Based in Lausanne, Switzerland, FWT Management SA is a leading sports event management company. It made its mark right from its creation in 1996, with the launch of the legendary Xtreme Verbier.

FWT's success has led to the expansion of the brand, now encompassing several competition series suited to different skill and experience levels. FWT Challenger, FWT Qualifier and FWT Junior, as well as the eBike World Tour, give talented athletes the chance to shine every year on legendary courses. To orchestrate all of this, 15 people work there year-round.

Their schedules are shaped by the seasons and by the rollout of events, which are themselves at the mercy of the weather. The experience gained at FWT is a real career asset, forging event professionals well versed in the ups and downs of the trade. But not at any cost.

"I wanted to bring well-being to my team, but I was going by gut feeling."

Employee Experience is at the heart of the mission Joris Vautier, General Manager at FWT, has set for himself.

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Yet without a method, how do you build a fair, impactful employee experience?

A team's smooth running is based on its well-being. And that well-being relies in particular on employee empowerment. This keyword, often a buzzword, really means just one thing here: making employees understand that they hold all the keys and all the latitude to address the organisation's structural challenges, so they become active participants in the company's evolution.

Our goal is set: establish a structured process to involve everyone in collective and personal strategic decisions.

Getting the teams to work rather than the managers

At BOOST, we will always choose to mobilise and involve the teams in the process.

• Because the best solutions to the problems raised cannot come from outside.
• Because the interviews have already shown that, often individually, people have identified fairly concrete solutions to the problems encountered.
• Because the actions will need to be implemented by the employees.
• Because having them at the controls of these changes guarantees their implementation and their durability.

But not leaving them on their own

The work brings out frustrations, strengths and weaknesses that hadn't been consciously recognised. That's why the topics addressed are framed upstream, based on the results of the barometer. Defining a precise issue allowed the group to focus on a pragmatic response and concrete solutions.

Our method was rolled out in 4 steps. The first step to spark new momentum is to get a clear picture of the employer brand and how it is experienced by the teams. ⤓

First interviews

3 captains for 3 interviews. The goal? To identify employees' concerns in order to build a barometer. Interviews conducted in full confidentiality to allow employees to speak freely.

Creating a QWL barometer

Bringing together the answers, drawing out the main themes, and positioning the questions so as not to influence respondents. Organising the material into a bespoke questionnaire.

Analysing results and building a roadmap

Once the questionnaires are received, the results are analysed with complete impartiality. They are organised to be presented at a workshop bringing together the whole FWT team.

This collective moment helps define the projects to be tackled. Everyone is free to contribute.

Setting up working groups by theme

Groups of 3 or 4 people, with a few rules: no more than 2 projects per person, self-appointment of a lead who will be our point of contact, a meeting every 2 weeks with BOOST to move the topics forward, and above all two goals: confront ideas and build a concrete, shared roadmap.

Team cohesion, a sense and pride of belonging, enthusiasm, retention and attractiveness are the results of this work.

Of the 4 priority projects identified, many solutions have already been put forward and adopted.

"Overall, what I feel (and what I was hoping for) is that they now feel like co-actors across the whole environment and the whole company. They've moved beyond seeing themselves purely as employees and now feel they can propose solutions."