In 2017, we implemented for the BPCE Group the Key Employee Moments Barometer, an original survey program that allows each institution within the group to measure employee experience at key moments in their professional journey.
Several years later, we thought it would be valuable to gather feedback on this project: how it started, how it evolved, and the specific features of the platform developed by GIDE to support it.
To explore this, we interviewed Dominique Chapuy, Head of Quality and Satisfaction at BPCE Group, as well as Matthieu, who leads the project at GIDE.
The challenge: putting employee experience on the same level as customer experience
Hello Dominique! Could you tell us how the MCC program started?
Dominique Chapuy (BPCE): The project started with the ambition to measure employee satisfaction in the same way the group already measured customer satisfaction. Our belief is that employee satisfaction is essential to delivering a good customer experience.
Since 2007, a social barometer managed by HR had already been in place to survey employees about their relationship with the company. Surveys were also conducted by the Quality Department to measure satisfaction with IT services and subsidiaries.
However, there was no real measurement of employee satisfaction related to the day-to-day practice of their job.
How did the project begin? Who was involved internally?
Dominique Chapuy (BPCE): A working group was created by the Quality Department and the HR Department. It was natural to involve the Quality teams, who had developed strong expertise in measuring customer satisfaction.
What were the main constraints or requirements?
Dominique Chapuy (BPCE): There were several challenges to consider.
First, there were concerns about publishing results. While customer satisfaction results are widely shared within the group, employee listening initiatives require a more cautious approach.
Second, launching a large survey targeting all employees at a single point in time was not the right approach.
We needed a simple system that would allow each institution to manage its own employee listening program independently: asking the right questions, to the right people, at the right moment. It also had to remain optional for institutions within the group and guarantee confidentiality.
Listening to employees at key moments in their career
Where did the idea of the “Key Employee Moments” program come from?
Dominique Chapuy (BPCE): The idea came from a program already used for customer experience called “Key Events,” where customers are surveyed after important interactions such as account opening or a change of advisor.
This program, managed by GIDE, had proven very effective. It was therefore decided to replicate the same approach for employees, resulting in the Key Employee Moments barometer.
How does the program work?
Dominique Chapuy (BPCE): Several key moments in an employee’s career are identified, such as onboarding, returning from extended leave, internal mobility or promotion to management.
For each key moment, ten core questions are defined using satisfaction or agreement scales. Results are analyzed using a Net Promoter Score (NPS)-like approach, comparing satisfied and dissatisfied respondents.
What makes the system unique is that each institution can choose which key moments to measure, create additional ones, or add specific questions.
They can also decide how frequently surveys are sent: monthly, quarterly or twice a year. Monthly surveys are generally recommended because it allows results to be compared more consistently over time.
How did the project evolve over time?
Dominique Chapuy (BPCE): Two pilot programs were first launched. In 2017 the project officially started with two institutions.
Today, out of around fifty institutions within the group, twenty actively use the program. This represents a real success.
The program is less relevant for smaller organizations because a minimum number of responses is required to ensure meaningful and anonymous results.
Autonomous users… but not alone
How do you ensure institutions can operate the system independently?
Matthieu Sautjeau (GIDE): The survey management platform was designed so that the person responsible within each institution can easily use it without technical skills.
Reference guides are also available on the platform to explain the project and how the system works.
What role do the Quality and HR departments play?
Dominique Chapuy (BPCE): Institutions are fully autonomous when it comes to managing questionnaires and accessing results through the dedicated web platform developed by GIDE.
However, the Group Quality Department provides support on survey methodology. GIDE teams are also involved when a new institution joins the program to integrate employee contact files.
The HR Department can also support institutions in choosing key moments, analyzing results and defining action plans.
Matthieu, what role does GIDE play?
Matthieu Sautjeau (GIDE): When a new institution adopts the tool, we handle the first survey invitations sent to employees after validating the contact lists.
These initial campaigns allow us to verify that everything works technically while reassuring the local project owner.
After the first wave of invitations, we organize a training session so that the responsible person becomes fully autonomous in managing future surveys.
We also provide ongoing support whenever questions arise.
A long-term success
What results have you observed?
Dominique Chapuy (BPCE): Each year, around 5,000 employees are surveyed through the program. Response rates are excellent: between 60% and 70%, which is significantly higher than other employee feedback initiatives.
How are the results used internally?
Dominique Chapuy (BPCE): Each institution receives its own reports and can take action when issues are identified.
However, results are not shared across institutions. The group only publishes average satisfaction scores for the core questions, along with minimum and maximum values so each institution can benchmark itself.
Twice a year, HR organizes experience-sharing sessions where participating institutions exchange best practices and action plans.
A smooth collaboration with GIDE
How has the collaboration with GIDE been?
Dominique Chapuy (BPCE): The collaboration has always been very positive. The teams are responsive and attentive.
The platform developed by GIDE perfectly fits our needs. It gives institutions a great deal of flexibility while maintaining a shared framework.
Automated reporting for each institution also represents significant time and cost savings.
What makes the GIDE solution unique?
Dominique Chapuy (BPCE): With GIDE we benefit from what we call “industrialized customization.”
If each institution had to develop a similar program individually with external vendors, it would be far more expensive.
Creating a standard survey for everyone is easy. Giving people a tool and letting them manage it alone is easy too. But finding the right balance between centralization and autonomy was the real challenge.
How are the reports produced?
Matthieu Sautjeau (GIDE): Reports are currently delivered in PowerPoint and Excel formats.
During generation, several validation steps ensure the integrity of the data imported from contact files. When inconsistencies are detected, we flag them so they can be corrected.
Automated programs developed by our data and development teams generate the final reports.
The system also enforces minimum response thresholds to guarantee respondent anonymity, which is critical for employee feedback surveys.
Are there plans to evolve the platform?
Dominique Chapuy (BPCE): Since its launch in 2017, the platform has continued to perform very well.
We are currently reviewing the core questions. Another potential evolution would be moving toward a dynamic reporting interface with real-time dashboards rather than static automated reports.
