Description

Periods of uncertainty or crisis are times conducive to the deterioration of the social climate and the development of social conflicts. Beyond the costs generated by these conflicts, such a situation destabilizes a company and can give rise to a global crisis. Maintaining a good social climate and preventing conflicts are therefore real challenges. If conflict breaks out, knowing how to deal with it is just as essential. This training provides the keys to detecting and preventing social tensions as well as a methodology and tools to resolve conflict situations.

Who is this training for ?

Training objectives

Detect and prevent social tensions.
Decipher the strategies of union actors.
Know how to deal with conflict.

Training program

Improving the social climate: detecting and preventing social tensions

• Identify and analyze social tensions.
• Set up a social climate survey, monitoring, dashboards and indicators.
• Benchmark yourself using to the Skills Campus survey.
• Implement an action plan.
• Take care of communication, particularly during times of change.
• Support managers in proximity in the prevention of social tensions.
• Understand how individual tensions can lead to collective conflicts.

Act on the triggering event to defuse the risk of conflict

• Distinguish the union strategies implemented.
• Use leaflets and social literature.
• Promote good social dialogue.
• Take action to resolve emerging conflicts.

Master the right to organize and strike

• Know the rights and duties of strikers and union delegates.
• Know how to use legal recourse.

Manage the conflict, communicate and act quickly and get out of the conflict Identify the different stages of a conflict.

• Act tactically by alternating authority, exchange and negotiation with social partners.
• Involve management.
• Organize the crisis unit.
• Communicate internally and externally about the conflict.
• Exit the conflict and prepare for post-conflict.

Description

Economic, technological, organizational and social changes are increasingly rapid and frequent, leaving little time for individuals to adapt, accommodate or get used to new work situations. We are witnessing a rise in psychosocial risks (RPS) in companies. According to the Skills Campus 2017 survey on the social climate and quality of life at work, 53% of employees and 68% of managers report experiencing regular stress in their work. The CHSCT must be able to play a role in the prevention of RPS. It is essential that he identifies the role he can have on this subject and that he is able to participate in the diagnosis of risk situations in order to propose effective safeguards for an active prevention policy.

Who is this training for ?

Training objectives

Find your way around the definitions and the regulatory framework: risks, psychosocial disorders, stress...
Know the role and intervention of the CHSCT.
Know the risk factors and know how to identify them in the company.
Understand your scope action, the key players in the system and the action levers.
Understand the main stages of a prevention approach.

Training program

What are we talking about RPS? Definitions: stress, harassment, burn out.

• RPS in figures.
• The issues.

The regulatory framework for PSR

• Legal and regulatory framework, case law.
• The roles and responsibilities of the different actors in the company.
• The responsibility of the company.
• From risk prevention to quality of life at work.

The CHSCT: preferred contact for employees on psychosocial risks

• Know how to identify the criteria and clues.
• How to intervene? The role of the CHSCT and its levers of action: appeals.
• The right of withdrawal.

Risk factors

• The distinction between families of risk factors.
• Organizational, managerial and other sources.
• Warning indicators.
• How to evaluate them? Diagnostic tools.

Implement the prevention approach

• The three levels of prevention (primary, secondary and tertiary).
• The key stages of a successful approach.
• The participation of the CHSCT as a key player.
• Updating the single document.
• Training and mobilization of prevention stakeholders in a collective approach.
• Support for an employee in trouble.

Remote activity

• To learn about the contributions of an expert on a theoretical or practical point: a video 'Legal prevention of moral harassment'.

Description

Article L2315-18 of the labor code applicable from 2018 provides that members of the CSE or CSSCT must benefit from training of at least 3 days as part of the exercise of their function, in matters of health, safety and working conditions. This practical training, approved by the Ministry of Labor, will provide you with the tools necessary to carry out your missions.

Who is this training for ?

Training objectives

Master the roles and responsibilities of the CSE and/or the CSSCT within the framework of its health, safety and working conditions missions.
Appropriate the methods and tools to prevent professional risks and improve working conditions.
Become a key player in prevention.

Training program

Before the face-to-face

• A self-diagnosis.

Identify the missions of

• CSE/CSSCT on health, safety and working conditions Role of the CSE in preventing occupational risks.
• Roles of CSSCT members.
• Information and consultation.
• Scenario Quiz on CSE information and consultation rules.

Take ownership of the operation and means of

• CSE Mandatory meetings on health and safety at work.
• Means made available. Alert rights and recourse to expertise.
• Protection of elected officials .
• Scenario Practical case on the use of means and the right to alert

Identify obligations and responsibilities

• Prevention and responsibilities of the different actors.
• Find your bearings in the texts.
• Scenario Quiz on health and safety obligations in business.

Collaborate with occupational health stakeholders

• Labor inspector, occupational health services, CRAMIF/CARSAT, ANACT, INRS...
• Scenario In subgroup: identify the means of communicating the actions of the CSE

Identify risks and improve working conditions

• Facilities, injured or disabled person. TMS, RPS...
• Preventive means and actions: inspection grids, surveys...
• Scenario: build an inspection grid.

After face-to-face, implementation in a work situation

• Advice every week for 7 weeks to implement your action plan.

Description

Exercising a mandate cannot be improvised. As staff representatives, you are the key point of contact for management both on the point of compliance and respect for the legislation and agreements in force within your company and on the resolution of disputes on a daily basis. In this 2-day training course, we offer you the opportunity to master the legal and practical aspects of your PD mandate, to understand your role and to know how far to go to increase your efficiency. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Master the key points and texts of labor law as well as the legal aspects of the DP mandate.
Evaluate your rights and duties as elected officials.
Professionalize the preparation of meetings and your interventions.
Manage the relationship with employees.

Training program

Master your general missions: instructions for DP responsibilities

• Distinguish between complaints and demands on a daily basis.
• Intervene with the labor inspectorate: when and how? The defense of individual freedoms: a specific role and a regulated right to alert .
• Areas of intervention reserved for DPs: paid leave, incapacity, work accidents.

Ensure additional attributions when the CHSCT or CE is lacking

Identify your rights, duties and means in the exercise of your mandate

• When is there a deficiency? What are the auxiliary missions? How to carry them out? Duration and accumulation of the mandate.
• The rules for replacing the incumbent.
• Hour credits.
• Freedom of travel and making contact.
• Access to information, registers.
• Protective status .

Prepare and attend meetings with management

• Transmit questions on time and in the correct manner.
• Obtain answers and maintain the PD register.
• Improve the flow of meetings.
• Acquire ease in your speaking.
• Communicate with employees about the results.

Improve your role as interface between management and employees

• Clarify your objectives and strategies.
• Making contact with employees: areas for vigilance and mistakes to avoid.
• Managing the relationship with your management and supervision .
• Define and implement your action plan.

Remote activity

• Un
• expert 'Accompany an employee during a preliminary interview'.

Description

The decree of January 8, 2019 requires companies with more than 50 employees to publish a gender equality index, from now and at the latest in 2020. This index consists in particular of data on equal pay and gender equality. promotion makes it possible to obtain a published note which must, if insufficient, lead to the implementation of corrective actions within 3 years, under penalty of financial sanctions. This training allows you to become familiar with the methods of calculating the index, based on a business case which details, step by step, its progressive assembly.

Who is this training for ?

Training objectives

Take ownership of the decree of January 8, 2019 on gender equality.
Calculate the Index and the 5 indicators that make it up.
Measure and anticipate the financial impact of compliance to avoid sanctions.

Training program

Equality index

• Women - Men: legal obligations Companies targeted and implementation schedule.
• The Index in indicators.
• Planned sanctions.
• Assistance and resources provided by Direccte.

5Define the scope of application Indicators to be calculated according to the size of the company. Reference period and employees to be taken into account. Remuneration elements to be taken into account when calculating the index.

• Scenario Case study: Analyze the list of remunerations and extract the elements for the calculation.

Calculate the

• Index and its indicators Indicator no.: pay gap between women and men Method for refining working groups, application of calculation rules and the relevance threshold, scale.
• Indicators n° and n°: evaluation of the gap in rates of individual increases and promotions between women and men Individual increases by threshold, application of calculation rules, scale, corrective measures linked to the results of indicator n°.
• Indicators n° and n°: evaluation of the rate of employees increased after their return from maternity leave and distribution by gender of the 0 employees with the highest remuneration.
• Calculation rules and scale Case of non-calculable indicators: procedure to follow.
• Scenario Practical case: construct the Index and indicators on the basis of a common thread case.

512314515Respect the obligation to publish the

• Index CSE meeting, procedure for transmission to Direccte.

Become compliant

• Action plan within the period of years.
• Report of breach: procedure.

