Put employees back at the heart of your project management

Our CEO Arnaud Caldichoury answers all our questions about the importance of employees and their aspirations in project management.

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What challenges do medium and large companies face in France in terms of resource and project management? How does Napta position itself in relation to these challenges?

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We are currently observing two major trends in medium and large businesses.

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La first trend is the growing questioning of their traditional methods of organizing work. Businesses need to be more and more reactive and agile, that is to say, to be able to deliver products and finalize projects ever more quickly. To do this, one of the keys is to identify and build effective project teams instantly.

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First, it involves knowing your teams perfectly (skills, availability, experiences, etc.). The logic of knowing an employee only through a job description is somewhat questioned, in the sense that the employee is less and less confined to a single specific position, with well-defined responsibilities for several years. He is more and more mobile, and now participates in multiple projects of shorter duration, with other company employees with different skills. In other words, each employee has a set of skills, thus allowing him to intervene on various projects.

Second, the organization must have access to as many resources as possible to find the most relevant profiles for a project. To do this, companies often seek to decompartmentalize departments. The objective for these groups is to succeed in launching cross-departmental projects, by setting up multidisciplinary teams to carry them out.‍

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This process reinforces collaboration and the sharing of know-how between departments.

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At the same time, the second trend is the increase in the expectations of employees towards their company around their professional development. Indeed, employees increasingly expect their company to have the capacity to assign them to projects that meet their expertise and aspirations in terms of skills development.

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These two major trends combined raise the issue of skills management and project planning at the forefront. Large companies must equip themselves with digital platforms to adapt to these major changes in work organization and employee mentality. Currently, these companies are under-equipped in this area, which leads to approximate project team structures, less successful projects and an increased risk of employee dissatisfaction.

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The ambition of our Napta platform is to equip these major structures so that they adapt perfectly to these two major trends.

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How to reconcile the operational efficiency of a company with the aspirations of its employees?

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The key to a successful project is a motivated team. The objective for organizations is to choose employees who are committed to the projects on which they are involved.

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HR managers and managers must listen to employees by asking them what skills they want to improve on and their prospects for development within the company. This then makes it possible to assign the most relevant and motivated profiles to the company's projects.

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Beyond the success of projects, a committed and motivated employee is a collaborator who stays and brings a lot to his company! If he does not feel listened to, and if his positioning on projects proves to be opaque and unjustified, he will not hesitate to slam the door. Whatever the areas of activity, a high turnover can destabilize a company. Beyond harming the development of a true corporate culture, turnover requires a significant human investment in the recruitment and training of substitutes.

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In conclusion, know the skills of employees and their aspirations make it possible to simplify the allocation of resources to projects and to reduce the time spent on planning. For their part, the employee is much more satisfied and involved in his project. It's a win-win.

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Exactly, how does Napta allow companies to highlight the skills of their employees?

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By giving a voice to the collaborator via the platform. Indeed, it is up to the employee himself to declare his skills and professional aspirations on Napta.

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At first, we support companies in the construction of their competency framework. We have designed an innovative methodology in order to be able to create this repository in collaboration with each of our customers. Each customer can - in a few hours - design with our help a tailor-made framework in relation to their sector of activity and their areas of expertise. For example, we created an exhaustive and personalized skills framework for the R&D of a large French energy group, for the IT department of a health group or for the customer service of a major French manufacturer, in the space of only a few weeks.

Once this framework is implemented together, customers can easily and independently add as many skills as they want to the repository on their platform at any time.

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La Next step consists in letting employees have their say, thanks to their profile, who will be able to declare their skills and professional aspirations, using the framework created beforehand. The platform will therefore serve as a showcase for him to be assigned to projects that interest him and thus be in control of his professional career.

It is also possible to define skills development objectives for each employee, so that they can follow their professional progress over the years. The employee can then identify his room for improvement in order to be considered as an expert in this or that field, and the HR manager can set up the necessary training plans to support his employees in their Increase in skills.