A relocation project
Defence industry - 2650 staff
Background: The company had leased new premises near its head office for expansion. The request for CHSCT assessment was made in a context of high tensions between CHSCT members belonging to competing unions.
Need: To evaluate the impact of site relocation on work organisation and working conditions in a constrained environment including classified activities.
Approach: To elaborate an intervention path that helps to pacify labour relations, facilitate a shift of positions and create conditions for on-field expertise.
Outcomes: CHTC representatives drafted a unanimous resolution in the support of all members as a result of the expert's work. The decision to move had been based purely on space considerations, without taking into account complex team interactions and the management of classified areas. As part of the intervention, we recommended a review of full open space and mobility choice in light of the key activities undertaken by the teams concerned.
A collective agreement
Insurance industry - 635 staff
Background: The company wanted to put in place an annualised working time agreement for support staff in three departments.
The need: To carry out a technical analysis of the draft agreement and its impact on work organisation and working conditions.
The approach: we structured the intervention around 2 phases: i) a technical and desk-research analysis of the agreement; ii) a field intervention consisting of a series of interviews aimed at learning about work organisation across services, job content and the lived experience of workers.
Results: The solutions opted for in this agreement and their anticipated impact on work organisation would have led to more automated procedures and a greater control of line management, therefore not consistent with the company’s new customer strategy aimed at establishing more personalised customer relations.
Bringing two state healthcare branches closer together
Public sector – 379 civil servants
Background: Over the last ten years, important organisational reforms have been undertaken in the state healthcare body and related local branches (CPAM), leading to a reconfiguration of the network and its missions.
Need: A project to bring closer together two CPAMs had begun amid concern from civil servants. The CHSCT raised serious issues, questioning the exact nature of the move, its impact on work organisation as well as longer-term objectives.
Approach: The analysis took on board management requirements for the project while also seeking to understand how the CPAM would operate after the move had been completed.
Results: One of the major obstacles identified was a long-standing competitive logic between the two agencies, which had driven operations. In terms of HRM and change management, the project included only informal mentoring meaning a potential job threat to civil servants and fewer career opportunities.
The recommendations focused in particular on the need for an open debate about work whereby good practices in team work could be recognised and conflicts dealt with.
A project to reorganise working times
Public Hospital Authority (AP-HP) - 39 hospitals and 5215 non-clinical managers
Background: A project to reorganise working time for non-clinical personnel led by AP-HP senior management
Need: To carry out the expertise requested by the head CHSCT Comity for all non-clinical management staff of AP-HP hospitals and to evaluate the impact of the project.
Approach: To develop a specific methodology for the intervention taking into account the technicalities involved in reorganising working times, the great complexity of employee relations, and the many hospitals, with a view to formulate a balanced and consensus-based intervention proposal.
Results: The intervention was successfully carried out with relevant staff being highly engaged and taking part in interviews. All hospitals and services covered by the assignment ToR were duly assessed.