Description

Becoming a member of the works council cannot be improvised. This body has, in fact, a right of review over the strategic orientations and economic situation of the company. The CE/CSE is particularly required to rule on complex subjects such as cases of restructuring or merger. It is for these reasons that the legislator has provided for compulsory training for elected representatives of the CE/CSE. Its objective is to provide the essential foundations of financial management so that members of the CE/CSE can fully play their role. This training will also allow you to take stock of legal developments in terms of information and consultation of the CE / CSE. NB: This training program takes into account the latest legal developments. Training approved by the Ministry of Labor

Who is this training for ?

Training objectives

Use the income statement, balance sheet and all economic information (including BDES) to act
Know the CE/CSE’s room for maneuver in the event of a change in the company’s economic situation
Know the different employee savings schemes

Training program

Know the organization of the company

• The different legal forms of companies and their operating rules.
• The resulting information obligations of the CE / CSE.

Use the income statement to understand the economic situation of the company

• Understand the logic of the income statement and gross margin.
• Analyze their evolution and the company's positioning on its market.
• Examine and interpret the different balances of the income statement.

Understanding the balance sheet to assess the financial strength of the company

• Know the balance sheet items.
• Differentiate between equity and permanent capital.
• Assess working capital and working capital requirements.
• Identify the different sources of financing and their impact.

Navigate your way when reading the consolidated accounts

• The concept of group of companies.
• Understand the economic and financial meaning of consolidation.
• Know the consolidation methods and their impact on the accounts.

Know the margins of maneuver of the CE / CSE in the event of a change in the economic situation of the company

• Consultation on strategic orientations: relying on the Economic and Social Database (BDES).
• Organization, merger, closure of establishment.
• Role of the CE / CSE in the event of recovery, judicial liquidation.
• PSE: points of vigilance.

Know the different employee savings schemes

• Participation, profit-sharing, P.
• E.
• E, PERCO.

Description

Elected to the CSE, you would like to benefit from practical training in carrying out your mandate. Making the CSE an institution for dialogue, consultation and proposals is your ambition. To do this, it is necessary to master the missions of the committee and its operating rules. Indeed, the merger of staff representative bodies following the Macron orders of September 22, 2017 positions the Economic Social Committee as an essential partner in the company's social policy.

Who is this training for ?

Training objectives

Master the operation and responsibilities of the CSE in a company with fewer than 50 employees
Know the means available to CSE members to exercise their mandate

Training program

Before the face-to-face

• A self-diagnosis.

Identify the place of the CSE in social dialogue

• The issues linked to the evolution of a DP type instance towards a CSE instance.
• Impact of the threshold of 0 employees on the missions and functions of the CSE.
• CSE discovery quiz scenario.

5Understand the rules and means of operation of the CSE

• Status of members.
• Means of operation.
• Delegation hours.
• Professional secrecy and confidentiality.
• Protective status of elected officials.
• Obstruction offence.
• Scenario Mini case on delegation hours.

Take ownership of the missions of the CSE Individual and collective complaints. Occupational health and safety missions.

• Alert rights.
• Scenario Practical case: carry out a health and safety investigation.

Play its role as interface between the

• Management and employees Transmit questions in accordance with deadlines and form.
• Transmit messages during meetings and obtain answers.
• Use the CSE register.
• Communicate the answers to employees.
• Make relevant proposals.
• Participate in surveys.
• Scenario Practical case: practice questioning and rephrasing in meetings.

After face-to-face, implementation in a work situation

• Advice every week for weeks to implement your action plan.

Description

Elected to the CSE, you would like to benefit from practical training in carrying out your mandate. Making the CSE an institution for dialogue, consultation and proposals is your ambition. To do this, it is necessary to master the missions of the committee and its operating rules. Indeed, the merger of staff representative bodies following the Macron orders of September 22, 2017 positions the Works Social Committee as an essential partner in the company's social policy. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Master the operation and responsibilities of the CSE.
Identify the possibilities for developing the CSE.
Understand the means of the members of the CSE to exercise their mandate.

Training program

Before the face-to-face

• A video, a self-diagnosis.

5Master the operating rules of the CSE

• Composition of the CSE, role and status of members.
• Mandatory committees.
• Internal regulations.

Identify the means of operation of the CSE

• Budgetary means.
• Urssaf rules in the management of social and cultural activities.
• Accounting obligations.
• Operating means.
• Hours of delegation: sharing, reporting, rules.
• Civil and criminal liability.
• Professional secrecy and confidentiality.
• Protective status of elected officials .
• Offence of obstruction.

Prepare and organize CSE meetings

• Legal framework: ordinary and extraordinary meeting, convocation, agenda, notice, minutes.
• Remedies of the CSE: expert opinions on the right to alert, refusal of notice, interruptions of sessions , exceptional meetings.

After face-to-face, implementation in a work situation

• Advice every week for weeks.
• To learn more about remote activities A 'Win-win negotiation' video.
• A
• expert 'CHSCT: contributing to the prevention of RPS' .

Description

Elected to the CE, you would like to benefit from practical training in carrying out your mandate. Make the CE an institution of dialogue, consultation and proposals, these are your ambitions. To do this, it is necessary that you master the missions of the committee and its operating rules. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Master the different responsibilities of the committee and the complementarities with other bodies.
Validate the practical functioning of the EC and manage its resources.
Clarify the rights and obligations of members.

Training program

A CE why and for what purpose?

• Understand the conditions for its implementation.
• Evaluate the impacts of reorganizations on the CE: disappearance, extension, continuity of the mandate.
• Distinguish the missions of the CE from those of other authorities (DP, DUP, DS, CHSCT, CCE, etc.) and implement a logic of complementarity.

Master the responsibilities of

• Works Council Responsibilities of an economic nature and representation on the board of directors.
• Responsibilities of a professional nature.
• Responsibilities of 'social order.'}

Ensure compliance with mandatory consultations and information

• When should the CE be informed and consulted? What about new mandatory consultations? Use the information and give an opinion.
• Implement avenues for operational progress in the event of layoffs collective economic.

Manage CE resources Credit hours.

• The use of experts.
• Contacts, travel and communication.
• Budgets and their management.
• Updating provision of premises.
• Advance the functioning of the EC.
• Validate the composition and role of its members.
• Formalize the internal regulations.
• Ensure meetings are held.
• Negotiate the agenda and draw up the minutes.
• Deliberate, decide, give an opinion.
• Improve the flow of meetings.

Guarantee EC member status

• The accumulation of mandates.
• The civil or criminal liability of natural or legal persons.
• Protection and the offense of obstruction.

Description

Why mandatory training for CHSCT members? Created in 1982 by the Auroux laws, the CHSCT is responsible for contributing to the safety and protection of the physical and mental health of employees. Little by little, the CHSCT is becoming essential in the implementation of many major company projects. For it to fully play its role, it is essential that the members of the CHSCT know their prerogatives and the means at their disposal to act in this direction and become real actors in prevention. It is for this reason that the legislator has included this training obligation in the law. This practical training, approved by the Ministry of Labor, will provide you with the necessary tools to carry out your missions. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Master the missions and operation of the CHSCT.
Become familiar with the tools available to the CHSCT to successfully carry out its mission.
Become an actor in prevention.

Description

Whether for individual dismissal, conventional termination, resignation or retirement, no other subject carries as many legal risks as the termination of the employment contract. One in four employees dismissed for personal reasons contests their dismissal before the industrial tribunal. The Job Security Law introduced two new cases of employee refusal which could lead to individual dismissal for economic reasons: all potential risks of litigation. The management of the dismissal file must be rigorous. During these two days of training, we offer HR professionals the opportunity to acquire the reflexes to secure the procedures for the different methods of terminating the employment contract and their possible consequences. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Appreciate all the risks linked to the termination of the contract.
Control the conditions of validity of personal dismissal.
Secure the procedures in order to limit disputes.
Manage an individual dismissal file for economic reasons.
Respect the procedure for conventional termination .
Prepare and manage transactions.
Manage labor disputes.

Training program

Managing the resignation of an employee Differentiate between resignation and acknowledgment of the termination.

• Acknowledge receipt of a resignation.

Terminate the employment contract for personal reasons Secure termination of the trial period. Evaluate the reason for the breakup and the real and serious cause.

• Compile your file rigorously in order to protect yourself from litigation.
• Respect the legal procedure.
• Dismiss a protected employee.

Manage dismissal for incapacity and manage the end of career Comply with the procedure for non-professional incapacity.

• Fulfill obligations regarding reclassification.
• Take into account the specificities in the event of professional incapacity.
• Manage voluntary retirement, retired.

Managing individual economic dismissal Identify the circumstances that may justify economic dismissal. Manage special cases: refusal of an employee to apply a job retention agreement and an internal mobility agreement

• Respect the procedure.
• Offer a professional security contract or reclassification leave.

Differentiate between negotiated termination, transaction and conventional termination

• Respect the conventional termination procedure.
• Implement the conditions of validity of the transaction.
• Evaluate the consequences (fiscal, social, etc.) ).

