How do you manage?

A newly-rolled-out “Managers Behaviors Framework” aims to help mold better team leaders by clearly defining what good managers look like at Criteo and giving them practical support to get there. A chat with the Managers behaviors framework Project Leader, Hajir Prum.

Why the need for a Managers Behaviors Framework?

During exit interviews, we saw that a departing employee’s experience with his/her direct manager was one of the most frequently cited reasons for leaving. The learning: invest more in picking and preparing managers. That struck a chord and echoed similar signals we were picking up in our “Voices” engagement surveys.

How did you respond?

First, by listening. With all the People team stakeholders (Engagement, Development, Pepper, PP, PE), we reviewed what team members were saying in Voices, in the exit interviews and in our management surveys about the main attributes and strengths of good managers. From this, we developed a list of 6 core behaviors, based on Criteo’s values. We also identified best practices for each behavior, like holding regular team meetings, slack channel for the team in order to Communicate openly and Lead change.

Did the Covid crisis influence your thinking?

We went back and did more work on two behaviors that have taken on even more importance with our work-from-home environment: trust and well-being.

How do you bring the Framework to life?

Transparency is key for building a shared awareness and to show people we were listening to them, we communicated to everyone. We launched the framework and are now enriching training modules for each behavior. We are also integrating these behaviors into our talent processes. For example, in hiring, our Talent Acquisition Team will use the behaviors in recruiting and assessing candidates . Recruits might be asked, “Tell me about a time when you needed to help others adapt to change.”

How do you think the Framework will affect the organization?

It’s exciting because it ties into every aspect of the talent lifecycle: development, hiring, performance reviews, and more. For employees, it confirms what we expect from their managers. For managers, who may not always recognize the impact they have on their team, the Framework provides them with tools and support to integrate these behaviors. When that happens, there’s a multiplier effect by positively affecting each member of the manager’s team.

What’s been the feedback so far?

The number of managers who followed the digital training showed great interest for this topic. The evidence of the framework success will occur when behaviors connected to our values will to be mentioned in evaluations of managers and talent.

What does it mean to you personally?

I’m excited by the new opportunities offered by this framework. Now, even as employees we all have a shared awareness of how managers are expected to lead and motivate their teams.

Regarding the project itself, this was such great team work and we were looking forward to present it all Criteos.

So, say you’re in an exit interview a year from now. What would you hope to hear?

That my manager was a role model who motivated me and gave me opportunities to grow. That my experience with Criteo was positive. And, most importantly, that I wouldn’t mind returning!

6 Managers Behaviors:

• Communicate openly and lead change
• Encourage innovation
• Model teamwork and promote inclusion
• Engage others to grow and develop
• Lead with vision
• Align capabilities to deliver results