It is a new way of working that helps diversify employee missions on the one hand, and test and shar new practices within the company on the other. Not only do employees develop new skills, but this also helps considerably reduce the costs of external services for the company.
Its advantage: bringing meaning to employees and to the Group.
Since its creation, the #agiletribe reprensents:
Feedback on an initiative that sketches an outline of a new way of working within the company
The tribe brings together BNP Paribas employees with specific talents to make them available to the Group. With approval from their managers, employees spend some of their working time putting their expertise to work for other teams and entities through short-term missions (1 day on average). It is an initiative that the Group strongly supports to develop its employees, and that illustrates one of its key values, being a "Good Place to Work": offering employees an attractive and stimulating framework for daily work, in which respect and team spirit reign.
"In 2015, graphical facilitation was used very rarely within the Group. I was a pioneer. Creating the #agiletribe helped me institutionalise and spread it use", explained Céline Pernot-Burlet the intrapreneur who started the #agiletribe. On the strength of its success in France, the #agiletribe has been internationalised and includes a growing number of employees in Belgium and Luxembourg.
Find out more about the 5 key principles at the core of this initiative
- 1. Placing the circular economy at the core
Since its beginning, the #agiletribe has been based on a circular economy model in which the entities who free up time for their employees to be a part of the tribe are the first to benefit from its talent. Through this leverage, the tribe has become a strong community in which sharing and exchange are the rule.
- 2. Challenging managerial models
Agility, adaptability, and autonomy are the key words for the tribe. The objective is clear: simplify procedures as much as possible to make the exchange of skills a common practice within BNP Paribas. Internally, there is no reinvoicing or bureaucratic paperwork. Each agile employee is autonomous and finds the right balance between completing #agiletribe missions and completing the missions involved in their position.
- 3. Developing employee skills
- 4. Giving priority to in-house work
- 5. Giving meaning to work
*Workers who hold several job functions are called "slashers" in reference to the "/" sign separating their various job functions when they list them. Slashers are workers who do not see themselves in a single chosen path. They are more likely to be flexible generalists than subject specialists.
(1) Survey from conducted from 28 through 3 September with a sample of 130,000 internet users registered on the meteojob platform, and representative of the working population in France.