Manage a labor dispute file Remote activity

• To benefit from the contributions of an expert on a theoretical or practical point: a
• expert 'Economic dismissal procedure'.

Description

This training provides fundamental knowledge of the rights and duties, roles and missions of each of the IRPs in order to improve the quality of social dialogue in the company. This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Distinguish the responsibilities of staff representatives: CSE, Works Council and the role of unions following the Macron orders.
Master the functioning, identify the rights and duties of these new bodies.
Evaluate its practices and identify its room for maneuver in the relations with the IRPs.

Training program

Identify the place of the different

• IRP in social dialogue Changes brought about by the Macron and CSE orders.
• Influence of unions: DS, RSS, CSE representative, and representativeness issues.
• Business Council and local representatives.
• Scenario Legal quiz on social dialogue.

Master the role and missions of the authorities

• Responsibilities of the CSE: missions (economic, safety and working conditions), information obligations and periodicity, alert rights, role of the CSE Central Committee, social and cultural activities.
• Scenario Adaptation of one's behavior with the IRPs according to the situations.

Understand how the

• CSE and various bodies Composition of the CSE: president, secretary and treasurer, compulsory and optional commissions.
• Meetings and frequency.
• Mandatory negotiations.
• New conditions for signing an agreement.
• Scenario Completion of a puzzle on the functioning of the IRPs.

Identify the means of exercising the mandate of

• RP Financial and operating resources.
• Use of expertise.
• Hours of delegation and freedom of travel.
• BDES.
• Reinforced right to training, protective status.
• Scenario Game on the resources of the IRPs.

Certification

• Assessment of skills to be certified via an online questionnaire incorporating role-playing scenarios (40 minutes).
• To find out more about remote activities To appropriate the contributions of an expert on a theoretical or practical point: a video 'The history of trade unionism in France'; a video 'Zoom on the CGT'; a video 'Zoom on Force Ouvrière'; 'Zoom on the CFTC'; a video 'Zoom on the CFE-CGC'; a video 'Zoom on the UNSA';

Description

Professional co-development is an approach that supports employees and managers in their professional effectiveness. Thanks to the sharing of practices and concrete issues between peers in the HR function, the method of questioning and mutual listening opens up new fields of creativity and solutions. This complementary day to the 'Managing social relations' cycle (ref. 4766) allows you to experiment with this approach.

Who is this training for ?

Training objectives

Experiment with the co-development approach to apply it in a professional situation.
Improve your practice in managing social relations.
Discover new methods of action and problem solving in a group.
Progress in your relational skills.

Training program

Take ownership of the co-development method and experience the 6 stages Choice of the situation provided by a participant.

• Factual presentation of the situation.
• Clarification using the group's questions.
• Contract and rules of the game for working together.
• The consultation.
• The individual action plan and the expression of the benefits.

Solve your problems in managing social relations with the co-development method Joint work on 2 to 3 co-development sequences based on a concrete situation proposed by the participants. For example: facing the

• Analyze the difficulties and identify good practices to implement.
• Establish your individual action plan.

Description

How to choose the most suitable contract? How to write sensitive clauses? How to modify the employment contract without risk? How can we validate the use of fixed-term contracts and temporary work and avoid the risk of contract reclassification? What is the maximum duration of these contracts? How to integrate developments concerning part-time work? What are the changes regarding salary portability? So many questions that we invite you to answer during this training. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Measure the risks, flexibilities and constraints of the employment contract.
Conclude the most suitable contract: full-time or part-time, permanent or fixed-term contract. Write sensitive clauses in the employment contract.
Use fixed-term contracts, temporary work or subsidized contracts.

Training program

Concluding an employment contract: instructions for use

• Identify the advantages and disadvantages of the different possible employment contracts.
• Distinguish the employment contract from related contracts: subcontracting; salary portability; internships; temporary work, subsidized contracts.. .
• Identify the points of vigilance linked to the use of subcontracting.

Secure the drafting of a permanent contract Comply with the mandatory clauses. Carefully draft flexibility clauses: geographic mobility; goals ; telework.

• Master sensitive clauses such as: non-competition, cancellation of training.
• Manage the trial period vigilantly.

Write and manage part-time contracts Insert mandatory clauses (timetables, distribution, etc.).

• Change the distribution of part-time hours.

Modify the employment contract: flexibility and constraints of amendments

• Distinguish between changes to the contract and conditions of execution of the contract.
• Change the place of work, qualification, remuneration.
• Implement a period of secure external voluntary mobility.
• Respect the procedures and draw up amendments.
• Draw the consequences of the employee's refusal.

Conclude and manage the fixed-term contract and the temporary employment contract with complete legal security

• Use the reasons and durations legally.
• Take into account the additional unemployment contribution in the case of short fixed-term contracts.
• Renew or chain fixed-term contracts/temporary contracts .
• Manage temporary or fixed-term contracts and the end of contract on a daily basis.
• Identify and prevent requalification risks.

Description

The law relating to social dialogue and employment (known as the Rebsamen law) has profoundly modified the landscape of IRPs by allowing an à la carte configuration of IRPs (enlarged DUP, grouped body) but also by grouping together consultations and negotiations and by rationalizing the functioning of institutions. This reform also marks a new stage in the promotion of the careers of elected officials and union actors, aiming to strengthen the legitimacy of Staff Representative Bodies (IRP) and improve the quality of social dialogue in the company. This training provides fundamental knowledge of the rights and duties, roles and missions of each of the IRPs, in order to effectively lead body meetings and daily social relations. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Acquire a structured knowledge of the IRP.
Master the operation and missions of the IRP.
Evaluate the reciprocal rights and duties.
Limit the legal risks of the offense of obstruction.
Take a step back from its practices to better understand its margins maneuver in relations with the IRPs.

Training program

Validate the composition of the different bodies

• Integrate the rules of representativeness.
• The composition of the different bodies.
• When can we set up a single staff delegation (DUP)? What modifications following the reform of social dialogue (staff thresholds, scope of competence, etc.

Master the role of the different authorities

• What are their areas of intervention? What about the economic and social database (BDES)? The staff representatives (DP)? What questions can they ask...? The CE: when and on what must it be consulted? The new compulsory consultation themes and rules, the use of experts...
• The CHSCT: information, compulsory consultations...
• How to work with this body so that it is a 'force of proposal' How does a Single Staff Delegation work? Articulation of the missions of the 3 bodies within the DUP, expertise...
• The union delegates: what? prerogatives? Identify the new themes in terms of compulsory annual negotiation introduced by the law on social dialogue and employment.

Ensure the smooth running of the various body meetings

• Setting the agenda and calling notices.
• Reports and minutes.
• The follow-up to be given to the meetings.

Identify the rights and duties of staff representatives

• Delegation hours.
• Freedom of travel.
• Premises, equipment and budgets.
• The obligation of confidentiality reaffirmed by the Job Security Act.
• Access to NICTs.
• To find out more about remote activities To benefit from the contributions of an expert on a theoretical or practical point: a video 'The history of trade unionism in France'.
• To appropriate the contributions of an expert on a theoretical or practical point: seven videos 'Current issues and positioning of large trade union centers'.
• Evaluation of the transfer of acquired knowledge to validate implementation in a work situation

Description

Labor law is increasingly being introduced into HR practices. It is essential for HR professionals to acquire a certain number of fundamentals in order to succeed in this function. From recruitment to employee departure, labor law is at the heart of all HR actions. It is now impossible to implement a human resources development policy without having a minimum of legal knowledge. This training provides you with the keys that will allow you to adopt the right legal attitudes for each situation.

Who is this training for ?

Training objectives

Master the legal fundamentals applied to the management of the employment contract, from its development to its termination.
Acquire the right legal reflexes to secure your HR practices.
Answer HR questions from managers and employees by integrating the legal framework.
Win autonomously in the management of the life of the employment contract.

Training program

Navigate the legal environment of the function

• HR Acquire a research methodology to provide fair and reliable answers: use labor law sources; identify the implications of the collective agreement in human resources management; know how to search for information.
• Case scenario: search for useful legal information.

Manage the different stages of the life of the employment contract

• Acquire the right legal reflexes in terms of recruitment and hiring.
• Identify the employment contract adapted to the situation: CDI, CDD, subsidized contracts or subcontracting opportunity.
• Integrate specific clauses (non-competition...).
• Secure the use of temporary work and fixed-term contracts: choose the reason for successive sequences of contracts.

Apply the main rules related to the execution of the employment contract

• Ensure compliance with working hours.
• Apply the rules regarding paid leave.
• Measure the legal consequences of the different causes of absence on the contract (illness, maternity, etc.).
• Relay supervision within the framework of the disciplinary law procedure.
• Scenario Quiz on absences.

