Our commitment

  • Improve the performance of HR activities to free up high value-added time
  • Support HR professionals in their role as business partners & transformation leaders and innovation projects…
  • Develop CSR dimensions in company policy

Anticipating and supporting HR needs to meet tomorrow’s business and CSR challenges

  • “HR Performance”: Improving the performance of HR processes and tools to free up time for high added value tasks (processes, organization, Lean actions, business relations, digitalization, etc.)
  • “Exploration: vision, ambition and HR roadmap”: design and on-boarding tools, monitoring, business and skills forecasting (GEPP), etc

Supporting HR professionals in meeting corporate challenges

  • Design efficient, flexible, and high-performance organizations, capable of absorbing frequent transformations
  • Integrate the notion of “extended” enterprise: stakeholders, workplaces, etc
  • Adapt the organization of activities, skills, metiers, and spaces to match employees’ new expectations

Designing adaptable organizations and work environments, in tune with their environment and challenges

  • “Design and implement new organizations”: Diagnosis, construction of the structure and dynamics of operation and deployment, agile culture, governance models, adaptive governance, management by objectives (OKR), decision-making, etc
  • “Redefine workspaces and work modes”: Better take into consideration interconnection between teams

Set up living organizations

  • Attract and recruit the right people for the company’s needs in a tight job market
  • Provide candidates and employees with an outstanding “end-to-end” experience
  • Integrate the employee experience dimension into business processes
  • Integrate the CSR dimension for the company and its partners

Fostering employee commitment through a multi-stakeholder, end-to-end, inspiring and pragmatic approach

  • ” Applicant journey “: Provide applicants with a remarkable experience (employer promise, sourcing, recruitment, design of the applicant experience, etc.)
  • “Employee journey”: Design a “seamless” employee journey, creating the conditions for a “loyalty-building” employee experience (diagnostics of engagement levers, employee experience design, social barometer, off-boarding, alumni, etc.)

Being attractive and winning employees’ loyalty

  • Transform through relationships
  • Foster cooperation and commitment
  • Secure the efficiency of business processes
  • Develop fluidity, agility and innovation in interactions
  • Turn interdependence into a source of added value and collective dynamics

Stimulating transformations through people relationships: trust, empowerment and reciprocity

  • “Management relationships”: Encourage new ways of thinking about manager-managed relationships, support managerial transformations (relationship design workshops, support for managers and teams, etc.)
  • “Cooperative relationships”: develop collaborative approaches between teams (internal and external), foster the desire to cooperate through a better understanding of respective needs

Creating a dynamic relationship

  • Acquire the expertise (skills and “soft skills”) needed today, and train in the skills that will be required in tomorrow’s metiers
  • Develop employability throughout working life
  • Encourage employees to learn continuously
  • Create a corporate academy/university

Bringing our expertise, customer experience and pedagogy to training stakeholders

  • “KEPLER Academies”: Engineering and running training courses (certifying or non-certifying) for trades & softskills (R&D / Purchasing / Supply Chain / Operations / Sales & marketing)
  • “Training stakeholders”: Support for training departments (skills development plans, academies, etc.) and training establishments

Developing skills and knowledge

Our Consulting approach

In a context of transformation of society, organizations and the relationship to work, employee commitment and operational efficiency are major challenges.
KEPLER provides consulting expertise focused on operational and HR players, to turn individuals and relationships into strategic assets at the service of the company.
KEPLER capitalizes on its 6 practices to offer a multi-expertise approach for the benefit of our customers.
In all its interventions, KEPLER works through 4 "prisms": agility, change, innovation, and CSR.

  • Agile organizations
  • Dynamic governance
  • Short decision-making processes
  • Iterative processes and continuous improvement
  • Environmental, societal, and social impact of organizations
  • Meaning, intention
  • Balancing performance/quality of life and working conditions (QLWC)
  • Systematic impact assessment
  • Concern for ownership and buy-in
  • Support for implementation
  • Test & Learn mode
  • Out-of-the-box thinking
  • Experiential

Our fundamentals in People, HR, Change and Transformation Consulting​

Companies are evolving in increasingly complex environments where economic, environmental, and social issues are deeply interconnected. The role of individuals, their relationships with others, and collective performance are critical in this context.​

At KEPLER, we are redefining our approach to analyzing and supporting these strategic corporate assets—beyond just human capital—to help our clients achieve their mission successfully.

