Business FAQs

The Problem:

Everything moves fast today in business and for people in their professional and personal lives. However, employees and companies do not move at the same speed: the needs of companies are often pressing.

These repetitive and rapid changes in management and structures, outsourcing, lead to loss of benchmarks for employees and the needs of companies being pressing, anticipating these needs is not easy. internationalization and offshoring: companies always manage the short term and immediate profitability, taking into account the medium term (3 years) is not relevant because nobody knows what it will be. Companies train according to their immediate needs and seek specialists, which is contrary to the generalist culture that our education system offers us. This loss of general culture causes employees to lose their “employability” and their ability to bounce back.

Group’3C’s response:

Group’3C, going beyond the classic too static “career review”, has developed the career strategy review to on the one hand allow an executive or manager to professionally conduct a real reflection on what he is, his motivations, its know-how, and on the other hand to build a project taking into account this reflection which is turned towards the future.

The Problem:

Everyone talks about a skills assessment or a career assessment. What is it about ? Make a static photo of the career and personality of a company executive or, from personal work on what he is, what motivates him, what he really knows how to do, allow this framework to reflect on the direction he wants to give to his professional career and to build a real action plan.

The second orientation, which is more dynamic and oriented towards the future, interests you, but does it not require mastery of a real method?

Group’3C’s response:

The method used by Group’3C is extremely pragmatic. It was conceived and is practiced by consultants who have all managed companies operationally for several years during which they lived, decided, animated and accompanied their changes. to professionally conduct a real reflection on what it is, its motivations, its know-how to build a project that is turned towards the future.

This work of reflection is carried out at 3 levels:

• The study of the personality which is analyzed by means of 3 techniques (interviews, behavioral tests, graphological analysis) which will be crossed with the objective of determining the qualities or strengths, the handicaps to overcome or points to improve.
• / li>
• The search for deep motivations (what we like to do, what are our values, how would we like to organize our time, what do we appreciate in others, what were the strong versus weak moments , career and why) to determine the drivers of the future project.
• The determination of real know-how from a very thorough analysis of the professional career through the successes that compose it and a 360 °.

At the end of this phase, which is much more than a simple career review, it is a question of repositioning the framework and having defined with him a dynamic and credible project. This project will either serve to orient oneself within the company if opportunities exist, or to bounce back outside the company.

The Problem:

Everything moves fast today in business and for people in their professional and personal lives. However, employees and companies do not move at the same speed: the needs of companies are often pressing.

These repetitive and rapid changes in management and structures, outsourcing, lead to loss of benchmarks for employees and business needs being pressing, anticipating these needs is not easy.

The territory of companies is growing with internationalization and relocations: companies still manage the short term and immediate profitability, taking into account the medium term (3 years) is not relevant because no one knows what it will be. Companies train according to their immediate needs and seek specialists, which is contrary to the generalist culture that our education system offers us. This loss of general culture causes employees to lose their “employability” and their ability to bounce back.

Employees can be placed in positions without the required preparation, without knowing the “client”, the field, the people and without ensuring that they have fully understood the challenges of their new role. These situations, in addition to the fact that they generate particularly unnecessary stress, are a source of loss of value for the employee and the company.

Group’3C’s response:

Group’3c, going beyond the classic too static “career review”, has developed “the career strategy review” to firstly allow a manager or manager to professionally conduct a real reflection on what it is. , its motivations, its know-how, and on the other hand to build a project taking into account this reflection which is turned towards the future.

In 20 years of practice, Group’3c has helped many executives to reposition themselves:

• Most of them continued their careers in their companies, their career audit having made it possible to rediscover hitherto ignored or untapped potential.
• For others, the solution was found outside the company because the senior executive’s project was not part of his problem.

The Problem:

Everything moves fast today in business and for people in their professional and personal lives. But, employees and companies do not go at the same speed: the needs of companies are often pressing.These repetitive and rapid changes in management and structures, outsourcing, lead to loss of benchmarks for employees and the needs of companies are pressing. , anticipating these needs is not easy.

Employees can be placed in positions without the required preparation, without knowledge of the “client”, the field, the men. We no longer trust their full heads without making sure that it is well done: they take initiatives without a net. Time is a scarce commodity, we do not give time to “fallow”: there is no more time to “settle down”, we can no longer recharge our batteries, we work all the time, in transport , trains, planes, laptops … We no longer have time to recharge our batteries to reflect on your career development.

