Interview Eugénie Vegleris and Franck Houdebert

There is an increasing need for collective intelligence

From academic education to tomorrow’s jobs and artificial intelligence, philosopher Eugénie Vegleris and Chief Group Human Resources Officer at Hager Group, Franck Houdebert, discuss the issues around education and training at the company.

How do you two – the philosopher and the Chief Group Human Resources Officer – view knowledge acquisition today?

Eugénie Vegleris: Academic education attracts considerable criticism for being too fragmented and compartmentalised with too many “silos”. The French Renaissance philosopher Montaigne wrote that children’s education should serve first to awaken their minds and create a taste and aptitude for learning, so that they can think freely and be open to everything the world has to teach them. For philosophers, there is a difference between knowledge and understanding. The rapid changes taking place in society today mean that interdisciplinarity is the new paradigm of understanding. Education and training are no longer enough. The big problems are cross-cutting, transnational, and multidimensional. It is only by communicating knowledge that we can understand this plurality and grasp contemporary issues.

Franck Houdebert: I’d like to qualify that idea. Academic education is essential as it provides the fundamental knowledge and sound basis that people need to progress in the company. Becoming proficient in a particular field provides a set of core skills and knowledge that allows us to move forward in today’s world by being open to other perspectives. Indeed, the more complex the subject, the more we need an interdisciplinary approach. The increasing number of joint honours degrees and training programmes that combine two or three disciplines are a move in this direction. These open up more opportunities for young people, who are able to satisfy their curiosity and desire to learn once they are freed from the constraints of traditional education. Our R&D engineers, for example, are developing solutions and incorporating other areas of expertise into their design studies, such as ergonomics for future production staff and the concept of use for installers and operators. Human sciences are enhancing technical specialisms. Taking the right decisions for your organisation not only requires business expertise but also, now more than ever, the ability to analyse and understand your environment. At Hager Group, we see open-mindedness and empathy as examples of the kinds of behaviour we want to encourage. Adaptability and the ability to anticipate change are key factors for success and resilience. That means we need employees who can ride the wave of a changing environment, be resilient and deal with uncertainty.

Franck Houdebert
Adaptability and the ability to anticipate change are key factors for success and resilience. That means we need employees who can ride the wave of a changing environment, be resilient and deal with uncertainty.

What would you say are the skills that people need to develop?

Eugénie Vegleris: Knowledge ceases to be academic as soon as you join a company. That’s when you have to learn to “despecialise”, detach yourself from the familiar, be open to new worlds and explore the unknown. For myself, I would rather talk about “aptitudes” than “skills”. Curiosity, generosity, the ability to cooperate and listen to points of view other than your own are key. It is important to develop a critical mindset, i.e., the clarity to identify problems and the creativity to come up with solutions, as well as the ability to take a step back from the knowledge and information passed on to you. Joining a company means questioning your existing assumptions and being open-minded and willing to learn. The problems that a dynamic company like Hager Group has to address and the solutions it needs to develop go far beyond electrical installations. Increasingly, vocational training aims to develop situational intelligence and the ability to listen and relate to other people, other sectors, and other profiles.

Franck Houdebert: At Hager Group, we firmly believe that everyone is in control of their professional development. Our role is to create an environment that allows individuals to develop a sense of responsibility. These types of approach, and the learning opportunities they provide, are found in organisations that are increasingly horizontal in structure and which exist as part of a network that includes their customers, suppliers, schools, and universities. The manager’s role has changed as a result. They are no longer the person who plans and schedules the work, but a facilitator who motivates and coordinates. Their position has changed from someone who holds power to a leader who supports a collective dynamic. This fact was made clear and further amplified by the pandemic and remote working. Nothing can replace human interaction and teamwork. As new technologies develop, there is an increasing need for collective intelligence.

Artificial intelligence in particular is on the rise and set to impact both education and training. What are your thoughts on this?

Eugénie Vegleris: Artificial intelligence is revolutionary, comparable to the invention of writing and the printing press. Both these technical inventions were decisive in communicating and furthering knowledge; they triggered an anthropological revolution, changing people’s relationship to the world, each other, and themselves. The notorious ChatGPT, whose influence is feared by many, could be a remarkable information and learning tool. Innovations should always be explored and embraced, not simply rejected. In my view, what matters is ensuring that technology serves humanity. The danger lies not in robots but the robotisation of people and their potential inability to step back from an increasingly automated and artificial environment. If we rely too heavily on a technical and technological approach, we risk losing our capacity to analyse, listen and self-reflect. Although we’re not there yet, the development of artificial intelligence calls for a degree of philosophical, ethical and political reflection on what it means and how it might be regulated.

Franck Houdebert: Technological progress opens up opportunities and the role of artificial intelligence should be to serve people. To achieve this, there is an argument for teaching technology in a business, as you would in a school. It is more essential than ever for people to maintain a critical mindset. Artificial intelligence is already driving advances in learning and training processes. It’s a knowledge accelerator and an incredible opportunity, provided one has the ability to step back. Given the rapid changes in technologies and methodologies, it is our capacity to adapt to these technologies and willingness to learn throughout our careers that will make the difference. Hager Group is a learning company that strives to capitalise on collective knowledge and a willingness to take the initiative, both individually and as a team. We want to make empowerment a reality in our organisations.

Philosopher Eugénie Vegleris has worked with Hager Group for many years.

Training has always driven excellence and innovation in the business. Where does the strength of the Hager Group model lie?

Eugénie Vegleris: Having worked with Hager Group for many years, I’ve witnessed first-hand the importance it places on both vocational and managerial training. The group positions itself not only as a technical business, but, above all, as a company with a human face. This is part of the DNA of its directors, who are committed to fostering positive interaction and supporting the group’s collective vision. It began with the founders and continued under both Alfred Bricka and now Daniel Hager, who have both worked closely with the Chief Human Resources Officer. It can be seen in our university partnerships but also in our annual seminars, which attract some very diverse, high-calibre speakers. I myself have often had the opportunity to take part in surveys and workshops on themes such as innovation, responsibility, culture and the gap between stated values and lived experience, and I have witnessed the intellectual openness of the company’s key players. Hager Group’s strength lies precisely in its willingness to reflect, supported by the friendly relationships between employees, customers, consultants and partners. Every effort is made to reach decisions jointly, try taking risks and encourage employees to feel confident and involved. The various aspects of the company’s development are within everyone’s reach, creating a virtuous circle.

Franck Houdebert: Our training model is deeply embedded in the business. Hager Group was created after the war. Its founders were part of the European reconstruction process, which relied on education to convey positive values after a dark period in history. These beliefs are still with us today. We are not only training electricians and company employees, but also global citizens. Our strength lies in helping everyone identify with our corporate values and culture. That’s the promise we make as an employer in our “learning and growing together” strapline. These commitments have practical applications, including our Hi! corporate university, our academies, which focus on our various disciplines and areas of expertise, our dedicated language-learning platform and our TAI Community network, which is designed by and for trainees and apprentices. This illustrates the model of the future: communities of trainees who inspire one another and take a cross-disciplinary approach to training. Not to mention the ceremonies and communications celebrating colleagues who have gained a qualification or professional certificate. These communications are an insight into an entire ecosystem, from operators to tutors, managers, social partners and external training organisations. These are all cultural melting pots where we discuss and advance our company project. Hager Group’s products and solutions are designed to contribute to a safer, cleaner world and a better environment for its citizens through electrical energy. We remain convinced that this ambition is based on its human energy and the development of our teams and colleagues.