L'Émission, "Recognition: the trigger that changed everything!"

Only 23% of workers want to stay in a job where they are not supported and valued, according to the study: "2024: Engagement and Retention" published by Achievers Workforce Institute.

2024 rhymes with positive management! This is not just a fad, but a reality that is firmly rooted in corporate life. Among the pillars of the concept, employee recognition and appreciation are essential levers for building loyalty and motivating teams.

As part of the launch of L'Émission, our new programme dealing with day-to-day issues within companies, we wanted to make a big impact by tackling these aspects in our first edition entitled: "Recognition: the trigger that changed everything!

This is an opportunity to hear from employees who help to convey the values of sharing and developing individual skills to serve the community.

Read their testimonials!

Guy Novès: the emblematic figure of rugby union

A true success story in French rugby, Guy Novès, former player, trainer and coach of the French national team, is the first guest to speak. According to him, "success can only be achieved collectively, with everyone playing their part and making their contribution: staff, doctors, chiropodists, videographers, physical trainers, the cleaning staff responsible for cleaning the changing rooms... everyone who is part of the club, in fact".

But thinking collectively doesn't mean neglecting individuals, especially when you're dealing with people from different backgrounds! It underlines a reality that resonates like a credo: it is the addition of individuals that makes the collective strong.

"Coaching a team means constantly focusing on the individual. I don't talk to Thierry Dusautoir in the same way as Fabien Pelous. You have to adapt what you say to the person you're talking to.”

For Guy Novès, the qualities of a good manager can be summed up in two points: knowing how to listen and knowing how to hear in order to gain the trust of his peers. This, of course, requires a relationship based on truth and honesty: "you have to be able to tell the truth to the people you're talking to, (...) things that aren't always easy".

Lastly, he stresses the importance of "knowing each person's qualities, faults, strengths and weaknesses. To be able to tell them things, you have to hear their story!”

It also reminds us that personal recognition acts as a team catalyst: it stimulates the desire to surpass oneself and thus multiplies the chances of achieving collective performance. It's a universal concept that can be applied in the world of sport as well as in the corporate world.

Mohamed Djennane, Platform Director: an evolving career path

Mohamed Djennane's path at Viaposte has been marked by success. He joined the company 12 years ago as a temporary worker at the Chelles site, and was quickly recognised for his potential. His obvious ability to manage his teams and lead strategic projects enabled him to be promoted to manager at just 22! He has helped lead large-scale projects such as site openings and managing peaks in activity.

While his technical skills are undeniable, it's his managerial qualities that set him apart as director of several platforms. "I had to gain the trust of my teams, particularly given my young age. To achieve this, I put the emphasis on being available and listening: it's a win-win situation for everyone! Trust, loyalty, commitment, impartiality: these are values that have been passed on to me and that I try to pass on in turn. I want to be fair and impartial.”

To achieve this, Mohamed doesn't skimp on the small details that make all the difference: "The importance of small gestures is essential, it's a form of recognition on a daily basis. A simple hello using someone’s first name, saying thank you and congratulations too!"

Where does failure fit into all this? For this director of a multi-site platform, it is above all a driving force that enables us to move forward: "In the event of failure, you have to understand what’s happened and give thanks so that you can get back on track".

What was it that made him become a manager? "The COVID period, with volumes doubling, was non-stop, and I realised that my teams were really committed: at the end of each shift we would applaud each other! That helped to build confidence and strengthen the teams.”

For Mohamed Djennane, the final word is to ensure that his employees have the same opportunities as he does, for example by promoting talent. "I have 3 operations managers on permanent contracts in my teams who are former temporary workers, and my former operations supervisor, who also started out as a temporary worker, is now a manager!”

Catherine Goldfarb, HR Director: Viaposte University to train managers

Catherine Goldfarb, our Human Resources Director, stresses the importance for the company of multiplying collective and individual successes: "We have set up a Viaposte University dedicated to managers: we try to pass on to them the tools and methods that enable them to grow and help their teams to grow".

"Various training modules have been created, some on the basics of management with a particular focus on embracing values: Viaposte's DNA. But we have also developed modules that are more emotionally oriented: active listening, how to embody feedback". The aim of this training approach is to provide a better understanding of the manager's role in its entirety, and to measure the effectiveness of management through recognition of the team and individual employees.

Many people have already taken part in this venture, as Catherine explains: "We've teamed up managers with role models like Mohamed to inspire our employees and provide them with real-life experience. Nearly 1,200 training courses have already been run since the University was set up in 2021, including 30% on soft skills, 30% on management and 30% on communication."

Catherine Goldfarb concedes, however, that an employee's commitment and desire to learn and understand are important factors. This appreciation of commitment is most evident in:

Annual and professional appraisal campaigns;
Talent reviews to identify mobility needs.

"Mobility and promotion are valued at Viaposte. For example, we've introduced mission letters that allow you to put yourself in a situation, test yourself, see what has been successful or not so that you know where you're going before you apply."

She concludes by inviting each employee to dare: "My ambition is that you all be ambitious".

Malik Tliche: maintenance technician at Viaposte

To round off this first edition of L'Émission, the floor is now given to Malik Tliche, a maintenance technician for the past 5 years, but who has worn several hats in the company since 2016. He started out as a temporary press operator, then quickly moved on to a permanent contract, working under Mohamed, among others! These internal changes, from logistics to maintenance, can be explained above all by the passion that drives him every day: "I'm proud to do this job, to do what I love. When it's done with passion (...) the drudgery of the job disappears!"

A career path like this has been made possible by Viaposte's cross-business mobility, but it's also the result of a great deal of resilience: "I had a difficult time when I was young, particularly at secondary school when I was the target of bullying. I was a good student, which allowed me to have a certain framework and to be noticed in a different way."

For Malik, this thirst for excellence at school still applies today in his job. Getting noticed by his managers for the quality of his work is a key motivator. This recognition feeds his commitment and his thirst for performance: "Knowing that our manager is satisfied, when we receive encouragement and congratulations, inevitably motivates us and gives us self-confidence, which enables us to do even more and even better. "