For a technical company, growing from 30 to 100 employees in 4 years represents an immense structural challenge. For JEMA, the difficulty was doubled by a strong strategic choice: not having an HR department so that the human element remains a direct managerial responsibility.

Discover how Nicolas Bronchart, CEO, uses eBloom to gain "insight into what we don't know" and transform employee feedback into a lever for action.

The Challenge: Managing the human element without an HR "filter"

At JEMA, the shareholders made a clear choice: invest in managers' time rather than a centralized HR department. The goal is for each manager to be the "owner" of their decisions and the follow-up of their team.However, with 100 employees spread across two sites, this proximity becomes difficult to maintain:

• The risk of isolation: At 30, everyone knows each other. At 100, communication flows less easily to the CEO.
• "Blind spots": Without an HR department to report on the atmosphere, management can miss underlying issues or silent concerns.
• The need for data: To make fair decisions in the Board meeting, it was necessary to move beyond simple "feelings" and rely on concrete indicators.
• Diversity of profiles: Between engineers, workshop technicians, and administrative functions, expectations diverge. eBloom gives an identical voice to everyone, ensuring that every employee, whether at a desk or on an assembly line, feels fully integrated.

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The Solution: Digital listening to strengthen physical bonds

Nicolas Bronchart uses eBloom as an indispensable complement to team meetings and One-to-Ones.

1. Objectifying the social climate

‍The Board reviews indicators and, above all, comments every month. "Anonymity helps bring out desires or expectations that would not be expressed otherwise." This allows managers to validate their intuitions or, conversely, be alerted to a decline they hadn't perceived.

2. A library to avoid bias

‍As CEO, Nicolas admits to having his own ideas on the topics to address. The eBloom question library allows him to broaden his spectrum and tackle themes he wouldn't have thought of alone, guaranteeing complete coverage of employee needs.

3. The Idea Box as a driver of innovation

‍Beyond the "Pulse" questions, the tool serves as a spontaneous channel for employees to propose technical or organizational improvements directly to management.

The Impact: Transparency as proof of respect

The strength of the approach at JEMA lies in the systematic feedback given to the teams.

The "Bloom Index" as a management KPI

‍For Nicolas, eBloom data are not just "well-being" statistics. The "Bloom Index" (the overall engagement and satisfaction score) has become a true Key Performance Indicator (KPI) followed rigorously during every Board meeting. By objectifying human sentiment with figures, management can steer the company's social health with the same precision as its financial or technical health.

Physical posting and total transparency

‍To make feedback accessible to all, results and decisions made are printed and posted in common areas (fridges, coffee machines). This proves to employees that their voice matters and that listening systematically turns into a response, even if action is not always possible or immediate.

A concrete example: "Who is the Board?"

‍Following a question about management's effectiveness, many comments revealed that newcomers did not actually know who composed the Board or what it did.

• Reaction: During the next meeting, Nicolas introduced each member and explained the purpose of this body.
• Outcome: What seemed obvious to management was not obvious to those on the ground. eBloom resolved this lack of clarity within a month.

Celebrating to unite

‍Beyond its function as a barometer, Nicolas also uses eBloom to share company successes: "We use it as a newsletter, which we send every two weeks to celebrate birthdays or project successes." In a growth phase, this positive communication is essential for newcomers to feel quickly onboarded into the JEMA adventure.

The Keys to Success: Manager involvement

Nicolas Bronchart's main advice is not to pilot the tool alone in the CEO's office.

• Co-construction: Involve managers in the choice of themes and the frequency of questions.
• Empowerment: Managers must be at the heart of the process for the tool to truly serve the daily management of their teams.

"eBloom allows you to realize your blind spots and act on what you don't know." — Nicolas Bronchart, CEO of JEMA.

Ready to structure your listening to support your growth?Like JEMA, stop relying solely on your instinct. Give your employees a voice and align your strategic decisions with the reality on the ground. Discover eBloom.

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