Master the fundamentals of terminating an employment contract

• Distinguish the implications between termination at the initiative of the employee and at the initiative of the employer.
• Apply the rules and procedures specific to each mode of termination of the employment contract : resignation, dismissal, conventional termination.
• Blockchain: new form of securing contracts and transactions.
• Scenario Case study and quiz on the termination of the employment contract.

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).

Description

Beyond the legal fundamentals, it is essential that managers and human resources managers acquire a certain number of points of vigilance both in relations with the labor inspectorate and in the management of the employment contract. How to modify employment contracts without risk? How to prevent social risks (harassment, discrimination, etc.)? How to manage cases of incapacity? Furthermore, the termination of the employment contract, the main reason for recourse to industrial tribunals, remains a procedure to be kept under control: what about in particular the use of the new conventional termination? This training allows you to secure your practices and play a daily advisory role.

Who is this training for ?

Training objectives

Identify points of vigilance in the life of the employment contract.
Secure relations with the labor inspectorate and avoid disputes.
Effectively manage the termination of the employment contract for individual reasons.

Training program

Before the face-to-face

• A self-diagnosis.

Master the legal environment relating to the HR field. List the courts and their jurisdictions.

• Find your way through the different stages of industrial tribunal action.
• New risk: reclassification of the service provision into an employment contract.

Secure relations with the labor inspector Identify his missions and means of action.

• Keep the mandatory registers and displays.
• List the documents to send to the labor inspectorate.
• Write the internal regulations.

Identify points of vigilance in the life of the employment contract

• Identify the specific working hours: part-time, teleworking.
• Link professional career and evolution of the terms of the contract.
• Anticipate the litigation risks linked to PSR, moral harassment or sexual, sexist actions, discrimination, stress at work.
• Manage incapacity.

Manage the various cases of termination of the employment contract for individual reasons and the associated risks. Master the rules governing the termination of the trial period. Managing retirement.

• Prepare and manage an individual dismissal file: reason and procedure.
• Use the transaction to avoid industrial dispute.
• Apply the termination wisely negotiated, the transaction and the approved conventional termination.
• Resignation: rights and duties of the employer and the employee.
• Blockchain: new form of securing contracts and transactions.

After the present

• A challenge every week for weeks.

Description

In his daily actions, the manager commits the company in legal matters. He must be aware of his room for maneuver: how to qualify misconduct, act effectively in the event of absence, reconcile the requirements imposed by clients by respecting the rules regarding leave or working hours? These are all questions that every manager must be able to answer to successfully carry out their mission. This is the objective of this labor law training for managers. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Acquire labor law reflexes to secure your daily managerial practices

Know your rights and duties towards elected officials

Training program

Before the face-to-face

• A self-diagnosis to situate yourself in your practices.

Find your way around the rules applicable to labor law

• Know the structure of labor law.
• How does the collective agreement relate to the labor code? Where to find useful information? Use the internal regulations effectively.

Securing the use of fixed-term contracts, temporary work and subcontracting

• Use fixed-term contracts and temporary work contracts
• Sequence of fixed-term contracts, temporary work assignments, subcontracting

Manage the professional activity of employees by integrating labor law

• Follow the trial period
• Letitudes for modifying the contract
• Team working time (maximum duration, rest, break, etc.)
• Manage absences: CP, illness,...
• Employer responsibilities in health and safety
• Supervise teleworkers
• Manager without harassing or discriminating
• Power and disciplinary sanctions
• The different forms of termination of the employment contract

Appropriate the legal framework for staff representation

• Role of the different bodies
• Rights and duties of social partners (CSE - DS)
• Playing your role as manager in social relations

Description

Balanced social relations are based on two essential pillars: staff representatives of course and... managers! The latter have an important role to play in social relations: observation, feedback, communication relays... To take their place in the 'chessboard' of social relations, it is essential that they acquire a certain number reflexes for managing their team on a daily basis and more particularly employee representatives: can they be absent from their workstation without warning? Should we take delegation hours into account when setting objectives? ... Managers will find concrete answers to all these questions during this training. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Become aware of the role of the manager in social relations.
Better know staff representatives and unions.
Acquire essential legal knowledge.
Become familiar with the practices and behaviors of daily social management.
Acquire the means to fully play its role in social relations.

Training program

Understanding the system of social relations

• Identify social actors externally and internally and identify their links.
• Update your knowledge on the strategies of different unions.
• Understand the role of the manager in social relations.

Acquire essential legal knowledge

• Identify the roles and missions of each body.
• Evaluate the rights and duties of staff representatives.
• Clearly define the limits in order to act with discernment.

Manage the staff representatives of your team

• Identify the profile of each staff representative.
• Take delegation hours into account in the organization of the staff representative's work.
• Develop appropriate practices to encourage constructive behavior on their part.
• Manage elected officials without discrimination: annual career management interview...

Act as an actor in social dialogue Be the primary manager of the concerns of employees in your team.

• Participate in the analysis of department PD complaints.
• Accompany visits by the CHSCT or CSSCT to the department.
• Identify and reduce the factors internal tensions in order to prevent conflicts.
• Contribute to social observation and work in partnership with HR.

Description

The successive reforms of representativeness and social dialogue have given a large place to negotiation in the company. Practitioners of social negotiations, you know that the methods and tactics are useful. But you also know that they are not always enough to avoid conflicts, especially in a tense economic context (job retention agreement, negotiation of a PES, etc.). Whatever your level of preparation, the fact remains that divergent interests can create distrust, worsen the climate and block the negotiation process. We offer you another way of conceiving social relationships. This resolutely innovative training course uses the interest-centered negotiation method, combined with knowledge of relational mechanisms. It makes it possible to activate the levers of trust in the long term.

Who is this training for ?

Training objectives

The Beyond Conflict„¢ approach allows you to: develop your personal qualities as a negotiator; to get out of difficult dialogue situations; to find balanced solutions to build relationships of trust; to identify and work on your personal obstacles

Training program

Avoid major risks in social negotiation Identify blocking situations. Manage distrust between stakeholders.

• Get out of the impasses of confrontation.
• Implement the levers of trust.

Conduct negotiations and conflicts in a concerted manner with the 7-point interest method Building the negotiation process with your partners.

• Identify and formalize the problem to be solved.
• Clarify mutual interests.
• Create options and a contingency plan.
• Evaluate scenarios and opt for solutions satisfactory to both parties.
• Conclude the agreement.

Mastering relationships with partners

• Understand relational behaviors.
• Adjust one's attitudes and one's own resources.
• Overcome defenses, rigidities and fears.
• Build and maintain the appropriate relational climate.
• Develop self-confidence.

Put your negotiator skills into practice. Train in simulation on increasingly difficult and complex cases.

• Build confident relationships to negotiate.
• Implement your knowledge.

Description

Conducting a social negotiation cannot be improvised. This requires active preparation which concerns both strategic and technical choices. Succeeding in a negotiation means making effective arbitrations and punctuating your concessions. This training offers all HR stakeholders a negotiation method centered on interests allowing them to build innovative solutions. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Understand the issues of social negotiation.
Know the legal framework.
Acquire a negotiation method.
Make your preparation more effective.
Master negotiation techniques.

Training program

Remote activity

• Contributions from an expert on a theoretical or practical point: a video 'The history of trade unionism in France'.

Appropriate the legal framework of social negotiation Identify the actors in the negotiation.

• Invite partners.
• Draft, validate and sign an agreement: majority, minority with referendum.
• Opposition rules.
• Denounce an agreement.
• Role of the CE/CSE in the negotiation.
• Address mandatory themes and respect the frequency of negotiations.
• Seize related opportunities to the latest developments in legislation: job retention agreement, mobility.

Strategically prepare your negotiations Define the goals based on the context and issues.

• Prioritize objectives.
• Assess the balance of power.
• Develop different scenarios, acceptable concessions and alternative plans.
• Identify negotiation strategies.
• Implement your communication plan.

Conduct your negotiations Take ownership of the key stages of negotiation: exploration of positions and expectations, comparison of positions, synthesis of points of agreement and divergence.

• Vary the pace of concessions and time management.
• Use appropriate communication techniques and behaviors: argumentation techniques, questioning, reformulation, objections.
• Get out of stuck situations and confrontational logic.

Remote activities

• Contributions from an expert on a theoretical or practical point: videos 'Current issues and positioning of major trade union centers'.

Description

The trend towards Uberization of the market, the growing need for flexibility and agility of companies, the technological contributions of work tools are accompanied by a necessary consideration of the needs of individuals: permanent employment in one location fixed work is no longer the only working modality. In this context, new working methods are emerging and developing: self-employment, labor lending, multi-employee work, networking platforms. These new working methods offer new perspectives and new challenges: that of management, intellectual property and legal security to avoid any risk of reclassification. This training provides an exhaustive overview of these new working methods. It provides the keys to choosing the method best suited to the business context and engaging in a fruitful and lasting collaboration.

