To carry out its reorganisation, a large pharmaceutical group created a redeployment entity to which 90 employees whose jobs had been cut. BPI co-ordinated this special internal mobility arrangement and supported the employees.

Context
A Department as a Service Provider to its own Employees
Major group, development project and adjustment plan - in a context that has become classic, a special arrangement was implemented to accompany the internal rebuilding of the enterprise. As job descriptions were evolving, a redundancy programme was set up. The creation of a new entity was planned to which 90 employees whose positions had disappeared were to be assigned. Their new task was to prepare their reconversion and their redeployment within the group or outside the group if desired. The new unit was named the Redeployment Mobility Unit (RMU).

Task
Preparation
Set up before the project, the BPI team organised the setting up of the entity. It was supplied with significant means and time - each person was to be given eight months to reposition themselves internally. Action began with all of the managers concerned who took part in a seminar on repositioning interviews.

Personal Development to Benefit the Enterprise
The RMU received 90 people of varying profiles. The challenge was to make each "member" conscious of the fact that imposed mobility can be the opportunity to reappropriate their professional positioning.
The RMU's activities quickly got off the ground with individual interviews, workshops on change and training actions. The consultants took advantage of the allocated time to organise reorientations and to rebuild employee's motivation - in an environment that is constantly in motion, each person sets a course through their professional project and brings their contribution to the enterprise at the same time as pursuing their personal goals.

Change Starts Here
Employees and consultants approached internal mobility as real recruitment - targeting of searches, setting up of an internal skills market, preparation for interviews, etc. Through their very nature, these actions revealed the pre-existing mobility processes and drove the development of their sometimes mechanical operation.

Perspectives
What Next?
When the action ended, the redeployment of all the employees was organised. Working at the RMU in between positions had enabled them to rediscover their skills. They experienced new-found personal energy that was promising for the future of their enterprise. The entity was set up in restricting circumstances and shaped a new internal mobility process to support change. Today's challenge is to ensure the continuation of this process to extend and enhance the field of action of both employees and Human Resources managers in the enterprise.