Rachid Bakkar on Inclusion and Diversity in HR

The Future of Work: Lessons from Inwi on Talent, Tech, and Conversion

Are your employees ready to lead the digital revolution, or are they just trying to keep up? Inwi, a leading telecom operator, believes talent should be *ahead* of digital transformation. Their approach offers valuable lessons for American companies navigating the rapidly evolving landscape of work.

The Human Side of Digital Transformation

Inwi’s HR Director, Rachid Bakkar, emphasizes that digital transformation is as much a human opportunity as it is a technological one. This perspective is crucial for American businesses, where technology ofen overshadows the importance of employee progress and engagement.

To support this, Inwi has adopted a constantly evolving HR strategy to anticipate new skills needs, support changes in trades, and guarantee a fulfilling collaborating experience.

Strategic Training: The Academy by Inwi Model

Training is a strategic lever at inwi, embodied by “academy by inwi.” This integrated and personalized learning vision offers a wide range of courses,combining technical,managerial,and behavioral modules. These courses are designed in close connection with the needs of the trades and the strategic guidelines of the company.

This model is built from a fine cartography of skills, making it possible to identify the deviations to be filled and to co-construct with each collaborator an individualized development plan.

Expert Tip: American companies can emulate this by creating internal academies tailored to their specific industry needs. Think of a “Cybersecurity Academy” at a financial institution or an “AI Innovation Hub” at a tech company.

This strategy allows Inwi not only to respond to current technological challenges (AI, Cloud, Cybersecurity, Data, etc.), but also to retain their talents by offering them clear and evolving perspectives.

Did you know? According to a recent study by LinkedIn, companies with strong internal mobility programs see employee retention rates increase by as much as 41%.

Building an Attractive Employer Brand in the Tech Universe

inwi is often cited as an attractive employer in the tech universe. Their attractiveness is based on a meaningful business project, a culture of innovation, and a strong commitment to the professional and personal development of each employee.

in a constant processing sector, they offer a modern, agile, inclusive environment, where talents can fully express their potential.

The Onboarding Experience: Setting the Stage for Success

From the integration, this promise is reflected in a concrete way thanks to an immersive onboarding, designed to offer a fluid, human and engaging experience. From the first day, each new recruit receives a Welcome Pack, benefits from personalized support by its manager, from a visit to the headquarters and programmed meetings with its future interlocutors.

the “I Discover” program, which spans a month, completes this immersion via sessions led by internal experts around the business, process and key issues of the company. This route is enriched by a fun digital platform and the implementation of a “buddy” system,guaranteeing human support in the first weeks.

quick Fact: Companies with a structured onboarding process experience 50% greater new hire productivity, according to the Society for Human Resource Management (SHRM).

Talent Management: A full cycle Approach

The employee experience does not stop in integration.Inwi has structured a full cycle of talent management, from the People Review to the committee of Remuneration, making it possible to identify aspirations, potentials, and to align evolution paths with the strategic needs of the company.

This process is based on advanced HR tools, such as skills mapping, making it possible to build business gateways and build tailor -made development plans, including transversal trajectories. Their approach is also based on the definition of Smart objectives, a culture of feedback and active performance management.

The managerial link plays a central role there, guaranteeing listening, recognition and clarity. what they promise to their employees,they live it on a daily basis: evolution opportunities,continuing education,transversal projects,and above all,the freedom to dare. It is this coherence between discourse and reality, this ability to make everyone grow in a stimulating environment, which makes inwi an employer of choice in the tech universe.

Reader Poll: Does your company prioritize employee development and internal mobility? Share your experiences in the comments below!

Well-being and Quality of Life at Work: Beyond Perks

Inwi doesn’t see quality of life at work as a peripheral concept: it is fully integrated into their HR vision and supported by a structured, agile and listening to employees.

They acted on several complementary levers: flexibility of work (in particular via telework), development of redesigned collaborative spaces and programs around personal emancipation and well-being. These actions are designed to meet concrete needs, raised thanks to regular listening devices such as their internal barometers and their continuous feedback spaces.

The Inwi Well-being Cycle: A Holistic Approach

Among the most structuring initiatives, the inwi well-being cycle, the second edition of which was held in February 2025, offers a rich program of conferences, interactive and time workshops dedicated to physical and mental reconnection.

This holistic approach to well-being-simultaneously occurring physical, emotional, managerial and organizational-illustrates their desire to support collaborators in all dimensions of their balance at work.

Image Suggestion: A photo of employees participating in a well-being workshop, such as yoga or mindfulness training. Alt tag: “Employees participating in a well-being workshop.”

Mid-Term Maintenance: Regular Check-ins for Clarity and alignment

Another key lever: mid-term maintenance, organized every month of June. It allows employees and managers to make an intermediate point, to adjust priorities, and to strengthen the clarity of the objectives.