Who is this training for ?

Training objectives

Identify new working arrangements and their impact on the contractual relationship with the company.
Use the form of contract or contractual relationship most suited to the company's situation.
Secure the contractual relationship and avoid the risks of requalification.

Training program

Before the face-to-face

• A self-diagnosis.

Identify working methods and their specificities

• Micro enterprise, self-entrepreneurship, salary portage, labor loan, networking platforms, (online talent market), executive temporary work, part-time work, multi-employee 'slashing', seconded employee within the EU„¢ Scenario Collective brainstorming: identification of emerging working arrangements.

Impact of working arrangements on the contractual relationship

• Social and societal responsibility: retirement, pension, mutual, collective CE.
• Managerial style, working methods.
• Teleworking, co-working, fablab, start up, shared work.
• Scenario Development of a digital wall of the advantages and disadvantages for the stakeholders of each modality.

Securing the use of new working methods Legal overview.

• Risks: financial, requalification, bargaining offense, diversion of customers, content of the service...
• Loyalty / competition / intellectual property.
• Scenario Legal quiz on new working methods.

Good practices for constructive collaboration

• Collaborative and management posture.
• Remuneration for the service.
• Legal clauses, framework contract.
• Obligation of means/ results.
• Motivation levers.
• Illustration: Uber case.
• Scenario Training in managing conflict-provoking situations.

After face-to-face, implementation in a work situation

• Advice every week for weeks to implement your action plan.

Description

The Macron orders continue the reform of labor law initiated by the Rebsamen and El Khomri laws. Some of these measures will be applied from October 2017 and more widely, from January 2018, as the decrees are published. The employment contract and its termination as well as collective bargaining are at the heart of the transformation challenges. This training deciphers what is changing and helps you update your knowledge to secure your practices. NB: This training program takes into account the latest legal developments

Who is this training for ?

Training objectives

Clarify the content of the Macron orders and their impact on the different HR aspects: collective bargaining, IRP, employment contract and its termination and other measures: teleworking
Identify opportunities and points for vigilance regarding these orders and their implementation
Implement new practices

Training program

Collective bargaining and the new hierarchy of standards

• Articulation of branch agreements / company agreements.
• Articulation of company agreement / employment contract.
• Terms of conclusion and validity of agreements : referendum; majority agreements; role of union delegates.
• Conditions of validity and denunciation of agreements.

CSE: creation of a single social dialogue body and the Council

• Economic Conditions for merging IRPs.
• Means of expertise and operating budget.
• Impacts on delegation hours, number of elected officials.
• Operating differences between the old IRP model and the CSE.
• Health, safety and working conditions missions.
• Professional career of IRPs: supervision reinforced.

Employment contracts and their termination: new provisions

• Creation of the permanent construction site contract.
• Relaxation of the rules for motivating dismissal.
• Regulation of severance pay without real and serious cause.
• Dispute deadlines.
• Collective contractual termination.
• Economic dismissal: adaptation to the size of the company; scope of assessment of the economic reason; evolution of reclassification measures; voluntary departure plans.

Other measures

• Disability and incapacity.
• Teleworking.
• Professional equality.
• Predictive prevention account.
• Loan of labor.
• Night work.

Description

The Macron orders provide for the establishment of a single social dialogue body: the CSE (Economic Social Committee) with the merger of the CE, DP, CHSCT. Companies are thus faced with the choice of letting corporate mandates run until their end - at the latest until December 31, 2019 - or calling early professional elections. Behind the election result lie important issues for unions and for business. The risks of elections being canceled are significant. It is therefore essential that the company can count on reliable, organized HR employees capable of guaranteeing the smooth running of elections and the preparation of meetings with staff representatives.

Who is this training for ?

Training objectives

Identify the composition of the CSE and its articulation with the CSSCT.
Define the content of a pre-electoral protocol.
Deploy the different means of voting. Supervise the entire voting process.
Secure the transition between old and new bodies.

Training program

Organize the CSE elections with the new electoral calendar

• Risks of electoral disputes.
• Composition of the CSE and articulation with the CSSCT.
• Transition between IRP and CSE.
• Size and diversity of establishments.
• Consequences on current mandates.
• Expiration of .
• .
• 0.

3112219Organize the process of professional elections

• Calculation of numbers and stages.
• Pre-election protocol.
• Calendar.

Negotiate the pre-electoral agreement protocol (PAP) Convening of OS.

• Pre-electoral agreement content.
• Advertising of operations and NICT.
• Electoral lists.
• Colleges and distribution of seats.
• Rules to follow.
• Postal voting and electronic voting.

Supervise the conduct of the election Conduct and control of the vote. Counting and calculation of results.

• Allocation of seats.
• Proclamation of results, minutes.
• Union representation and identification of DS.
• Election disputes.

Set up the CSE

• Elected officials take office.
• Early end of mandates.
• Impact on the situation of former elected officials.
• First meeting of the CSE and election of the secretary.

Description

Article L2315-18 of the labor code applicable from 2018 provides that members of the CSE or CSSCT must benefit from training of at least 3 days as part of the exercise of their function, in matters of health, safety and working conditions. This training is complementary to the training of members in matters of SSCT. It allows you to strengthen your knowledge and go further in practice. This training is approved by the Ministry of Labor and provides the tools necessary to carry out your missions.

Who is this training for ?

Training objectives

Fully exercise your SSCT mission with strong added value to position yourself as a constructive and proactive interlocutor

Training program

Before the face-to-face

• A self-diagnosis.

Identify the missions of the CSSCT in terms of health, safety and working conditions. Be informed, consulted, analyze risks, investigate, inspect and be proactive.

• Scenario Quiz on the responsibilities of the CSSCT.

Analyze the risks of your sector and your company to exercise your prevention role

• Analyze the risks at a workstation.
• Analyze the single document.
• Organize inspections at the workplace.
• Identify the risks in your sector of activity and search for useful information.
• Scenario Case study: analyze the risks in a workstation and search for information on your sector of activity activity and practices in SSCT.

Build an appropriate risk prevention action plan

• Identify risky professional situations.
• Analyze the impacts of these professional situations: teleworking, TMS, reorganization, moving, travel, addictions...
• Suggest actions adapted to act on the impacts.
• Scenario Practical case: put in place an action plan adapted to the situation.

Communicate effectively with occupational health and safety stakeholders

• Prepare the CSSCT or CSE meeting.
• Build an argument based on prevention proposals.
• Build a communication plan based on prevention 'an identified risk.
• Scenario Practical case: practice presenting your action plan and convincing key stakeholders.

After face-to-face, implementation in a work situation

• Advice every week for weeks to implement your action plan.
• To find out more about remote activities A video 'Legal prevention of moral harassment'.

Description

Beyond the functioning of the body, it is essential that the members of the CHSCT acquire sufficient knowledge in order to develop their added value. Effectively using the different means provided for by the texts allows the members of the CHSCT to be real forces of proposal for the prevention of professional risks. Finally, being able to communicate effectively during meetings allows CHSCT members to better communicate with the employer. This training is structured around these axes. NB: This training program takes into account the latest legal developments. Training approved by the Ministry of Labor

Who is this training for ?

Training objectives

Master the legal framework and the various tools available to the CHSCT.
Communicate effectively during meetings and be proactive in making proposals.

Training program

Reminder of CHSCT missions

• The roles, responsibilities and resources of the CHSCT.
• List all the documents and information required by the CHSCT.

Act and prevent professional risks

• Musculoskeletal Disorders.
• Teleworking.
• Physical nuisances.
• Handling.
• Personal protective equipment.
• Dangerous chemicals.
• Road risk.
• Psycho-Social Risks.
• The ergonomics at the workstation.
• Addictions.
• Arrangement and moving.

Communicate effectively and actively participate in CHSCT meetings

• Prepare for the meeting by summarizing all the elements collected.
• Speak in public.
• Construct and develop an argument.
• Use adapted communication techniques: scenarios.

Remote activity

• To learn about the contributions of an expert on a theoretical or practical point: a video 'Legal prevention of moral harassment'.

Description

Successive reforms in terms of representativeness and social dialogue have reinforced the importance of social negotiation on broader themes to make it a lever for economic and social performance. But competitiveness is also won in the field of social relations. Beyond legal obligations, it is in daily relationships with the different authorities that tomorrow's negotiations are built. How to build lasting relationships and establish quality dialogue? How can we better understand the logics of actors and the levers of power that govern social relations? How can we introduce other rules of the game taking into account legal compliance and social opportunity? HR players, during this training in social relations, we will provide you with concrete answers to all of these questions and tools allowing you to take or regain the initiative in the social field. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Master the framework of social dialogue, know the actors and constraints.
Master the legal framework of social relations.
Lead the different bodies.
Prepare and negotiate effectively.
Develop a relevant methodology for managing social relations.
Anticipate and manage social conflicts.
Develop social dialogue.
Gain behavioral agility in negotiation situations.

