Working at Groupe PSA

Groupe PSA operates in a sector in full transformation, bringing exciting developments for the automotive industry and society as a whole.

Working in Groupe PSA is a driving force behind this transformation.

It also means being part of the values that guide the way we work, our strategic choices, our daily actions, and the relationships we build with our partners

Supported and accompanied, each employee takes control of his or her career and supports the company’s performance

The success of the Push To Pass strategic plan depends on the management of its talents, positioned at all levels of the Company.

Our objective is to allow everyone to express their talent, individually or collectively, to unleash their full potential.

 

A multiple company

The Group’s transformation is accompanied by an increased development of talents and skills in all their diversity.

 

Internationalization

The Group gives priority to local skills in the Regions. By reducing the number of expatriates, the Group seeks to develop local talent in the regions in strategic positions, while continuing to second the best international talent to our regions.

This policy allows a better knowledge of local strengths, opportunities and constraints, both technically and business-wise.

At the end of 2018, 316 employees were working as expatriates in 33 countries around the world (China, Morocco, France, Germany and India).

The international talent rate in the Group’s top management is 17% at the end of 2018. They accounted for 35% of senior management appointments and 70% of top management hires.

In 2019, our action is focused on non-European talent to effectively support the Group’s international expansion: implementation of development actions, career paths and a stronger presence of international talent in key positions

Feminisation of Top Management

For more than 15 years, the Group has pursued a proactive policy of promoting professional equality between women and men.

The actions focus on the feminisation of top management and the acceleration of career paths to bring women into key and responsible positions.

A specific recruitment program for female profiles for Top Management positions was launched in 2018 and is continuing in 2019, with 3 recruitments already completed.

 

PSA University

Training the talents of tomorrow

The mission of PSA University is to transmit the Group’s knowledge, know-how and interpersonal skills throughout the world. It thus contributes to developing the Group’s “automotive engineering” and to developing the company’s culture towards greater agility and modernity. The University is based on theoretical training courses conducted worldwide with e-learning tools and practical training, designed to put the acquired skills into practice.

In 2018, PSA University obtained a new CLIP (Business Learning Improvement Process) accreditation for the next five years, joining a select group of accredited corporate universities around the world. During this accreditation, the proximity and understanding of the different professions by PSA University was highlighted, as well as the exploration of new methodologies and learning technologies, which makes the University a real agent of transformation.

In 2019, the University’s actions are structured around 3 axes:

  • Culture and international: training to raise the level of English, develop a more international attitude and a learning culture.
  • Business and efficiency: quality awareness (passport, conferences…), training on work efficiency and a simplification for the employee in identifying training to develop major technical skills.
  • Transformation and change with a better acquisition of digital knowledge and skills, an appropriation of the Group’s values and a stronger involvement of managers in the transformation.

 

Innovative talent management

To manage talent and manage the skills of today and tomorrow, Groupe PSA relies on 20 sectors and 104 professions

The identification of the business skills required to develop new activities is carried out at the level of the Group’s 20 business lines.

Each Business Line defines its forward-looking vision and the impact on the business lines: those that will disappear, evolve and those to be created. From this vision, the technical skills reference framework is developed.

The Observatory of Professions and Skills (ODM), a body for sharing with Trade Unions, aims to anticipate changes in employment, provide a vision of changes in professions and skills, and share action plans (mobility, training, retraining, recruitment) to ensure a successful match.

Since June 2019, a diagnosis of the main technical skills, defined for each business line, has been carried out by the employee and his manager during the annual development interview. This diagnosis makes it possible to guide employees towards the most relevant training.

The “Top Competences” internal retraining program is a system designed to better meet the challenges of competitiveness and the redeployment of skills within the Group.

  • Targeting all socio-professional categories, it has opened up opportunities for retraining through increased individual training. Employees benefiting from this training program are moving into new positions with a bright future.
  • Since 2012, more than 4,000 employees have had the opportunity to learn a new job within the Group. A total of 236,200 hours of training were provided through courses of 80 hours on average over periods of 18 to 24 months.

Enhanced support

To support the skills development of employees, actions are implemented.

  • Definition of priority training needs:
    Four Academies (R&D, Industrial, Sales & Marketing and Corporate) manage the design, adaptation and updating of their business’ learning offer. They provide an appropriate learning offer and organise the deployment of this offer according to the priorities of the business lines concerned, in perfect coordination with the PSA University. Skills upgrading plans for employees are then put in place.

 

  • Cross-functional programs on strategic skills for the Group’s transformation:
    “Electric Quest”: Thanks to monthly modules, employees understand the electrification technologies and the advantages of the technologies deployed by the Group and can thus become ambassadors for new electric vehicles.

 

  • A digital barometer: In 2019, an evaluation of digital knowledge is proposed to 3,000 employees. Online training courses are offered based on the results of the evaluation and the knowledge to be developed. The ambition is to share it with other major CAC40 groups and to have a common index.

 

  • The realization of assessments:
    Behavioural and technical skills assessments are designed by the business units with HR to set up a personal development plan and better target training needs.
    In 2018, more than 850 employees (vs. 704 in 2017) participated in an assessment centre day to access key functions (Factory Managers, Retail Zones Managers, etc.). Sales / marketing sessions have been extended to Opel and Vauxhall employees.

New ways of working

A collaborative and flexible work experience

In July 2016, Groupe PSA signed a performance agreement, “New Momentum for Growth“, with five out of six trade unions, in which it undertook to offer employees collaborative and flexible work experiences, particularly through the development of telework.

More than 10,000 employees have already been hired:
3,358 teleworkers from 1 to 3 days a week to December 2018
10,089 employees used the innovative and flexible “TAD” system in 2018 (up to 25 days of remote work per year)

Groupe PSA has gone further in its approach to labour flexibility by developing an innovative Remote Work System (TAD), a 25-day-per-year work counter that can be carried out outside the company’s premises. The use of this reserve is made simply by agreement between the employee and his manager.

The results of this new working mode offer are positive: 99% of remote workers say they are satisfied with the system and underline the gains in time, concentration and efficiency. This is an observation shared by their managers.

“I am delighted with the success of this flagship measure of our “New Momentum for Growth” agreement, which reflects the transformation, modernity and dynamism of our Group. In agreement with the social partners, we will continue this dynamic, to enable a better reconciliation between professional and personal life while aiming for greater efficiency. The ambition is to offer greater flexibility in the organization of work, without compromising the efficiency of the collective,” says Xavier Chéreau, Groupe PSA Human Resources Director.

Groupe PSA’s objective is to reach 4,000 teleworkers by 2019 and to promote ADP to its 17,000 employees who could benefit from it.
These measures contribute to the Group’s performance by developing agility in operating methods and improving the quality of life at work.