#40 - HR & Talents: Separating to better collaborate - The example of Remy Cointreau with Thibault De Noray and Marc-Henri Bernard

00:00: Introduction of the guests and personal journey

01:24: Why separate HR and Talent functions?

03:05: Concrete organization of HR and Talent functions

05:05: Origin of the idea and concrete results

09:29: Talent coaching and an unconventional approach

12:24: Measuring organizational effectiveness

14:54: Talent team and individual interactions

16:20: Benefits for HR directors and implementation challenges

18:12: Confidentiality and the role of the Talent team

20:24: Challenges and mistakes to avoid

23:35: Cultural impact and individualization of courses

28:20: Final questions and conclusion

1. Why is separating HR and Talent functions beneficial for a company?

What if the best way to make a company's HR and Talent departments collaborate... was to separate them? That's what the guests in this week's episode have been doing for 10 years, and the least we can say is that it's working! Chloë welcomes Thibaut de Noray (Talent Development Director) and Marc-Henri Bernard (Group HR Director) at Rémy Cointreau.

The strategy adopted by Rémy Cointreau, consisting in separating the functions of HR Director (Human Resources Director) and Talent, is based on a unique approach that maximizes freedom and creativity. In this model, the HR manager maintains traditional human resources management, including social relationships, training, and estate management, while the Talent team focuses on identifying and developing individuals in key positions.

This separation offers three main benefits:

• Freedom of action : The Talent team, independent of the HR hierarchy, enjoys freedom of tone and total confidentiality in its exchanges with employees. This makes it possible to discuss sensitive topics without fear, such as career aspirations or doubts related to internal or external developments.
• Focus on individuals : With a particular focus on around 500 key positions, or 25% of the company's employees, this model favors a personalized approach, far from the standardized practices often observed elsewhere.
• Increased confidence : Confidentiality ensures that exchanges will not be exploited for other purposes, creating a climate of trust that encourages more employees to open up about their ambitions or concerns.

Example: The idea for this organization was inspired by a similar experience at Renault under Carlos Ghosn.

2. What tangible results does this model produce?

Since its implementation ten years ago, this atypical model at Rémy Cointreau has demonstrated its effectiveness through qualitative and quantitative indicators.

• Controlled retention rate
• Significant internal mobility
• Precise succession rate

In addition to numbers, the success of this organization is based on the trust of employees. The ability to freely discuss their projects, including those outside the company, without fear of reprisals, reinforces their commitment to the organization.

Example: Thibaut, the talent director, points out that this model allows him to collect the personal aspirations of employees (for example, moving to Bordeaux or changing jobs) to better align them with internal opportunities.

3. What are the challenges and tips for adopting this approach in other businesses?

Despite its successes, this model is not without its challenges. Internal communication is essential to explain how it works and to dispel initial fears related to the independence of the Talent team.

To succeed in such a transformation, it is crucial:

• To guarantee total synergy between the HR Director and the Talent Director, by avoiding conflicts of ego or power.
• To gain the support of senior management and shareholders, who must support confidentiality and the people-centered approach.
• To have a robust Talent team that is passionate about individual support.

Example: Thibaut insists on the importance of a harmonious tandem with the HR manager, declaring that their daily collaboration is one of the pillars of the success of this model.

Summary of key points

1. Freedom and confidentiality : Separating functions allows the Talent team to act without hierarchical constraints, establishing a relationship of trust with employees.
2. Proven effectiveness : Solid figures in terms of retention and internal mobility confirm the relevance of this organization.
3. Collaboration and communication : The success of this model is based on an aligned DRH-talent combination and clear communication to remove doubts.

This model, while easier to apply, offers a source of inspiration for all businesses looking to innovate in their talent management.

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