Training program

Remote activity

• To acquire useful theoretical references before your classroom training: a video 'The history of trade unionism in France'.

Understand how social relationships work

• Integrate the new rules resulting from the Macron orders.
• Identify the different social actors: internal, external.
• Identify their links.
• Identify your practices through the development of a diagnosis of your company's social relations.
• Clarify the role of local managers in social dialogue.
• Define the rules of the game in terms of social dialogue.
• Scenario Creation of a map of the actors

Appropriate the logic of union actors

• Evolution of the union landscape and consequences within companies.
• Functioning of union actors. Issues, union strategies and logic of power.
• Levers of action.
• Scenario Development of a diagnosis of the social relations of your company

Identify the role of social dialogue actors: attributions, rights and obligations

• Develop the roles and missions of the IRPs towards those of the CSE.
• Identify the missions of the staff representative bodies: Staff representative; Union representative; Works Council (CE) / Corporate Social Committee (CSE); CHSCT /CSSCT.
• Define operational rules of the game. Quiz and practical case study on the roles and missions of the different actors

Practice social relationships on a daily basis

• Prepare and lead PD meetings/companies with 11 to 49 employees: questions asked, verification of information, answers; how to conduct meetings in terms of content and form?
• que what to do in the event of deviation?
• Prepare and conduct CE / CSE and CHSCT / CSSCT meetings: the agenda, the preparation of files, the obligatory consultations and their frequency; ; follow-up.
• Manage relations with the union representative: decode messages and demands; conduct a face-to-face interview.
• Integrate; new actors resulting from the Macron orders: business council and local representatives.
• Scenario Scenario: prepare a meeting with the IRPs

Remote activities

• To learn the contributions of an expert on a theoretical or practical point: an e-learning module 'Preparing for a win-win negotiation'; a training module 'Leading the negotiation process - Level 1'; seven videos 'Current issues and positioning of the major trade union centers'}.

Effectively negotiate a company agreement

• Master the legal system of negotiation.
• Prepare your negotiation strategy: define the objectives and the main scenarios; develop a contingency plan; build a communication plan.
• Build an impactful argument.
• Conclude a company agreement and communicate it internally.
• Scenario 2) Vary your techniques for leading negotiation meetings.

Anticipate social tensions

• Implement appropriate social monitoring: dashboard, monitoring indicators...
• Identify the factors of social tension and act in a targeted manner.
• Scenario Common thread case: structure the social monitoring methodology and define the relevant corrective actions

Managing conflict when it arises

• Understand the origins of the birth of a conflict and the stages of its rise.
• Take first emergency measures. Set up a crisis unit: role, tools , purpose.
• Negotiate in a context of social tensions.
• Exit the conflict.
• Scenario Case Red thread: manage the crisis unit and define actions to end the conflict.
• Evaluation of acquired knowledge

Description

Created in 1982 by the Auroux laws, the CHSCT is a relatively recent body, whose contours have evolved over the years. Health/safety legislation in recent years has increasingly strengthened the role of this body. Since 2002, clarifications have been made to the 'perimeter' of its field: it is responsible for contributing to the safety and protection of the physical and mental health of employees. Vast program! Little by little, the CHSCT is becoming essential in the implementation of many major projects. Chairing this body requires increasingly assertive skills, both technical and relational. This training, through the alternation of summaries, examples and professional situations, provides the President of the CHSCT with the keys to succeed in this mission. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Master the regulatory framework of the presidency.
Know the practical functioning and the missions.
Optimize the progress of committee meetings.
Resolve the practical difficulties linked to the presidency of this institution.
Define a prevention policy.

Training program

Master the role of

• CHSCT A CHSCT why and for what?
• Understanding its role in prevention.
• The composition of the CHSCT: who does what?

Identify the means of operation

• Write or formalize the internal regulations.
• Provide the operating means of the CHSCT: hour credits, training, material resources...
• Prepare the reports and mandatory assessments (including a single document).
• Examine the right to alert, including the new law in matters of public health and the environment.
• Know the conditions for recourse to an expert.
• Whether or not to seize the opportunity to set up an optional CHSCT coordination body.

Organize and lead CHSCT meetings Set meeting dates and convene them.

• Set the agenda with the secretary. Manage the deliberations, voting and opinions of the committees.
• The minutes and their distribution: limited control by the president.

Identify the role of the president in carrying out the missions of the

• CHSCT Identify its permanent and occasional missions.
• Inform the CHSCT in good time.
• Consult the committee: when, how, on what projects?
• Limit the risks of obstruction and assess its consequences

Define and implement a prevention policy

• How to involve the CHSCT in this approach?
• Use the CHSCT meetings as a tool to boost prevention.
• Prioritize choices in terms of prevention.
• Implement a three-year action plan.
• Evaluation of the transfer of acquired knowledge to validate implementation in a work situation

Description

The Works Council's missions continue to expand and make it an essential partner in the company's social policy. As Chairman of the Works Council, your role is essential in establishing and preserving constructive social dialogue. These functions require strong skills both technically and relationally. What are the new obligations of the CE and mandatory consultation topics following the employment security law of June 2013, the law on social democracy of March 2014 and the reform of social dialogue in 2015? What are the possibilities of calling on an expert? How to negotiate the agenda and lead the debates? What attitudes should we adopt to encourage the adoption of acceptable and lasting rules of the game? This training, through the alternation of summaries, examples and professional situations, will provide you with the skills necessary to succeed in this mission and contribute to maintaining a quality social climate in the company. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Master the regulatory framework of the presidency of the EC.
Know the practical functioning and missions of the EC.
Optimize the progress of committee meetings.
Ensure your role as president and manage EC meetings.

Training program

Master the role of

• Works Council A CE why and for what? The composition of the CE: president, secretary, treasurer, guests, who does what? Respect the provisions on representativeness when appointing the union representative.

Validate the functioning of the CE Write or formalize the internal regulations.

• Allocate budgetary resources to the CE.
• Provide operating resources: premises, equipment, experts, right of alert, hour credits.
• Know the means of information of the CE and the possible use of NICTs.

Organize CE meetings

• Plan meetings and convene them.
• Set the agenda with the secretary.
• Apply the rules for replacing members.
• Manage deliberations, voting and opinions.
• Prepare and distribute the minutes and their distribution.

Lead CE meetings and manage exceptional situations

• Take the floor, lead the debates and have the vote taken.
• Refuse to address a last-minute question.
• Manage difficult situations: refusal to 'notices, interruptions of sessions, exceptional meetings.'}

Evaluate the rights and duties of the president Inform the EC in due time.

• Consult the EC: what subjects, when, how and new cases of consultation.
• When can the president vote? Respect confidentiality and professional secrecy.
• Limit the risks of obstruction and assess its consequences.
• Communicate in the event of a consultation procedure.

Remote activity

• To benefit from personalized advice from an expert: a virtual class.

Description

The Macron orders of September 2017 resulted in the creation of the CSE. This creation is accompanied by the establishment of a Health, Safety and Working Conditions Commission (CSSCT) obligatory for companies with more than 300 employees and in high-risk establishments (nuclear, SEVESO), at the request of the labor inspector or as part of a company agreement. This training presents the missions of the commission and the role of its President in coordination with the CSE. through the alternation of summaries, examples and professional scenarios, this training provides the President of the CSSCT with the technical and behavioral keys to succeed in this mission.

Who is this training for ?

Training objectives

Master the roles and responsibilities of the CSSCT as part of its mission of health, safety and working conditions.
Adapt the methods, tools and behaviors to prevent professional risks and improve working conditions.
Define a policy risk prevention, by involving the CSSCT.

Training program

Master the roles and missions of

• CSE/CSSCT in matters of health, safety and working conditions Role of the CSE in the prevention of occupational risks.
• Assignment of the roles of members of the CSSCT.
• Scenario Exercise: identify the missions of the CSSCT based on the internal regulations and of your company's corporate agreement

Measuring the employer's obligations and responsibilities

• Issues and principles of prevention.
• Responsibilities of the various stakeholders in the company.
• Find your way around the texts relating to health and safety.
• Scenario Quiz on health and safety obligations.

Identify the role of

• President in CSSCT missions Carry out investigations.
• Plan and organize the conduct of inspections.
• Provide mandatory information and documents.
• Limit the risks of obstruction offenses.
• Brainstorming scenario: identify good practices.

Take action and apply emergency procedures

• Intervene in the event of a right to alert: serious or imminent danger or serious risk.
• Associate CSSCT with a QVT and PHI detection approach.
• Develop a prevention policy with the CSSCT.
• Scenario Exercise: build an action plan in the event of serious and imminent danger.

