Launch
Alfred BIAOU heads a firm specializing in development and implementation of tools for managing human resources on one hand and advice and assistance in HRM other. His company is based in Benin and is also involved in the subregion of West Africa. He talks about his experience.
The term!
The management of human resources is a passion for me. Towards the end of my training in Bachelor of Business Administration, I realized that to save our businesses, we must address the primary resource and sensitive man is. So I did my first research study for my PhD on the management of human resources, specifically training. After graduating, I wanted a firm specializing in HRM in Benin, there were none at this time, I mean 1994. I finally stumbled on Mr. GERARD Agbota who was preparing to open its office in the area. Some months later it was done and spent 03 years with him to be trained in tools for managing human resources. A wonderful experience that has been germinating seed.
Seeing the difficulties of full implementation of the tools we develop the business, I decided to go into business to see the internal environment. I headed for Ecobank, one of the structures where the management of human resources was at the forefront right now. After three years Ecobank as an officer and operational framework running, I decided to experience in multinational environment anglophone.La luck, I became Director of Human Resources of British American Tobacco for three countries (BENIN , NIGER, TOGO). I had the opportunity to take care of the strategic human resources, to implement tools in HRM class. The loop is completed on the entire system of human resource management (from design tools through its alignment with the overall strategy of the company and finally by its operationalization in everyday life), I decided to realize my dream: Create an HR consulting firm to share my experience and passion with companies from Benin and the sub region.
How he mounted his own business
To be credible, it should be an LLC with partners (objectives, accountability and results), then develop a strategic plan of the Cabinet on 03 years. The human resource is very broad, I began by recruiting and assisting businesses, then the second year, I moved to temporary and third year of training. We started with a staff of 03 people, myself, an HR assistant, a secretary. The number today is 12 people. Our customers are in all sectors, but we spend more on institutions and multinationals that we know and have obligations for the sound management of human resources. The turnover has almost doubled, but we must confess that the first year was extremely difficult. I almost gave up, but with God’s grace, friends’ advice and support of my wife and shareholders, I could hang on.
The challenges he faced!
At launch, the challenges were many orders:
a. Technique: one must have a methodology, tools;
b. Commercial: it requires customers or nobody wants to serve as guinea pigs. Friends and relations have been of great help to find the early missions. These missions are well done, the rest came by itself. But I had an ambition to innovate every time and do a good job.
c. Financial: I put all my assets to create the firm: no banking institution does accompany a company that is mostly born of the board. Then, we must manage expenses and incompressible cabinet not to mention spending at the household level. It took a lot of sacrifice. I spent the money to pay the rent and pay my two colleagues sometimes. You’ve got the money out, but customers do not pay on time.
The challenges associated with the activity of a firm in HRM
The challenges are primarily technical: it must be of the profession, an expert in the field and then reach a strength of character that allows you to be a professional who respects the ethics in the field.
What motivation to start a consulting firm?
People create a cabinet to run the markets in millions. There is nothing more normal, but no market is eternal and so is the only reason I think this is not enough. The board requires great sacrifice and our market (especially in HRM) does not yet know the value of the consultant. Companies are not always willing to pay fees at the normal rate.