Group’3c’s response:

Group’3c, going beyond the classic too static “career review”, has developed the career strategy review to firstly allow an executive or manager to professionally carry out a real reflection on what he is, his motivations, its know-how, and on the other hand to build a project taking into account this reflection which is turned towards the future.

In 20 years of practice, Group’3c has helped many executives to reposition themselves:

• Most of them continued their careers in their companies, their career strategy review having made it possible to rediscover hitherto ignored or untapped potential.

• For others, the solution was found outside the company (Outplacement) because the framework project was not part of its problem.

The Problem:

If separating from an employee is part of the life of a company, providing for their support is a way of managing this situation and transforming it into a change that ultimately is “win, win”.

When a company has to separate from an employee, it must do so in a responsible and operational manner and its concern is twofold:

• allow the employee to take charge of his future and take advantage of this separation to lead a real reflection on what he is, what he wants, on his personality, his motivations, his know-how, in order to bounce back to the best of their interests and personal goals.

• manage the future and in particular its relationship and its image with the employees who remain in the company and who, whatever the reasons for the employee’s departure, observe the way in which the separation is managed, particularly in terms of accompaniment.

Group’3C’s response:

Managing a departure well is a major issue for your company: for Group’3C, your employee is first and foremost a person who must be individually supported to carry out this phase of reflection, then helped in determining the positions to which they can apply, and finally effectively supported during the search period and, once a new position has been found, during its trial period.

The employees who remain in your company will keep in touch with the one who has left. They will ask him how his outplacement is going, if he is happy with the chosen firm. This is the opportunity to show that, at a difficult time, your company has taken into account the human dimension of its economic choices.

Choosing Group’3C as a partner to carry out an outplacement guarantees that a high-quality service will be provided in a human-sized setting where attentive and personalized listening are carried out together with a very professional and efficient approach, based on a perfect knowledge of the company at all levels and the implementation of a method proven for more than 20 years to the satisfaction of more than 1000 people.

The Problem:

The method used to carry out an outplacement is essential because it is on it and above all on the way in which it will be used that the success will largely depend: a repositioning that corresponds well to the personality, the motivations and the knowledge- make the framework from which your business separates.

In addition, it is important for the company that this executive reposition itself quickly: this will show those who are still in the company that it made a good choice and gave good advice to the executive from which it separated. This is a good illustration of the human politics of the company.

Group’3C’s response:

The method used by Group’3C is extremely pragmatic. It is based on the marketing and commercial techniques used by companies and was built by the firm’s consultants who all have operationally managed companies for several years during which they have lived, decided, animated and accompanied their changes. To date and for nearly 20 years, more than 1000 executives and managers have used this method successfully, saving several months in their job search or repositioning.

The Group’3C approach is built on two pragmatic observations:

Looking for a job is exactly the same as selling a product, except that the job seeker is both the seller and the product to be “bought” by a future employer.

Selling is not an easy process: to be successful, you have to be professional and use proven marketing and sales techniques.

The concept developed by Group’3c: Finding a job means selling yourself, professionally!

There are 3 methodological phases:

Phase 1: define without concession “the product” that we are going to sell, just as we define a product sheet

What is his personality?

What are his motives ?

What is its real and proven know-how?

At the end of this phase, which is much more than a simple career review, it is a question of having defined a credible dynamic project that will be “salable” and the potential targets that can be “canvassed”.

Phase 2: learn to sell and market

Companies spend astronomical sums on training so that their salespeople are always more efficient and efficient.

Why would an individual who wants to face one of the most difficult to access markets, the labor market, innately know how to sell himself and how to approach this market?

Knowing how to introduce themselves and answer recruiters’ questions, knowing how to respond to announcements, knowing how to initiate, build and develop a relational network, these are the fundamentals that Group’3C enables those who are on an outplacement to acquire in order to effectively seek their future job.

Phase 3: coaching the seller

Selling is an extremely difficult process: you have to find prospects, get appointments, argue, convince, perpetuate the relationship … It is akin to a real marathon during which you have to stay focused on your goal, maintain morale despite the difficulties, questioning yourself if the results are not convincing.

Throughout the job search period, the Group’3C consultant provides real individual coaching until the result is obtained. After integration into the new company, coaching is also undertaken throughout the trial period to help “good engraftment”.

