African subsidiaries where local employees and managers are being promoted to key positions.
Bouygues Immobilier fosters career development for its employees, as well as internal job mobility and internal promotion. This helps to cultivate versatile employees as well as networks within the company and the Group. This internal process is a good opportunity to share best practices and stimulate creativity.
Internal job mobility is therefore a mainstay of the HR policy, and benefits from the active participation of managers, whose role is to guide, support and develop employees, which also means knowing how to help them advance within the company and the Group. With nearly 30% of vacancies filled internally, Bouygues Immobilier has boosted the mechanisms that help geographical mobility. For example, support for partners as well the provision of Cesu home-help vouchers for temporary assignments are amongst the measures provided. In order to safeguard the organisation and ensure the long-term and smooth development of the company, Bouygues Immobilier has introduced a talent management policy, with, amongst other measures, an annual career committee, and the creation of a "Talent manager" position.
The aim of the career committee is to create a pool of potential successors to fill strategic positions. Its role is to identify, assess and develop the skills of the employees in this pool. The company also offers its future managers career development paths that are built in partnership with elite educational establishments.
In a challenging market context, Bouygues Telecom is focussing more than ever on internal promotion in order to enhance its organisational structure,
by drawing on the support of annual career committees, within which the company's most promising employees and experts are monitored. There is a special emphasis on promoting women at Bouygues Telecom: for example, 13% of women employees were promoted in 2013, compared to 12% for men.
(Updated: January 2016)