Recruitment and mobility
For all business areas within Bouygues group, France’s economic backdrop in 2013 was more challenging than in 2012. Internal job mobility was systematically considered as an option for cushioning the negative consequences in terms of employment. In addition to the arrangements made by each business area, the Group calls on the services of the parent company’s Internal job mobility department (which can be consulted by HR departments and, in the strictest confidence, by employees of subsidiaries) along with national and regional internal job mobility committees and the extranet, on which job vacancies are posted. The Bouygues group seeks to promote staff retention wherever possible, which has resulted in an average length of service exceeding ten years.
Recruitment by Bouygues Construction in France was primarily comprised of graduates and first-time employees. In 2013, 80% of hiring (excluding work/study contracts) was on permanent contracts.
More than two-thirds concerned the core construction business along with the design and sales departments. The gender equality policy continued to yield results, with close to 30% of all recruitment into clerical/technical/supervisory and managerial positions in France accounted for by women.
Bouygues Immobilier continued expanding its actions on social networks. Against a complex economic backdrop, Bouygues Immobilier gave precedence to internal job mobility as well as employee transfers to and from other subsidiaries within Bouygues group. Over 50% of vacancies were filled through internal job mobility in 2012.
Bouygues Immobilier continued expanding its actions on social networks. Against a complex economic backdrop, Bouygues Immobilier gave precedence to internal job mobility as well as employee transfers to and from
other subsidiaries within Bouygues group. Over 50% of vacancies were filled through internal job mobility in 2012.
Bouygues Telecom again scaled down recruitment volumes, focusing on the following operations: customer relations centres, RCBT stores, fixed-lined operations, 4G and digital activities.
Bouygues Telecom recruited 200 customer relations advisers in the second half of 2013 to support the launch of 4G offerings. The number of resignations and dismissals in 2013 was identical to 2012. The number of negotiated terminations of permanent staff is on a downtrend, falling from 83 in 2012 to 69 in 2013.
On 3 July 2012, Bouygues Telecom initiated a voluntary redundancy plan concerning 556 jobs as a means of safeguarding competitiveness in a rapidly changing market. All the time, the emphasis was placed on constructive dialogue with labour representatives. The three-month period, during which staff could take advantage of the scheme, ended on 24 January 2013, at which point 542 employees decided to move elsewhere within the Group or find work externally. Those who chose to find work outside the company successively left Bouygues Telecom over 2013, at the end of their contractual notice period or, after their redeployment leave, for those who chose to benefit from this.
Colas continued promoting recruitment over the web and on social networks, with help from high-profile events such as “THE stagiaire” video contest and the engineering school face-off “Angry Roads”.
It also continued publishing job and internship opportunities on the major social networks. New partnerships were signed with educational establishments in 2013. Through these initiatives, Colas achieved the highest progression of 2013 in the Universum “Ideal employer” rankings for engineering students (+ 18 places), and was rated in the top-ten of large companies preferred by interns in the Happy Trainees rankings. Outside France, a whole range of initiatives were carried out in terms of relations with educational establishments, internship offers and student fairs. For example, Branscome (which has 546 employees) in the US offered an introduction to driving Caterpillar vehicles for students.
TF1 cut back on recruitment and made internal job mobility, which was already used extensively, one of its priorities for the year. That hiring which did take place was mainly by e-TF1 and Eurosport, companies which are growing strongly and whose labour markets are tight. Resources for internal job mobility were increased through the appointment of a human resources manager solely dedicated to
staff in the process of internal job mobility and to coordinating the decentralised HR network. In 2013, 54% of vacancies were filled from within the company. Provision was made in the training budget to support mobility. Regarding dismissals, the redundancy plan affecting 26 employees of TF1 Vidéo, part of whose market had plummeted (DVD sales), of 26 June 2012 also affected 2013. At the end of 2013, according to the agency helping these employees find alternative employment, 14 had found a new job.
(Updated: January 2016)