The goal - to restore the profitability of the enterprise. BPI's approach was to provide step by step support to really rebuild the site in collaboration with the employees in order to rebuild the career paths of all involved at the same time.

Context
Tradition, Quality& and Deficit
Founded over 400 years ago, 10 years ago this company became part of a prestigious group. Difficult years for the luxury products market, lack of dynamism - this caused recurring financial difficulties. The global goal of the restructuring plan prepared by the new management was to build an efficient industrial process around artistic and traditional crafts. In order to become competitive again in terms of productivity, the plan included the cutting of 85 jobs.

Task
Rebuilding an Enterprise
The first advice given by the BPI consultants when called on to prepare the redeployment of the employees was not to apply too radical a remedy. There were two possible paths to a full and progressive recovery. The company began remobilising the personnel in collaboration with an independent consultant, who relaunched the group spirit and put the problems into perspective. In parallel, BPI ran a diagnosis on hours worked that developed into a coaching mission for the management team who were starting a true company reengineering project and defining the steps of a global project.

From the Group to the Individual
The surplus workforce stigmatised by the financial approach was reinterpreted - the issue was not of superfluous positions but of skills not adapted to the positions. A skills planning approach in collaboration with the employees enabled the needs for the occupations at the heart of the business to be pinpointed. This reflection gave the directions for the internal mobility to be organised. The vulnerable occupations were also identified together. These were the starting point for actions that aimed to handle the overstaffing issue. The Mobility Information Point set up aimed to develop and support skills development. It was aimed at both employees moving within the company and those with outside projects.

Avoiding the Constitution of a "List" of Employees made Redundant
The engineering of the redundancy programme was designed to plan the range of measures the best adapted to serve the business project and the individual projects. The first social measures set the tone - development and reconversion training, "time [&] in order for each individual to set their path and make their choices.", and a change module for everyone." Transfers within the group, early retirements and reduction and arrangement of work hours enabled the number of positions to be cut to be brought down to 50. Voluntary redundancy was offered to those from vulnerable occupations. The extremely complete plan also planned to support entrepreneurship and to compensate jobs in the local area.

Perspectives
Actors Driving Change
At this stage, the labour relations within the company had been radically altered. There was still a lot of work to be done, but the actors were in a position to build both the recovery of the company and individual development.