Making culture
a shared practice.

An employer ambition needs a path through the whole employee experience. We developed an end-to-end talent management framework organized around four connected stages: attracting people, developing them, retaining them and recognizing their contribution.

We then built a workshop for the HR team to work through the framework themselves. Guided questions and a game format pushed the discussion from broad intentions toward choices about who the bank wanted to attract, how people could grow, and what would make them proud to stay. The framework gave Société Générale Algérie a way to pursue its Best Place to Work ambition through decisions it could examine and develop.

Joining a large bank means learning its systems and finding a place within its culture. We worked on the onboarding process as a journey that would continue beyond the first day.

The welcome handbook gave new colleagues a practical introduction to Société Générale Algérie: its history, organization, values, opportunities and everyday expectations. It was one part of a wider process intended to help people understand both how the bank works and where they could contribute.

At the end of that six-month journey, we created and organized Success Days. The two-day event recognized what new colleagues had already learned and gave them space to connect that experience to the bank’s values: team spirit, responsibility, innovation and commitment.

The program made participation central. Colleagues worked through situations that called for judgment, explored how their roles contributed to the bank’s wider vision, shared stories from their first months and tested their knowledge together. Success Days turned the close of onboarding into a moment of recognition and connection across teams.

Société Générale Algérie’s annual customer satisfaction study contained information managers could act on. We designed its results reveal as a working session for more than 400 managers and senior leaders at the Sheraton Resort.

Instead of asking participants only to listen to a presentation, we built a gamified system around the findings. Teams examined data cards, discussed what the results meant for the brand, services and customer touchpoints, then proposed and voted on actions. The format helped managers engage with the evidence together and leave with clearer priorities for improving the customer experience.

Across a retail network of more than 100 branches, CPLE compliance awareness had to reach people working in different places and roles. We organized the training in a gamified format that asked participants to engage with the material.

The aim was to make an essential subject easier to discuss and remember across the network. The format gave teams a shared way to work through expectations that matter in their daily practice.

Events and workshops can create momentum, but employees also need regular ways to hear from the organization and take part in its life. We organized and supplied content for Société Générale Algérie’s internal communication channels to support that ongoing engagement.

This work connected the larger programs to a more continuous employee experience. Talent initiatives, shared priorities and organizational messages had places to live beyond the events where they were introduced.