The merger of Factofrance and GE Capital Finance has given the company strength in numbers, with a new workforce totalling almost 1,000. employees. This has raised a number of challenges for the human resources department. From step one of the merger process through to its completion, HR has played an instrumental role in the integration of GECF's staff into a single, significantly enlarged Factofrance team.

The HR department took it upon itself to get to know the staff from GECF so that, in coordination with the operations managers, it could integrate them into the company as effectively as possible. The very different company background and practices of Factofrance and GECF had to be considered in the integration process. Factofrance's subsidiaries, while being involved in the GECF merger as members of the group, had no role to play in the integration of new staff and clients.

Building a team to be reckoned with

 

It was decided that GECF operators would keep the business they had built up before the merger. This meant, for example, that existing clients would keep the same account manager. There were procedural implications for the new staff, such as the need for training in the use of in-house tools and working practices. This training took place at a very early stage, ensuring swift and efficient integration of the new employees. Changes were also made at the operations management level. Furthermore, a number of employees from Factofrance and GECF were selected in order to reform the Littoral group (formerly known as Sud) which had a positive impact on inter-team synergies.

 

"The GECF teams made a tremendous effort to train and adapt to the new techniques they had to use." enthuses Thierry, Operations Manager. "On top of this they had to field client queries and take part in various transitional exercises, not to mention getting on with their routine work. The whole process was undertaken in a positive manner and supported by a common will for the integration to succeed." Thierry M., Operations Manager

An individual welcome for all

 

Dialogue was at the top of HR's agenda throughout the process of incorporating GECF staff. For those employees who were interested, individual interviews were arranged with Pascale Péron to give them the chance to express themselves and to answer their questions. In parallel to this, individual departments carried out one-to-one interviews between new employees and their line managers.

"Three training modules, each lasting a week, were organised for the GECF managers between mid-April and the end of June," explains François, head of the Analysis and Methodology Unit.

These included a presentation of the Company's working methods, Factofrance's services and the management tools on offer for clients. They also involved a series of interactive exercises. Altogether, a total of 22 GECF employees were able to pair up with management grade Factofrance volunteers to familiarise themselves with the Company's everyday management tools. In addition, 8 senior members of the GECF staff followed a specially tailored training programme. "In the case of appointments made from outside the group, the normal training programme was followed.The situation was slightly different in the sales department, as the GECF teams had been operating out of Factofrance's regional offices since the beginning of 2002."

"The GECF sales consultants and engineers followed an entire training programme on Factofrance's working techniques and tools in January," says Jean, Regional Sales Director for eastern France. They then went on to join the existing teams in the areas where they had been previously based, and are now marketing Factofrance products.

"In the Integrated Debt Recovery Department we have employed ten extra sales staff and two managers," says Brigitte S., head of IDR. "We are forming another two teams which will include members dedicated to the specific needs of the GECF sales team."

Teams oriented towards the future

 

The transitional process had been completed by January 1, 2003. Our teams were then able to turn their attention to the future. They were fully prepared to tackle the new challenges faced by the group and to devote themselves to developing Factofrance's business and attain the objectives set for 2003.

Bruno Puech , DRH

"Factofrance has a company culture which is very strong, and similar in many respects to GE's," observes Bruno Puech. "The arrival of the GE group will naturally bring a number of changes, but it will not affect the Factofrance ethos. It is this ethos which is the cornerstone of our success." Belonging to the General Electric group also has the benefit of increasing personal career opportunities, at both a national and an international level. Bridges have already started to be built. And, as we say in our recruitment ads.: "More companies under our roof means more opportunities for you."