“I would say “practical“.
I could almost say “indispensable“. We wouldn’t want to do without it because it has helped us to support our HR policy and today it is a central tool for us. I think it really belongs in the management tools of companies.
“Innovative“. There is a start-up spirit behind it. We feel that there is a desire to continue to evolve and to create exchange and sharing.
“DAP has evolved very quickly. It is not always easy to manage many people with different needs and who are spread on different offices. eBloom is a central tool for us. It federates people together among a common tool. We collect relevant opinions anonymously and understand things that we would never have realized without. Things that are real, not just based on perceptions or interpretations. eBloom serves as a basis for generating rich discussions and taking concrete actions. Every week, we are happy to see the results. Plus, the dashboard is really well done! You don’t have to be an HR expert to master the tool, it’s really easy-to-use. And it’s very reasonable in terms of price. Since we tried it, we are convinced!”
“DAP has evolved very quickly, very strongly.
We have hired quite a few people, but there has also been departures, etc. It was difficult to track all HR movements and centralize all information.
And we felt that sometimes there were some frustrations in some offices which were not present in others and it was difficult for us to get the general opinion of the group and to see if HR projects were percolating well in each of the 10 offices.”
“This tool allowed us to centralize this information and to ask anonymously questions about many HR issues. Before, we only had a small team by small team point of view.
The advantage we have to detect problems or on the contrary things that are going very well, anonymously, by small teams, without having to launch huge projects every week, where it feels like we’re mobilizing 80 people.
This is done very quickly, very easily. It covers a whole series of concepts and subjects that we think less about when we do individual interviews or team meetings. So it helps a lot to probe some things that we don’t really have feedback on.
And then the fact that we all do the same job, but in different offices, in different regions, but that there are things that are not at all perceived in the same way. And thus to realize that each team has its own needs and each manager has his own way of supporting them. To have this opinion in the different teams that can be very different from one place to another. But at least we know it’s important to work on it, even if not on a group-wide basis.
There are some who are very autonomous and who do not especially need a daily or weekly contact with their manager. And I believe that this tool creates a link. It is important in a company where there are many projects and where people move around a lot.
“In the beginning, we maybe wanted to overload it a bit. We were like: “Here, it’s easy, we’ll ask a lot of questions in all areas”.
Afterwards, we slowed down a bit, because we saw that we were running out of steam and above all, we had a gigantic amount of data but we didn’t always know how to work with it.
So now we send 3 questions once a week. Before, we were on 2 questions, three times a week then twice a week. And now we’re even trying to think about making themes by periods in order to really dig into a subject that seems important to us.
And now, in relation to the data we’ve already collected, the subjects that we want to explore a bit more.”
“People got used to it and take time to answer sincerely.
We really ask them to use the flags, comments,… to make it more relevant and to make better use of the data.
In general, it was positively received by all the teams.”
And that really allowed us to exchange with the teams compared to everything that had already been asked and where they felt that either it was policing, or it was just questions in the air, but that didn’t really matter for the management level.
Then they saw that there was real work done behind it, that we were working together on these reports, and that we were trying to optimise the results or what came out of them.
Discussing with them made them more aware of how to use the tool. And since then we’ve seen a renewed interest.”
“There are several strengths.
I think the first is the fact that this is anonymous and therefore people may answer more easily than when they are interviewed or in a team meeting, or if you ask a question by mail and see that everyone is in copy.
We cover many more topics thanks to the proposed library. There are many questions that we had never addressed during interviews. So it’s very diverse.
It gives us an easy overview of the major trends. It’s clear for everyone, we can include them in the reports. It is very easy to use.
Now we’re learning how to use the Collaborative Area which will also allow us to work in a way to conduct a survey where each manager will be able to direct more things within his teams.
So it’s a diverse and easy-to-use tool, which allows to collect relevant opinions anonymously.
At the management level, it is quite easy to work on thanks to the dashboard.”
“The data collection when we see over a year’s time, everything we were able to collect and sweep up, the topics that have been discussed, …
Between the trend we want to promote and the corporate culture we want to create, it allows us to see where we stand. There are specific themes that are addressed through the tool that allow us to have an observation that we don’t always expect. But in our case, it is rather positive.
We see that there is a real adhesion and a sharing of values and a desire to continue to work on the corporate culture which is ours. So it was a good surprise for us.
There are phases that are a little more anxiety-provoking but it’s good to know that. But on the one hand, we are positively surprised by the fact that what we put in place within the company is appreciated. And on the other hand, there are still anxieties or messages that are disclosed through the tool and it’s a bit like a lantern lighting up and indicating that sometimes you have to be careful and therefore offer a more caring environment and take the happiness of employees into account to try to mitigate the most negative aspects. But at least there is a space for discussion that is open and positive feedback related to what we put in place on a daily basis. There are sometimes remarks that are very scathing or comments where the fact that the smileys are very explicit, we’re like: “There’s red, what’s going on, it’s not good”. Immediately, we want to take the problem head-on. We discuss it, we dig a little. Sometimes you realize that it’s anecdotal. Sometimes we realize that there is a real problem. We quickly have a cry of alarm and we can try to act right away.
On the major trends in a more general way, we enjoy seeing that there is continuity through time and that we are always more or less in the same scores.
We can focus the discussion in a more specific way, by saying that it is an area that is appreciated within the company. We can see how to strengthen it even more, since it matters to them and that they generally respond positively.”
“There are these reports and exchanges, where there are many discussions that come out. It immediately helps to mitigate some things or to better understand certain projects. These exchanges that we can have with the feedback that we can do based on the opinions.
The fact that they see that it is taken into account but anonymously, that it is a group project and there is no one who is going to be targeted or pointed at. We are conscientious and we want to get the most out of the investment they made by sharing their opinion.
Afterwards, there are certain observations, such as the balance of food, private and professional life where we try to make adjustments.
Typically, we realized that we had a tendency to eat a lot of junk all the time, and everyone was bringing in a lot of food. That’s why one day, people brought fruit because we realised that there were questions that revolved around food. And so we ordered healthy snacks that we get delivered once a month. And suddenly, there is less sugar and junk food consumption. It allowed us to take an action that is appreciated internally and with which we can act on the health of our collaborators in a way.
There are small projects, small “quick wins” that we manage to implement based on the observations and discussions. And so it allows us to see once again that the tool serves as a basis for creating exchanges and therefore to take concrete actions.”
“It’s always been very fluid, very dynamic, it’s human. It works well.
We can really talk about the development of the tool, what we would like, how it could be better presented or adapted in terms of the duration of the questions, the availability, the ease with which we can connect, the reports that we can get from it, what we can do with this data, …
There are really a lot of questions that are swept up with the eBloom team but also with other companies that use it and that aren’t in our sector at all. And to realise that we face the same challenges.
So there’s nothing negative to say, it is positive, very good exchanges.”
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