Interview
The exclusive pursuit of profit has shown its limits.
Some companies work towards larger goals and assume their responsibilities in the emergence of a better world.
With the health crisis, the personal and professional expectations of employees have evolved, bringing companies into a new era.
That of authenticity and transparency in order to seduce candidates now in search of meaning at work.
Meeting with Kinkani Rodrigues, Founding Partner of MOSI Consulting, to discuss this subject.
1) Covid-19 has somewhat changed the way organizations operate, how did MOSI Consulting weather this crisis?
The arrival of covid has disrupted the activity of many companies.
For our part, we were immediately able to test our resilience and our flexibility.
It took a lot of communication as a team and with our customers to maintain a climate of trust during this particular period.
The reduction of events in physics has offered time, to everyone.
We have used this time to refocus on ourselves and on the role we would like the company to play in its ecosystem.
It was in 2020 that RK Solutions (former name) became MOSI Consulting.
We have devoted a lot of energy to thinking about and imagining the future of the company, giving pride of place to people and talent.
Our ambition has always been to favor controlled development thanks to a more human and more qualitative approach in order to bring serenity to our customers.
“We have devoted a lot of energy to thinking about and imagining the future of the company, giving pride of place to people and talent.”
“We have devoted a lot of energy to thinking about and imagining the future of the company, giving pride of place to people and talent.”
“The pandemic has been a real catalyst for change. The pyramid is inverted.“
2) According to several studies, the majority of companies in Europe struggle to recruit new employees. We are currently talking about a talent shortage, what is your point of view on the situation?
The pandemic has been a real catalyst for change. The pyramid is inverted.
The expectations of employees are new and it is now important to break with the management methods resulting from Taylorism and Fordism, to offer more meaning.
Today, it’s up to companies to do everything to stand out, identify talent and convince them.
However, even if the roles have been reversed, this does not mean that only the candidates have expectations and that the requirements should be lowered. It’s quite the opposite.
Although it is of course still essential to recruit talent from outside to grow the teams, many recruitments can also be done via internal mobility and this is an aspect that is often underestimated.
This is undoubtedly one of the most important points to integrate and apply because recruiting effectively has always been a challenge.
“The pandemic has been a real catalyst for change. The pyramid is inverted.“
3)You are in a very competitive market and most consulting firms are now positioning themselves on well-being at work, sometimes in an opportunistic way. How do you stand out from this competition?
The quality of life at work remains complex to assess from one company to another because it is often a matter of case by case. Personally, I don’t know of any company that is perfect.
In addition, each employee has his own personality and possible personal constraints, which if not taken into account will weigh on his mental and physical health.
As far as we are concerned, our priority is to clearly identify the desires of the candidate or employee in order to offer them positions in line with their deep aspirations, then to co-construct the stages of development, through training for example, which will offer them the better prospects over time.
We have also implemented a salary policy that supports the company’s strategy and helps to attract and retain talent and facilitate their internal mobility.
Within our firm, the remuneration consists of a fixed part often higher than what is practiced on our market and a variable part which includes, individual and collective bonuses.
“Personally, I don’t know of any company that is perfect.”
“Personally, I don’t know of any company that is perfect.”
“At MOSI Consulting, we start from the observation that each employee is unique, and that what may motivate one may have no effect on the other.“
4) Your human-centric approach seems to be human-centric from a recruiting perspective as well. Tell us how you operate.
The pyramid of needs or Maslow’s pyramid is very indicative.
In this hierarchy of human needs, well-being at work responds to three levels of this pyramid: the need for security, belonging and self-esteem.
Seen from this angle, the impact of well-being at work for the employee is quite simply considerable.
At MOSI Consulting, we start from the observation that each employee is unique, and that what may motivate one may have no effect on the other.
One employee may need more security while another is looking for personal fulfillment.
Moreover, whatever the level of experience, we attach great importance to the integration process and ensure that the employee experience is optimal to promote commitment.
“At MOSI Consulting, we start from the observation that each employee is unique, and that what may motivate one may have no effect on the other.“
5) Any final words?
It is important to remember that a company is above all an organized group of women and men who agree to act for a common goal.
Moreover, it is to companies that we devote the majority of our time and it is clear that they are an important lever of action in our lives, whether we are employees, business leaders, citizens or consumers.
The meaning, which everyone could find in religion, political or associative commitment before, now invites itself into the company.
The quality of life at work is therefore everyone’s business, and beyond individual well-being, it is also the collective well-being of a group.
This guideline should lead us to work on company culture overall, monitor the commitment of employees, and remain vigilant to find the right balance between personal life and professional life, because it will be more and more difficult to develop financial wealth without human wealth.
To consult the article on Dogfinance click on the following link: “L’entreprise au service de l’humain”
“The quality of life at work is therefore everyone’s business, and beyond individual well-being, it is also the collective well-being of a group.“
“The quality of life at work is therefore everyone’s business, and beyond individual well-being, it is also the collective well-being of a group.“
