We develop and organise internal, individual or collective training according to the identified needs of the business: organisation of the various bodies of personnel representation, social negotiations, and labour law for supervisors.
All our training aims to allow the corporate and supervisory elements of the business to exercise their right to manage calmly and with a clear mind.
For several months, this energy sector company with around five hundred employees has initiated significant modifications in order to adapt to developments in its environment. Management had difficulty achieving the rationalisation of professional relationships. They were confronted with strong resistance to the demise of very segmented agreements that had been strengthened over time concerning fundamentals such as adhering to timetables and working hours, equity in remuneration, classifications, sharing of tasks, control of promotion and quality of work. The attempts at modification are regularly blocked by a threat of court action for harassment and/or discrimination
We organised a program of training based on the following themes: the work contract as a source of the hierarchical relationships, the economic responsibility of management and their obligation to manage the adaptability of management power in the company, the balance between management power and individual and collective freedoms, and exemplary disciplinary power. Throughout the session, the support that the HR function can provide management is defined. This one-and-a-half-day session by groups of around ten participants is followed by an afternoon devoted to the launch of a professional co-development group
All the sessions took place in less than three months, which allowed the rapid creation of a managerial community, the first group being made up of members of the board of directors. Management as a whole modified their work habits and in particular managers no longer make decisions on their own. They call on the analysis of the HR function (including legal validation) and/or take a close look at complex situations within the framework of the co-development groups. Sharing with the HR function and colleagues reinforces the consistency of the measures and the way to implement them. Finally, the changes can be piloted.