The Problem:

It is very difficult to find a job and it is more reassuring to announce to the executive from whom one is separating that the chosen firm will provide him with several jobs after preparation.

Group’3c’s response:

The objective of outplacement is to prepare an executive to face the job market by making them aware of their strengths, their disabilities, their motivations and their know-how.

Once this work is done, the consultant will help the manager to determine the desired position, the targets he will have to attack, then will train him to respond correctly to announcements, to conduct interviews, to develop his network.

Finally, throughout the campaign and until obtaining a job, the consultant will coach the manager so that his campaign is as effective and as short as possible.

Once integrated into his new company, the consultant will carefully follow the integration so that the transplant takes place. Throughout the duration of the outplacement, the consultant has an obligation of means and not of result: it is the executive who will find his future job and not the consultant who finds it in his place. Bringing a job onto a set would be a very disservice to the executive because, not having made an effort to get it, he would not be encouraged to keep it or to invest in it.

The Problem:

Some companies, for example, during a social plan wish to offer outplacement to several of their employees from whom they want to separate. They are faced with a cost problem and are therefore considering lean formulas.

Group’3C’s response:

The outplacement of an executive is necessarily a personalized service.

Through individual work, it is a matter of allowing an executive to fully understand his personality, to know his strengths and handicaps, to have taken stock of his motivations, to have identified his know-how by bringing proof of his professional qualities in order to lead to the definition of a specific professional project and to the identification of targets to implement it; then, throughout the job search, outplacement allows the executive to be monitored and coached in order to overcome the difficulties inherent in their targets, the desired job.

Group’3C is however well aware of the financial problem posed for a company by the implementation of a social plan involving the departure of several executives. Even if the company wishes to provide serious and therefore individual support to the employees from whom it is separating, the cost makes it hesitate.

This is why Group’3C has designed an adapted product responding to this problem: personalized collective support

Personalized collective support consists of:

• on the one hand to lead during collective sessions a group of executives in search of employment to make them know the tools necessary for the search for a job and to teach them the techniques to use so that their search for employment is efficient,

• on the other hand to receive during an individual session each executive of the group to analyze his personality, his motivations, his know-how by the in-depth examination of his professional career, in order to arrive at the design of all the tools presented in group session,
• finally, individual monitoring of the job search is punctuated by monthly collective meetings.

So everything that can be done in common is shared, which reduces costs, and each employee is nevertheless monitored individually with the same concern for quality.

The Problem:

The method used to carry out an outplacement or a career audit is essential because it is on it and above all on the way in which it will be used that success will largely depend: a repositioning that corresponds well to the personality, to the motivations and know-how of the executive from which your company is separating.

Group’3C’s response:

The 7 differentiating points of the Group’3C method are as follows:

Rigorous use of marketing principles and sales techniques which have been proven in companies:

• full definition of “the product for sale”: personality, motivations, professional abilities
• training in the techniques necessary to conquer the “target market
• implementation of a “sales campaign” internally (Career audit) or externally (Outplacement)

Identification and in-depth analysis of professional successes to turn them into real “selling points”

Development of a complete, personalized and professional file : prospecting sheet, presentation, targeted answers to trick questions

Control of the preparation before launching the prospecting campaign: simulation with several consultants

Initiation and development of the relational network

Personalized monitoring of the campaign: preparation and critical analysis of meetings, development of unsolicited applications, responses to announcements.

Coaching for successful integration

The Problem:

There are now more than 1,000 tests to identify personality and study behavior and it is interesting to know what Group’3C consultants rely on to help repositioning executives get to know themselves better. Especially since some tests are particularly used by companies and recruiters.

Group’3C’s response:

Group’3C has developed a pragmatic and original method to support executives and managers who need to reposition themselves in their company (career strategy review) or outside their company (outplacement). The analysis of one’s personality is one of the axes on which the method developed by Group’3C is based to define the professional project.

The practice of the tests is part with the graphological analysis and the conduct of interviews of the 3 techniques of personality analysis which will be crossed with the objective of determining the qualities or strengths, the handicaps to be overcome or the points to be improved. Group’3C has selected 6 tests (including SOSIE, MBTI and DISC) for this purpose.

