TA of the future: Embracing change and driving transformation

The passion we share to solve even the most complex challenges is, without a doubt, what unites us all at Criteo. And who could embody this better than Hind Charpentier? Since she became Head of Talent and Learning, Hind and her team have striven to revamp Criteo's entire learning catalogue and rethink career development opportunities. As we are shifting to a data-assisted and skill-based approach, Hind uncovers the challenges of driving such necessary change across a global organization like Criteo.

What can you tell us about your journey as Head of Talent and Learning?  

Even after a year and a half into the role, I’m still exploring the depth of it. Transitioning from a generalist role as a People Business Partner (PBP) that I have held for the last 20 years to a highly specialized one was not easy, but I loved the challenge. I took this role with a clear transformation roadmap in mind, helping the organization gain efficiency and evolve toward a skill-based approach for talent management. My team and I had to assess, revamp, and transform many things related to our talent processes. We have begun changing the entire philosophy behind our talent, learning, and management approaches.  

What does this transformation entail? 

It’s a real shift! It’s first about redefining our performance management methods. We’ve been optimizing how we carry performance reviews, talent reviews, and career conversations, but also updating our career framework, which is the foundation for everything we do. I see my team as a center of expertise, connecting people and business needs.  

Why shift to a skill-based approach? 

Our ambition to grow as a skill-based organization came from the realization that we don’t use skills the way we should right now at Criteo. We know that in many areas of our business, career opportunities are one main reason why people leave, which is quite contradictory to the number of open positions filled internally. We do have a visibility problem. So, our goal is to give people a clear career framework by mapping and identifying skills by role is crucial to serve that purpose. This will also allow us to have a better view of our internal resources and identify potential gaps.  

On the learning side, our past learning catalogue was too diverse, and one could easily get lost. Now, we’ve emphasized the importance of simplifying by identifying the core needs of the business, the organization, and the upskilling needs for each role. We have some positions in our Career Framework that no longer make sense, and we need to make them evolve into something more in line with what is needed in the future. We’ve truly tailored our approach to be more thorough and relevant when offering career and learning opportunities. With the right mapping, focusing on skills may create more career opportunities, increase visibility, and leave bias behind.  

How do you measure success in this new approach? 

By using data more. We now have a data analyst in the team, which makes a huge difference in setting KPIs and assessing the impact of our learning programs. It wasn’t necessarily the case all the time. Now, before each new program is considered, we first ask ourselves about the added value to the business. It is key to keep the connection between business and people. When I was first approached for this role, I was surprised because I was not a talent and learning expert given my former experience as a People Business Partner. Now I get it! I’m here to bridge these two worlds and make them work together more efficiently. 

You were talking about career development. What is the landscape of employee retention today in a company like Criteo? 

First, it’s important to stress that we often think that a high turnover is a problem, but a very low turnover is not necessarily always a good thing. It’s always a question of balance. With that in mind, employee retention today is a multifaceted challenge. The new generation doesn’t have the same expectations, nor the same patience to move up the corporate ladder. Our job there is to educate and balance expectations. We held a career webinar recently, and it was a big success. We need to be more transparent and make those topics more visible. People want to understand where they are, where they’re heading, and they need a space where they can ask their questions and raise their concerns. It’s our responsibility to create that space.  

Dealing with so many stakeholders, you must know your way around cross-team collaboration. What is your secret?  

It’s about connecting and co-creating things together. For that to happen, you must build a strong relationship first. I always encourage my team to have regular catch-up calls with their main business partners, so we’re up to date on other teams’ challenges and needs at all times. Understanding where everyone is coming from is the key to efficient collaboration. Teams don’t exist separately, and we all need support from time to time. Collaboration isn’t a one-shot thing; it’s a daily attitude. It's an investment.  

What kind of profiles can we find on your team? 

They’re all passionate, creative, and very dedicated people. Most of them are coaches, so they are all very good at active listening. They come from a talent or learning background, but we decided to position them as talent and learning business partners, experts in their respective areas.  I’m happy because they get a lot of recognition and spotlight from the other teams and their internal customers. It’s super positive, and it confirms that we positioned the team in the right direction.  

One last thing to add? 

From hiring to career management and training, there was a lot of opacity up until now. I believe that mapping skills will make a difference and create fairer opportunities in the end. Matching skills with organizational needs will help us grow less biased and more efficient. So, as you can see, there is a lot yet to explore, and I can’t wait!