Description

The merger of staff representative bodies positions the Works Social Committee as an essential partner in the company's social policy. As Chairman of the Works Social Committee, your role is essential in establishing and preserving constructive social dialogue. These missions require strong skills both technically and relationally. What are the new obligations of the CSE and the mandatory consultation topics following the Macron orders of September 22, 2017? What new perspectives do they open up for social dialogue? What posture should we adopt to build new acceptable and lasting rules of the game? This training, through the alternation of summaries, examples and professional situations, provides you with the skills necessary to succeed in this mission and contribute to the implementation and maintenance of a quality social climate in the business. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Establish and maintain a constructive social dialogue.
Understand the functioning and responsibilities of the CSE.
Master the legal framework of the CSE.
Adopt the right posture.
Organize and lead CSE meetings.

Training program

Before the face-to-face

• Un diagnostic.

Identify the place of the CSE in social dialogue Role of the IRP: CSE

• Central, CSE, Works Council, local representative.
• Impact of ordinances on social dialogue.
• Impact of company size on the CSE (threshold of 0 employees).

5Master the operating rules of the CSE

• Composition of the CSE, role and status of members.
• Mandatory commissions.
• Formalization of internal regulations.

Identify the means of operation of the CSE

• Budgetary and operating resources.
• Delegation hours.
• Professional secrecy and confidentiality.
• Protective status.

Take ownership of the different missions of the CSE Economic missions.

• Safety and working conditions mission.
• Information and consultation.
• BDES.

Organize and lead CSE meetings

• Legal obligations: convocation, agenda, deliberation, vote, opinion and minutes.
• Adapt one's behavior to the situations: debates, interruptions, acting, exceptional meetings, refusal to 'notice...

Anticipate the CSE's recourse possibilities and adapt React to the triggering of the CSE's alert rights. Manage the CSE’s use of experts. After face-to-face, implementation in a work situation

• Use practical sheets to progress.
• To find out more about remote activities A video: 'The history of trade unionism in France'.
• Three training modules: 'Handling objections - Level'; 'Handling objections - Level'; 'Practice active listening'.

Description

How to promote real integration of people with disabilities in business? How to take into account the consequences of disability on work situations? How can we build the means of compensation, increase employability and thus restore equal opportunities for access to long-term employment? How to manage incapacity issues in a more restrictive legal context? Managing disability and incapacity is a societal responsibility. Any employment policy in favor of workers with disabilities creates added value in terms of human resources management, image and mobilization of energies. This is both an asset and a challenge for the HR function.

Who is this training for ?

Training objectives

Mastering the disability environment in the professional environment
Recognize disability situations and develop means of compensation
Successfully integrating a disabled worker
Conduct an interview with a person with a disability

Training program

Mastering the disability environment in the professional environment Overcoming stereotypes about disability.

• Master the legal framework and identify discrimination.
• Identify specialized external and internal actors: AGEFIPH/FIPHFP, MDPH/CDAPH, CAP EMPLOI, SAMETH, Occupational Health Services , CHSCT/CSSCT.

Recognize disability situations and develop means of compensation

• Visual disability - Hearing disability - Motor disability - Disabling illnesses.
• Mental disability - Psychic disability.
• Study a practical case of integration.

Conduct an interview with a person with a disability

• Disabled employee failing in their work: distinguishing professional inadequacy from the consequences of the disability.
• Disabled employee in career development: managing fair career paths.

Description

You lead or will soon lead meetings with Staff Delegates (PD). You have to manage relations with the Union Delegates (DS) on a daily basis. Aware of the need to build quality social dialogue, you want to better understand your interlocutors and identify the obstacles to building a balanced and constructive relationship. Beyond essential legal knowledge, this practical training will help you build a progress plan allowing you to deal with the most tense situations and create social dynamics.

Who is this training for ?

Training objectives

Master the missions of staff delegates (DP), union delegates and Union Section Representatives (RSS)
Prepare and lead PD meetings
Understand the drivers of union intervention
Dealing with exceptional situations and face-to-face interview with a delegate
Develop responsiveness in daily relationships with elected or designated officials

Training program

Remote activity

• To prepare for your classroom training: a video on 'The history of trade unionism in France'.

Reminder of the missions of DP, RSS and union delegates

• The rules regarding representativeness and the key points of trade union rights.
• The role and missions of the DP, DS and RSS.

Integrate the logic of the union actor and the issues of balance of power

• Identify the levers of union legitimacy.
• Clarify the motivations and daily functioning of the union.
• Identify the sources of the balance of power.
• Decode positions, messages and demands.

Prepare effectively for a meeting

• Analyze and validate the content of the questions and search for useful information.
• Prepare your answers after setting objectives.

Hold and manage the PD meeting

• Set and enforce the rules of the game in substance and form.
• Develop your listening, argumentation and reframing skills.

Conduct interviews with union delegates

• Conduct a face-to-face interview with a delegate or collaborator accompanied by a DS.

Dealing with exceptional situations

• Deal with last-minute interventions and questions.
• Know how to react to attempts to destabilize.
• Identify the brakes and levers in the relationship.
• Adjust your behaviors and intentions.

Remote activities

• To go further: seven videos 'Current issues and positioning of major trade union centers'.

Description

Adjusting the workforce to the current needs of companies is a major challenge in a fluctuating economic context. The Macron orders of September 2017 introduced flexibility for companies with a new restructuring system: the collective contractual termination. The collective contractual termination complements existing systems: the job protection plan (PSE) and the voluntary departure plan (PDV). This training helps you to master the legal framework of these different systems and to implement them in the context adapted to your company.

Who is this training for ?

Training objectives

Master the different mechanisms for collective termination of the employment contract: PSE, PDV and collective conventional termination
Understand the contributions of Macron's orders to existing systems: PSE and PDV
Appropriate the legal framework of collective contractual termination
Use these three devices taking into consideration the economic situation of the company

Training program

Before the face-to-face

• A self-diagnosis.

Appropriate the legal framework of a PSE Challenges of a reorganization and impact on employment.

• Formal and timetable obligations.
• Timetable for the collective economic redundancy project.
• Preparation of documents for the consultation.
• Communication internal on the project.
• Contributions of the Macron orders: obligation of internal reclassification limited to France, relaxation of the rules, scales...
• Scenario Legal quiz on the system of the PES.

Identify the issues of a voluntary departure plan

• Legal framework and implementation context.
• Employees concerned.
• Negotiation of the terms of termination of the employment contract Legal consequences of amicable termination.
• Role of the CE/CSE in the implementation.
• Situation Legal quiz on the POS system.

Understanding the collective contractual termination system

• Qualify the context.
• Form and content of the negotiation.
• Procedure.
• Impact on the contract.
• Legal quiz scenario on the RCC system.

Put in place the system adapted to the situations

• Advantages and disadvantages of these three termination methods.
• Precautions to take and potential risks.
• Scenario Illustration using concrete business cases.

Description

Health/safety is now an obligation of results for the company. If legal compliance is not enough, it is a necessary step. But how do you find your way and navigate the complexity of the texts? What obligations and controls should be applied to limit liability and to implement a prevention approach? This training allows you to answer these questions to secure your practices. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Have up-to-date knowledge of the legislative framework
Identify the main obligations applicable to the company and respond to them
Determine the key points for the operational application

Training program

The main obligations of the company in terms of health and safety The general obligation of prevention. Risk assessment.

• Premises and workplaces.
• Information and safety training.
• Medical examination.
• Temporary work.
• Interventions by external companies.

Improve the working conditions of employees

• Hardness and the Account of Prevention and Hardness.
• Musculo-Skeletal Disorders (MSD).
• Psychosocial Risks (RPS).

Administrative and periodic obligations

• Mandatory documents, registers and displays; mandatory checks and controls.

Manage relations with health and safety referent personnel authorities. The CHSCT / CSSCT.

• Staff representatives.

Obligations and consequences of work accidents

• Distinguish between work/commuting accidents and occupational illness.
• Declaration and monitoring of work accidents.
• Pricing for work accidents.

Description

Forms of employment other than permanent contracts (CDD, temporary work, subsidized contracts, etc.) are increasing. According to a recent DARES study, in ten years, the use of fixed-term contracts and temporary work has more than doubled. However, although appearing more flexible than the CDI, the use of this type of contract in France is very regulated and presents a lot of legal risks. When can we use fixed-term contracts or temporary work? In what cases can we use the fixed-purpose fixed-term contract? Can we use the fixed-term contract as a trial period? What are the possible cases and maximum renewal duration? What are the legal developments in this area and the risks involved? So many questions that we offer you to answer in this training. NB: This training program takes into account the latest legal developments.

Who is this training for ?