The Problem:

Before making a decision, it is normal to want to take references and know the results of the firm you want to choose. After all, the company will invest in a firm, its image is at stake, its collaborators would criticize it for choosing a firm that does not have serious references.

Group’3C’s response:

Group’3C has been working with businesses and individuals for 20 years: see references.

The Problem:

You are consulting or going to consult several firms, which is normal because you are about to make an investment and you want it to pay off at best.

Group’3C’s response:

7 differentiating criteria of Group’3C

A firm on a human scale composed of business specialists from various sectors of the economy (industry and services), having exercised different functions (general management, sales, legal, human and financial resources) within French and international groups.

A rigorous proprietary methodology , which has proven itself successfully for more than 20 years with a population of more than 1000 executives and managers.

An individual approach carried out in the utmost confidentiality in order to take the measure of each customer’s request and provide a tailor-made solution.

A willingness to respond to all requests, whether they are companies or individuals, whether they are on or off the job. A training organization accreditation.

Complete support for our clients : they are followed until they have found a situation in line with their aspirations and have the possibility of coming back to consult us each time they find themselves in a situation uncertainty or transition.

A provision of our various networks and partners to support our clients in : the return to employment, the creation of a business with fundraising at a European or global level, the takeover of business, expatriation or seeking French or foreign capital.

Customized pricing according to each request.

The Problem:

Today in the company 4 generations live together, must learn to work together and share different values, having very different backgrounds, with different expectations. Which leads to mismatches.

• 60 to 65: Experienced the end of the war, the shortage (there were power cards until 1950, housing shortage until 1955). We had to make efforts and rebuild

• 48 to 58 years old: Have known the 30’s, ease, expansion and are used to enjoying and consuming. For them the 5% growth was normal; they bought their home with credit paid for by inflation.

• 30 to 45 years old: Have suffered disappointments, difficulties in finding a first job, rising unemployment, the first major restructuring. They were the first to know about expensive credit.
• 20 to 30 years old: Live in the present moment, nothing surprises them anymore, they are nomads, eager to take time for them.

The departure or elimination of seniors was thought to be a good way to reduce unemployment, to lower costs, and found a favorable echo with grandpa boomers happy to continue to benefit from the system and to be able to consume leisure time. In fact, their departures contributed to the loss of benchmarks and deprived the company of their experience acquired in the field, of their knowledge of the workings of the company, of a good ability to put things into perspective.

Group’3C’s response:

Group’3C, going beyond the classic too static “career review”, has developed the career strategy review to on the one hand allow an executive or manager to professionally conduct a real reflection on what he is, his motivations, its know-how, and on the other hand to build a project taking into account this reflection which is turned towards the future. In 20 years of practice, Group’3C has helped many senior executives to reposition themselves:

• The majority ended their careers in their company, the career audit having made it possible to rediscover hitherto unknown or untapped potential.

• For others, the solution was found outside the company (outplacement) because the senior executive’s project was not part of his problem.

The Problem:

Today in the company 4 generations live together and must learn to work together having a very different experience, with different expectations. Which leads to mismatches.

• 60 to 65: Experienced the end of the war, the shortage (there were power cards until 1950, housing shortage until 1955). We had to make efforts and rebuild

• 48 to 58 years old: Have known the 30’s, ease, expansion and are used to enjoying and consuming. For them the 5% growth was normal; they bought their home with credit paid for by inflation.

• 30 to 45 years old: Have suffered disappointments, difficulties in finding a first job, rising unemployment, the first major restructuring. They were the first to know about expensive credit.

• 20 to 30 years old: Live in the present moment, nothing surprises them anymore, they are nomads, eager to take time for them.

Everything is moving quickly today in the company and for its employees in their professional and personal life.These repetitive and rapid changes in management and structures, outsourcing, lead to loss of benchmarks for employees, anticipating these needs is not not easy.

Young people can be put into positions without the required preparation, without knowledge of the “client”, of the field, of the men.

Group’3C’s response:

Group’3c, going beyond the classic too static “career review”, has developed the career strategy review to firstly allow an executive or manager to professionally carry out a real reflection on what he is, his motivations, its know-how, and on the other hand to build a project taking into account this reflection which is turned towards the future.

The Problem:

Recruiting is a major act for a company: it is a real long-term investment. Many recruitments are disappointing because very often we have sought to fill a position taking into account only the technical aspects.

