Interview with Emmanuelle Rodriguez, Human Resources Director at LSC360

Created in late 2024 from the merger of seven engineering firms, LSC360 now has 250 employees and capitalises on each person’s expertise to offer a comprehensive, innovative approach tailored to its clients’ needs. With 20 nationalities, four generations working together and a constant desire to innovate, human resources play a central role in the group’s expansion and diversification.

What is the role of human resources in LSC360’s overall strategy?

Human resources is involved in the strategy on a daily basis. We work on fundamental issues such as attractiveness, retention, training and the development of our employees’ skills. To support LSC360’s ambitions, it is essential that we are able to offer sustainable solutions that are aligned with the company’s objectives.

We use KPIs to assess the effectiveness of our actions and structure our targets, monitoring, improvement plans, etc. We work closely with division managers and senior management to guide HR decisions with a view to overall performance.

What are the major HR challenges for LSC360 today?

The main challenge today is to find solutions to attract talent and retain employees. Our organisation brings together more than 60 different areas of expertise, and we are always looking for specific skills that we do not yet have in our portfolio – sometimes even internationally, as was recently the case when we recruited an archaeologist to expand our range of services.

Innovation has been in the company’s DNA since its creation almost 50 years ago, and it is what has enabled us to grow and still exist today. We maintain this innovative spirit: for example, a dedicated workshop has just taken place and innovation ambassadors will soon be appointed in each division.

Is this innovative spirit also a lever for attracting the new generation?

Absolutely. That’s why we’re integrating artificial intelligence into our processes. Not only because it’s essential, but also because it meets the expectations of the new generations. Generations Z and Alpha are growing up with AI, they expect to find it in their professional environment, and we must welcome them with tools that suit them.

In addition to innovation, what other areas are you working on to meet the challenges of recruitment and retention?

Beyond the salary package, which is no longer enough for Generation Z, who value relationships, and Generation Y, who seek commitment, we offer an inspiring work environment and opportunities for advancement. We have launched a specific training programme for young engineers, which is based on three pillars: technical skills, project management and soft skills. This is a 15- to 20-hour cycle designed to instil the right reflexes from the outset and accelerate skills development. For more experienced profiles, we are developing programmes that lead to senior project manager positions, with tailored support. We also encourage knowledge sharing through technical briefings and Lunch & Learn sessions. Career progression is structured around a pyramid of roles. Every employee can express their training needs throughout the year, not just during their annual review.

Work-life balance is key. Remote working is a prerequisite today. In addition, we have implemented flexible working hours, with around twenty different working time models. We are very open and attentive to our employees’ needs for flexibility: if one of them wants to work 6.5 hours a day or take Fridays off regularly, we accept that. This flexibility contributes directly to engagement and quality of life at work. We have also tested the buyback of leave, which will soon be included in our flexible working time solutions. More specifically, employees can grant themselves up to 15 additional days of leave per year in exchange for certain bonuses. This solution is very popular with Generation Z, who place great importance on personal time.

We also place a lot of emphasis on building close relationships between employees and management. At LSC360, we have a flat organisational structure, and anyone can easily grab a coffee with a director. And to strengthen team cohesion, each division has a budget to organise an annual team-building event, which can range from a barge cruise on the Moselle to a sports boot camp or a mini-trip to Portugal. The idea is to get to know each other better, in a different way than in the workplace. Once this bond has been forged, it is easier to work together. In addition, our building has been designed to encourage interaction, with coffee corners on each floor. We also have a very friendly company restaurant with an on-site chef who offers options for all diets. Not to mention our highlights such as the Summer Party and the Christmas party.

You have been awarded the ESR (Socially Responsible Company) label, which can also be an attractive factor. How does this translate into practice?

Yes, and we carry out many initiatives in this area. For example, we allow our employees to volunteer for charities during their working hours, or to donate to a charitable project by rounding up their salary through our payroll giving programme. In this context, we also implement initiatives that promote health and well-being, such as yoga or massage sessions within the company, or training sessions on topics such as public speaking or mental health.

And in terms of the environment?

We promote greener mobility through initiatives such as “car-free week”, but also through our mobility policy, which aims to reduce LSC360’s carbon footprint. This includes reimbursing public transport costs, providing carpooling vehicles with petrol or electric cards and free parking for three or more carpoolers, as well as providing electric bikes.

You mentioned soft skills earlier. How important are they in your recruitment process?

Clearly, true talent is a combination of technical skills and soft skills. Technical skills alone are not enough; interpersonal skills and mindset are essential to stand out from someone with the same technical level. This is what we value in our training and development programmes.

What also sets our recruitment process apart is that we don’t always wait for a position to open up before hiring. When we spot someone with expertise or an unusual profile that could complement our range of skills, we don’t hesitate.

Mélanie Trélat

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Article published in Neomag