This regularity in exchanges reinforces clarity, the feeling of equity, and contributes to creating a strong and benevolent managerial link. The results are very encouraging: they observe a reinforced commitment, a more stable motivation, and above all, a significant improvement in retention rates. These indicators confirm that sustainable performance is based on a climate of trust, listening and recognition.

Case Study: Google’s “Search Inside Yourself” program, which focuses on mindfulness and emotional intelligence, has been shown to improve employee well-being and productivity. American companies can learn from this example by investing in similar programs.

Inclusion and Diversity: Levers for Collective Performance

Inwi views inclusion and diversity as concrete commitments that structure their HR strategy.They consider them as real levers of collective performance, sustainable innovation and social cohesion.

Their inclusive policy is reflected on several levels. They act to guarantee real parity, generational diversity and accessibility to talents from all walks of life, whatever their age, gender or their journey.

moving the Lines: Parity and Representation

to date,women represent 33% of their workforce,20% are part of the technical management,and they represent 22% of their management committee. These figures illustrate their commitment to move the lines, especially in traditionally male functions such as technique.

The objective is clear: to give everyone the same chances of flourishing and progressing, in a fair and stimulating setting. Their approach is based on structuring HR tools such as the “Nine Box Grid”, which allow them to objectively assess the potentials, without bias.

They make sure that career plans, mobility opportunities and training take into account this diversity. Ultimately, in Inwi, they are convinced that the richness of their human capital lies in its plurality.It is by cultivating this diversity that they build a more inclusive, fairer and more efficient environment.

Data Point: According to mckinsey, companies in the top quartile for gender diversity on executive teams are 25% more likely to have above-average profitability than companies in the fourth quartile.

Preparing Talents for Tomorrow’s Trades

In an increasingly competitive labor market,Inwi understands that anticipation is essential. They invest massively in continuing education,through a digital learning platform open to all employees,certifying routes,and partnerships with academic institutions,including UM6P.

The development of soft skills, digital culture, data and leadership is at the heart of their priorities.They also encourage internal mobility to allow talents to evolve in their journey.

Structuring Skills and Individualizing Routes

The objective is double: to ensure the rise in skills of their teams and strengthen their innovation capacity. Their answer is based on two pillars: the structuring of skills and individualization of the routes.

They have implemented a cartography of business skills that allows them to make precise diagnoses, identify GAPS and offer personalized training plans that can be spread over several months.

they also anticipate the strategic developments of the company, in connection with issues such as AI, data or cybersecurity, to adjust their development devices upstream. The whole of this process allows inwi to remain competitive, to prepare their skills for the professions of tomorrow while offering each employee the keys to evolve in an environment in constant change.

Expert Tip: American companies should leverage online learning platforms like Coursera, Udemy, and edX to provide employees with access to a wide range of courses and certifications. Consider offering tuition reimbursement or stipends to encourage participation.

FAQ: Future-Proofing Your Workforce

Q: How can companies effectively identify future skills gaps?

A: Implement a skills mapping process that aligns with your company’s strategic goals. Regularly assess employee skills and compare them to industry trends and emerging technologies. Use data analytics to identify areas where training and development are needed.

Q: What are the key elements of a triumphant employee well-being program?

A: A successful program should be holistic, addressing physical, emotional, managerial, and organizational well-being. It should be based on employee feedback and offer a variety of resources, such as flexible work arrangements, mental health support, and wellness workshops.

Q: How can companies promote diversity and inclusion in the workplace?

A: Implement inclusive hiring practices, provide diversity and inclusion training, and create employee resource groups. Use objective assessment tools to evaluate potential and performance,and ensure that career development opportunities are accessible to all employees.

Q: What role does leadership play in fostering a culture of continuous learning?

A: Leaders should champion learning and development by actively participating in training programs,mentoring employees,and creating a supportive environment where employees feel comfortable taking risks and experimenting with new ideas.

Pros and Cons: Investing in Employee Development

Pros:

• Increased employee engagement and retention
• Improved productivity and innovation
• Enhanced employer brand and attractiveness
• Greater adaptability to technological change
• Stronger competitive advantage

Cons:

• Significant upfront investment in training and development programs
• Potential for employees to leave after receiving training
• Difficulty in measuring the ROI of certain programs
• Resistance from employees who are reluctant to learn new skills
• Challenges in keeping training programs relevant and up-to-date

Quote: “The only thing worse than training your employees and having them leave is not training them and having them stay.” – Zig Ziglar

By embracing the lessons from Inwi and adapting them to the American context,companies can build a future-proof workforce that is ready to lead the digital revolution.

Future of Work: Unlocking Talent and Tech – An Interview with workforce Expert Dr. Anya Sharma

Time.news: Dr. Anya Sharma, welcome. We’re seeing a lot of buzz around the “future of work,” particularly how companies can effectively manage talent in a rapidly changing technological landscape. An interesting case study from Inwi, a telecom operator, highlights some innovative strategies. What’s yoru overall take on their approach?