The human aspects, essential in the social body that is a company, have not been understood or not enough: the newcomer must integrate into the culture of the company and the other employees with whom he will have to work. , that he brings added value to the team through his behavior and skills.

Group’3C’s response:

The consultants of the Group’3C firm have all operationally managed companies for several years during which they lived, decided, led and supported their changes. From their experience, they have gained the certainty that it is the value of men, their human qualities, that make the difference, especially in difficult times.

When Group’3C is entrusted with a recruitment mission, it will first endeavor to understand what the company for which the mission is carried out is: what are its values, its organization, its objectives, its style of management, its environment? Then comes a precise analysis of the position to be filled and the profile sought which, once validated, will be used to establish the recruitment file.

During the selection, for each candidate received by the consultant, a technical and behavioral assessment will be established based on two or three interviews of at least 1 hour each, a series of behavioral tests (MBTI, DISC ,.): it is necessary It is about knowing if the candidate, regardless of his technical capacities, will integrate easily and bring added value to the company.

During the final selection by the company, the consultant provides assistance and advice to the decision-maker, as well as to the candidate. Throughout the trial period, he accompanies the new hire with light coaching so that the onboarding goes smoothly, relaying with the company if necessary.

The Problem:

Choosing a manager from a group of potential internal candidates is an extremely difficult task: Each candidate has qualities, but also handicaps and it is rare that a single one has all the assets required to succeed in the new position. It is then difficult to keep a cool head and stick to an objective reflection and choice.

Group’3C’s response:

Group’3C consultants have operated businesses for several years during which they have lived, decided, led and supported their changes. From their experience, they learned two lessons:

• it is the value of men, their human qualities, that makes the difference in difficult times

• the company needs specific skills depending on the situations in which it finds itself. For example: such a very competent manager in a period of restructuring, will not be the man for the job to revitalize and develop an activity; such a department head, a good manager of a team made up mainly of seniors, will lose his bearings if the team is rejuvenated; etc.

Group’3C has developed a pragmatic method based on behavioral analysis to help with the choice of a manager, to build a coherent team according to the objectives defined by the company. The advantage of this method is that it leaves no room for subjective arguments for one candidate or another: it allows, faced with a defined situation, to propose an objective choice based on the analysis of the skills and behavior of each candidate.

The Problem:

It is common for an executive or manager to need support to better manage a delicate or unusual problem that he encounters in the exercise of his responsibilities and which may weaken him. Talking with his supervisor or with colleagues is not always the solution because on the one hand they may be involved in the problem and on the other hand it can hinder the manager from leaving a trace of his difficulty in overcome a problem alone. The company is then led to suggest that this executive take on an external coach for a limited period to help him.

Group’3C’s response:

The consultants of Group’3C have all operationally managed companies for several years during which they lived, decided, led and supported their changes. This experience can be transfused.

For Group’3C, coaching an executive or a manager consists first of all in taking the time to take stock in order to clearly identify their skills and development points, to identify their professional capacities in order to build an action plan in depending on the problem to be overcome.

The consultant’s role is then to act as a mirror in order – by constantly replacing the framework in relation to its action plan – to follow its progress, to overcome the difficulties, to identify the keys to success to ultimately achieve the assigned objective.

Being coached by a Group’3C consultant allows you to benefit from your operational experience to deal with the problem to be overcome and, through a very pragmatic methodology, rediscover in yourself the capacities to successfully carry out your action plan.

The Problem:

The services offered by consultants are always considered expensive because for the company it is an expense and it is normal for it to seek to optimize it.

Group’3C’s response:

We can consider that resorting to a consultant is rather choosing to make an investment: the competence and the quality of the service must remain the first criteria before the price: it is better for the company to abstain, rather than to opt for a service of average quality without real return on investment.

Group’3C has chosen to be a firm on a human scale, to practice a quality approach, a pledge of seriousness and sustainability, to limit the number of missions carried out by its consultants to around fifteen per year so that they can do so. fully devote.

His project is to make a positive, human and effective contribution to the issues raised by the management of human capital in companies. Its consultants, all former business executives, have made a personal life choice by investing in this activity.

Group’3C therefore does not follow an ostentatious policy and manages its costs extremely tightly while ensuring a complete quality service in order to offer its customers an adapted and competitive pricing that gives them satisfaction by meeting their objectives.