Supporting the impact of Artificial Intelligence (AI) on businesses​

Artificial intelligence (AI) has become ubiquitous, prompting numerous articles to underscore its impact on businesses. Unlike the industrial revolution, which primarily affected “low-skilled” jobs, AI affects all professions, particularly those deemed “intellectual.“​

A major concern for HR departments is analyzing and anticipating the impact of AI on jobs, requiring a comprehensive understanding of its effects.​

KEPLER has cultivated strong convictions and expertise in this domain, positioning us to assist businesses in the following ways:​

  • Deciphering AI’s nuances and identifying early indicators to forestall its potential counterproductivity, safeguarding against declines in critical thinking and creativity.
  • Assessing AI’s impact on your businesses while proactively preparing teams for impending changes. Our commitment lies in maintaining the human element at the core of our approach

Embracing transversality for enhanced work processes​

In today’s interconnected world, transversality stands as the bedrock of an agile, high-performance organization.​

At KEPLER, we firmly believe that transcending silos hinges upon harnessing collective intelligence and fostering successful collaboration across all departments within the company.​

By cultivating an environment where collaboration and cooperation form the core of work processes, cross-functionality naturally emerges as a powerful catalyst for success.​

Enhancing talent attraction and retention through a robust employee and candidate experience​

In today’s landscape, the challenge of acquiring and retaining talent is paramount to business success.​

To effectively attract and retain talent, prioritizing the employee and candidate experience is imperative within HR and managerial strategies. Recognizing that managers serve as pivotal influencers in fostering employee loyalty, this approach also bolsters the company’s appeal in the market.​

Psychosocial risks, such as Quality of Life and Working Conditions, are not mere acronyms; they represent tangible realities that must be seamlessly integrated into a comprehensive employee well-being strategy, implemented on a daily basis.​

KEPLER stands ready to assist you in defining and implementing this comprehensive HR and managerial strategy.​

We specialize in developing innovative methodologies for learning and skills enhancement. ​

Talent management, training, and the transition towards a learning organization pose significant challenges that we must address to ensure our company’s enduring viability and success in an ever-evolving world.​

Our executive and managerial coaching services are tailored to support you in overcoming these challenges.

CSR: Addressing social challenges and translating responsibility principles into tangible actions

When viewed as an opportunity rather than a constraint, CSR becomes a potent tool for enhancing economic performance, fostering differentiation, and increasing attractiveness. ​

Strategies for Social Responsibility: Promoting Equity, inclusion, and professional development; valuing human capital; establishing ethical work practices; and cultivating a healthy work environment​

Our tailored assistance is designed to help you confront these social challenges and translate responsibility principles into actionable steps.​

At KEPLER, we don’t just offer CSR diagnosis, recommendations, and implementation support; we embed this ethos as a foundational element in all our endeavors.

Agility and adaptability are essential for organizations to thrive in an ever-changing landscape

In today’s VUCA (Volatility, Uncertainty, Complexity, Ambiguity) or BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) environment, companies must continuously recalibrate.​

Developing and nurturing organizational agility is not just advantageous but imperative for performance and even survival.​

At KEPLER, we firmly believe that a company isn’t a singular entity, but rather comprises numerous distinct organizations.​

We maintain that agility transcends being merely a methodology; it embodies a culture and practice grounded in responsiveness, innovation, continuous learning, collaboration, communication, flexibility, and swift decision-making.​

Leveraging KEPLER’s expertise in organizational change management, we conduct comprehensive organizational audits, gauge your organization’s maturity level, and provide tailored support to adapt and thrive amidst evolving contexts and challenges.​

​The challenge of managerial transformation through interpersonal performance​

Managers play a crucial role in anticipating and supporting corporate change, as well as enhancing overall company performance. However, the role is becoming less appealing, with managers often feeling caught between conflicting demands.​

At KEPLER, we believe that managers are not the sole responsible parties; it is essential to consider their entire “ecosystem”: colleagues, superiors, peers, and others.​

For us, managerial transformation is achieved through relational performance, focusing on the quality and efficiency of relationships.​

Beyond current trends such as the “manager as coach” or the “benevolent manager,” our approach aims to engage managers and their teams in a process of shared responsibility.​

Our expertise in collective intelligence and our ability to create customized systems enable us to foster a new management culture and establish practices that prioritize people. This includes hybrid management, customer focus, performance, feedback, and more.

Positioning HR departments as strategists and partners in service of the organization​

Human Resources (HR) departments play a crucial role in supporting these changes. ​

As true “business partners,” they must prepare and support management throughout the transformation process.​

As “People Partners,” they collaborate closely with managers to provide the best possible experience for candidates and employees.​

KEPLER assists HR departments in optimizing their operations, enhancing their performance, and dedicating their added value to HR strategy and partnership roles.​

Our People Expertise Leaders

In support of all our activities

Our People Consulting Approach

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