Dr. Sharma: Thank you for having me. The Inwi case study is insightful. What stands out is their holistic view of digital transformation. It’s not just about implementing the latest tech; it’s equally, if not more, about empowering employees with the right skills and creating a supportive surroundings for them to thrive. This human-centric approach is key for American companies striving for sustainable success. Inwi recognizes that talent should be ahead of digital transformation,and that’s a paradigm shift many organizations need to embrace.

Time.news: they emphasize the “human opportunity” within digital transformation. Can you elaborate on why this is so crucial,especially in the American context where technology often takes center stage?

Dr. Sharma: Absolutely. We often get caught up in the whiz-bang of new technologies and forget that these tools are only as effective as the people using them. In American businesses, there’s sometimes a tendency to prioritize tech implementation over employee engagement and advancement.Inwi’s approach, with its constantly evolving HR strategy, reminds us that employees need to be equipped with the skills, knowledge, and support to leverage these technologies effectively. Without that, you’re just adding expensive tools without realizing their full potential.

Time.news: Inwi has implemented “academy by inwi” as a strategic training initiative. How can American companies adopt a similar model to address their specific industry needs and close the skills gap?

Dr. Sharma: The “academy by inwi” is a brilliant example of personalized and integrated learning. American companies should absolutely emulate this by creating internal academies tailored to their specific industries. Think of a “Cybersecurity Academy” at a financial institution to combat rising cyber threats or an “AI Innovation Hub” at a tech company to foster cutting-edge solutions. The key is to start with a thorough “skills mapping” process where you analyze your current and future needs, evaluate the current employee skills and then craft development plans. This ensures that training is directly aligned with business objectives. This prevents wasting time and resources on generic materials and keeps your talent pipeline full.

Time.news: Building an attractive employer brand is another key aspect of Inwi’s success. What specific strategies do they employ that American companies can learn from?

Dr. Sharma: Inwi’s attractiveness stems from a meaningful business project, a culture of innovation, and a genuine commitment to employee development. They offer a modern, agile, and inclusive environment. American companies should focus on communicating their company mission clearly, fostering a culture of innovation through initiatives like hackathons and idea-sharing platforms, and investing in employee well-being and career growth. From the very beginning, even the onboarding process, you need to create a memorable, engaging experience. The “I discover” program in Iwin seems extremely effective.

Time.news: Inwi stresses the importance of a full-cycle talent management approach. What are the core components of this approach, and how can it benefit companies in today’s competitive landscape?

Dr. Sharma: A full-cycle talent management approach encompasses everything from initial talent acquisition to ongoing development, performance management, and succession planning. It involves using advanced HR tools, like skills mapping, to create business gateways and tailor-made development plans. Regular feedback, Smart objectives, and active performance management are also essential. This holistic approach ensures that employees are constantly learning, growing, and contributing to the company’s success. Companies can also use total talent management to integrate its permanent and contingent workers within the same structure [2], optimizing talent strategies [1].

Time.news: Well-being and quality of life at work are central to Inwi’s HR vision. What practical steps can American companies take to enhance employee well-being and create a more supportive work environment?

Dr. Sharma: Inwi’s approach to well-being goes beyond superficial perks. They focus on adaptability of work, redesigned collaborative spaces, and programs around personal emancipation.The “inwi well-being cycle” is a prime example of a holistic approach to physical, emotional, managerial, and organizational elements. Companies should regularly solicit employee feedback to understand their specific needs and then implement programs that address those needs, such as mental health support, flexible work arrangements, and wellness workshops. Regular “mid-term maintenance” checkups, as Inwi does, help ensure alignment and foster a strong managerial link.

Time.news: Inclusion and diversity are considered integral to Inwi’s HR strategy. How can American companies effectively promote diversity and inclusion in the workplace and leverage these as drivers of innovation and performance?

Dr. Sharma: Inwi’s commitment to parity, generational diversity, and accessibility is commendable.American companies should implement inclusive hiring practices, provide diversity and inclusion training, and create employee resource groups. They should also use objective assessment tools, like the “Nine Box Grid,” to evaluate potential without bias and ensure that career development opportunities are accessible to all. McKinsey’s research shows that companies in the top quartile for gender diversity are significantly more profitable. it’s not just about doing what’s right; it’s also about improving your bottom line.

Time.news: preparing talents for the future is a major focus. What strategies should American companies prioritize to equip their workforce with the skills needed for tomorrow’s jobs?

Dr. Sharma: Anticipation is key.Companies should invest heavily in continuing education through digital learning platforms, certifying routes, and partnerships with academic institutions.Focus on developing both hard and soft skills, digital culture, data literacy, and leadership capabilities. Encourage internal mobility to allow talents to evolve in their journey. Implement a skills cartography process to identify gaps and offer personalized training plans. Companies should also leverage online learning platforms like Coursera, Udemy, and edX by offering tuition reimbursement or stipends.

Time.news: Dr.Sharma,thank you for sharing these valuable insights into how companies can future-proof their workforce by focusing on talent,tech,and a human-centric approach.