What is your workplace well-being policy?

In early 2016, we launched a collective ambition to develop performance and well-being through the use of co-building action plans with all managers and by involving voluntary employees. With regards to well-being, the approach aims to create the conditions for professional development and release energies at the service of collective dynamics.

In what context do you set up Random Lunch?

By meeting with all our employees at the end of 2016 through several half-days of sharing, we identified all the problems within our structure. Among these problems, there was the fact that too many silos were formed, people did not know each other well enough and they could not take the time to do so. To solve this we started a work circle with 6 members of staff. Among the recommendations of this "break the silos" circle was the idea of organizing regular lunches for which volunteer participants are chosen at random. It is in this context that we have been interested in Random Lunch, an easy solution for employees to use and an accompanying management tool in the organization of lunches.

What goals does Random Lunch meet in your company?

Through the lunches the objectives are:

to nourish team spirit
to enable staff to get to know each other better
to encourage cooperation (stimulate collective intelligence)
to promote the integration of new staff
to develop conviviality

How did you communicate and contextualize Random Lunch with your employees during its launch?

As the setting up of Random Lunch was the realization of a recommendation made by a group of colleagues, this was clearly communicated at the time of the launch. Communication was made by the HR teams to present the operation and modalities. The program was launched for our employees of the Ecully site (200 people).

What were the key success factors?

Prior to its implementation, the principle of Random Lunch was presented to all managers to encourage them to take part in lunches and to promote their team. We then decided to test the solution for 3 months with our employees to find out if it met their expectations. After this test phase, we launched a questionnaire with all participants to collect their feedback and have them vote on the extension of Random Lunch for one year. Following the positive feedback, a campaign was relaunched by the HRD to increase the number of registered users and in this context, testimonials from users of the company were relayed.

How was the concept received by the employees?

The reception was good. Today we have about 120 people who are connected to the base. It is recognized for its ease of access and connection to the platform.

What results have been observed?

Several results have been reported:

wider networks
experience sharing
business discovery
reinforcement of conviviality
less silos
identification of synergies between services

What feedback did you receive from your employees?

"As I was still "new" in the group, it allowed me to meet colleagues, to know more about everyone's trade, and know more about the different courses within GSF. It was very useful for me to know more about the operation of the various services. "Random Lunch is a great concept, it allows you to meet new colleagues, expand your network, share your experiences and discover new professions."

"I find the basic idea very interesting: it "pushes" you to meet other employees outside your usual circle.. "I enjoyed being able to discover or rediscover people by discussing a wide variety of subjects, both professional and personal, with people from different departments and interacting in a totally natural and disconnected way. It even made it possible to identify synergies between two services."

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