Training objectives

Master all the rules governing the use of fixed-term contracts and temporary work
Avoid the risks of reclassification as a permanent contract
Use risk-free internships
Choose the most appropriate assisted contract

Training program

Identify cases of recourse to fixed-term contracts and temporary work

• Replacement of absent employee.
• Temporary increase in activity.
• CDD with defined purpose.
• Usage contract and seasonal contract .
• Cases of appeal prohibited.
• Take into account the additional unemployment contribution in the event of short fixed-term contracts.

Write the contract Duration: precise or imprecise term.

• Respect and follow the trial period.
• Job description and setting of remuneration: What salaries? What benefits? Respect the principle of equal treatment.

Manage the status of employees on fixed-term or temporary contracts Comply with hiring formalities: DUE; medical visits ; reception... Manage paid leave rights.

• Subscribe to training obligations.
• Pay precariousness compensation or not.
• Deal with an early termination.

Control the risks involved

• On the civil level: requalification to a permanent contract.
• Initiative of a request for requalification to a permanent contract; concrete consequences of a requalification.
• On the civil level criminal.

Managing internships and special contracts without risk Internships: precautions to take; Traps to avoid.

• List existing exceptional contracts (professionalization, apprenticeship, etc.).
• Optimize the use of these different contracts.
• Complete the legal formalities.

Description

General purchasing conditions (CGA) of your company compared to the general conditions of sale (CGV) of your supplier; rate of economic dependence on a supplier, exact date of transfer of ownership, responsibilities, financial guarantees, recent developments in the law, etc. To draft reliable contracts, you must both know all these elements and take into account the specific vocabulary to contract law. This is the purpose of this training.

Who is this training for ?

Training objectives

Become familiar with contract law.
Analyze and measure contractual risks.
Draft the essential clauses.
Master the prerequisites for optimizing negotiation.
Dialogue professionally with lawyers.
Master the legal principles of responsible purchasing.

Training program

Master the rules for forming the purchasing contract

• The value of the writings (fax, email, photocopy, etc.).
• The apparent mandate.
• Conflicts between General Conditions of Sale/d' Purchase.
• The dangers of the letter of intent to order.
• The electronic signature.
• The obligations of means and results.

Write the essential clauses of the purchase contract

• The object. The prices and its revision methods.
• The duration / entry into force.
• The deadline / place of delivery.
• Transfer of ownership and risks.
• Contractual guarantee.
• Confidentiality.
• Force majeure.
• Dispute resolution.

Suspend or exit a contract

• Invoke the civil liability of your co-contractor.
• Penalties: advantages and disadvantages.
• Suspension, resolution.

Identify the risks linked to certain contracts

• The offense of bargaining and the loan of labor.
• The law of 75 on subcontracting.
• The dependency rate, the sudden termination of the commercial relationship.
• Key principles of international contracts.
• Incoterms.

Description

This seminar will allow you to evaluate and limit the responsibilities and legal risks linked to the Internet for your business, by understanding the legal environment of the Internet, but also through the security of contracts and online transactions, in a legal context requiring respect for personal data.

Who is this training for ?

Training objectives

Know the legal environment of the Internet Secure online contracts Identify and limit risks linked to personal data Identify the responsibilities linked to the dissemination of illicit content Effectively secure online transactions and payments Avoid and manage Internet-related disputes

Training program

Know the legal environment of the Internet

• Dispelling the myth of the legal vacuum: Internet law and the law applicable to the Internet.
• Acquire the usual general knowledge regarding the legal framework of the Internet.
• Know the legal framework for contractual protection specific to the Internet: the LCEN, the DADVSI law.
• Understand the legal constraints relating to consumer protection in distance contracts (BtoC).
• Precisely define the laws governing advertising on the Internet and their concrete implications.

Securing online sales and service contracts

• Acceptance of the sale offer and conclusion of the sales contract on the Internet.
• Apply the obligations of the buyer and the online seller: points to watch out for.
• The terms of bringing legal responsibilities into play in the context of e-commerce.
• Sales made abroad: the question of applicable law.
• Managing the constraint of the consumer's right of withdrawal.
• The risks incurred in the event of non-compliance with the obligations of an online seller.

Identify and limit risks linked to personal data

• The various attacks on the privacy of the company's customers or employees.
• Managing the problem of identity theft.
• Defamation, insult and denigration: how to deal with them? The necessary content moderation and comment filtering methods.
• Compliance with the rules for collecting personal data: conservation, archiving , confidentiality.
• The right of access and rectification of personal data.
• Dialogue with the Commission Nationale Informatique et Libertés (CNIL).
• L 'e-reputation and the right to be forgotten: recent regulatory developments.
• The question of the protection of personal data and the related difficulties.

Effectively secure online transactions and payments

• The notion of providing a payment service.
• Identity theft on the Internet: recourse and consequences.
• The question of the revocability of the payment order by bank card.
• Responsibility for transaction security.
• Data protection: cryptology.
• Case study Case relating to online payment.

Advertising on the Internet: what are the constraints?

• The overall legal framework for advertising on the Internet.
• The specific rules for commercial prospecting by e-mailing.
• Applicable sanctions.
• Case study Real case of dispute relating to online advertising.

Avoid and manage Internet-related disputes

• The different types of possible disputes.
• The treatment of international exchanges of goods and services via the Internet.
• The problem of acts committed abroad.
• Case study Internet-related litigation cases.

Labor law and the Internet: knowing how to limit conflicts.

• Surfing the Internet: the rights and obligations of employees.
• The methods of controlling the use of the Internet by employees.
• The methods of control of the use of messaging by employees.
• The terms of access by the employer to the workstation and to employee messaging.
• The interest of the creation of an internal charter for the company.
• The essential monitoring of case law on the subject.
• The various judgments rendered by the courts of appeal and the Court of cassation.

Description

This training will allow you to master the legal and tax rules in force to issue and require compliant invoices. You will also learn how to manage issues related to securing electronic and dematerialized invoices. At the end of this training, you will be able to produce compliant and secure invoices with full knowledge of the facts.

Who is this training for ?

Training objectives

• Prepare invoices that comply with legal and tax rules
  Correctly apply VAT rules
  
• Secure the dematerialization of your invoices
  
• Prevent the risks of non-compliance with invoicing rules
  

Training program

Master the formality of invoices

• Identify the mandatory information to be included on an invoice: legal, tax...
• Indicate the deadlines and payment methods.
• Measure the sanctions in the event of infringements of invoicing rules: invoicing failure, omission or inaccuracy.
• Special cases: corrective invoices, advance payments, in a foreign language, linked to a sector...

Rules applicable to electronic and dematerialized invoices

• Understand the rules relating to dematerialized invoices and those transmitted electronically.
• Obtain the signature and the electronic certificate.
• Comply with the obligation to declare to the services competent tax authorities.
• Know the conditions of acceptance by the recipient.
• Master the principle of coding information and automated processing.
• Use the systems of EDI and ASP teletransmission.
• Understand the methods of restoring data in plain language.

Know the rules for retaining invoices

• Understand the archiving rules and manage invoice storage locations.
• Know the validity conditions of electronic archives.
• Respect the retention periods for invoices.

Preventing the tax risks of insufficient compliance with the rules

• Check the integrity and accuracy of the invoice message.
• Know the sanctions applicable in the event of non-regularization or failure to provide justification within the required time frame.

Description

Training intended for all those who wish to negotiate a contract with the best chance of success: master the legal aspects, measure the issues, avoid errors during negotiation.

Who is this training for ?

Training objectives

Master the legal aspects
Measure the issues and prepare to negotiate
Avoid mistakes during negotiation
Conclude a profitable agreement during a negotiation session
Understand the risks linked to non-performance of contracts

Training program

Master the essential principles of contract drafting

• Identify the conditions of validity of the contract.
• The essential clauses.
• The special clauses.

Contract negotiation

• Prerequisites.
• Promises and preparatory agreements.
• Entry into talks.

Before contract negotiation

• Analyze the situation.
• Collect key information from the parties involved.
• Learn about the cultural context.
• Identify the partners involved in the negotiation.
• Define the roles in a multiple negotiation.
• Evaluate the balance of power.
• Set objectives. your level of requirements.
• Diagnose the strengths and weaknesses of each party, develop an argument.
• Anticipate the reactions of the other party.

Conduct a contract negotiation session

• Create contact.
• Discuss the issues.
• Announce the objectives.
• Argument and deal with objections.
• Conclude a profitable and long-term agreement.

Build an argument to conclude a profitable agreement

• How to promote your arguments?
• What are the arguments that allow you to achieve your objective?
• Manage tense situations calmly.
• Recognize the negotiator's pitfalls.

Knowing how to conclude

• Analyze and take stock of the negotiation.
• Formal signing of the contract.

Risks and procedures linked to non-performance of contracts

• Damages.
• Amicable settlement.
• The transaction.
• The compromise and arbitration clauses.
• Arbitration and mediation.

Description

Who is this training for ?

Training objectives

Training program