Training program

Before the face-to-face

• A self-diagnosis.

Formalize the skills to be transmitted

• List your skills and areas of expertise.
• List the associated knowledge, know-how, attitudes and relational skills.

Be interested in the person to be trained

• Create a relationship of trust conducive to learning.
• Listening to find out their skills, abilities, motivations and learning preferences.

Define the skills transfer process

• Evaluate the person's level with regard to the skills to be acquired.
• Define educational progression.

Support to develop autonomy

• Increase awareness of the skills to be implemented.
• Support the first steps.
• Prepare and debrief an action carried out independently by the learner.
• Promote progress.

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

• A strengthening program with one challenge per week for 7 weeks and two training modules: "Give positive and constructive feedback" and "Practice active listening".

Description

A certain number of Human Resources tasks are now decentralized to operational units. These tasks are often transferred to assistants whose core business is not Human Resources. It is important that they acquire the fundamentals of Human Resources to ensure an effective interface between their unit and HR. This is the objective of this training intended for HR correspondents.

Who is this training for ?

Training objectives

Inform employees on a daily basis.
Monitor and be the interface for HR in matters of administrative personnel management (vacation, RTT, professional expenses, illness, etc.).
Assist the manager in HRM (annual interviews, request for training, etc.).

Training program

Know how to search for information

• Identify your contacts within the HR department: who does what? Identify the applicable legal texts and their interaction (sources of law).
• Find your way around the collective agreement.
• Scenario From the start of the training, work in subgroups on the role of the HR correspondent in the quality of service of the HR function.

Be the interface for HR in matters of administrative personnel management Welcome the employee when they are hired:

• Welcome booklet, formalities...
• Know the limits of working hours in order to properly control time records.
• Manage notes expenses.
• Ensure the monitoring of paid leave (acquisition; planning; management of balances, etc.) and JRTT.
• Know the rules of compensation in matters of illness, maternity...
• Report a work accident.
• Manage mandatory medical examinations (hiring, resumption).
• Inform about the various leaves of absence (reception of the child, maternity, ...).
• Scenario Quiz, Analysis of situations, reflection on the implementation of practical tools.

Assist the manager in the management of

• Human Resources Annual or professional interviews: understand the importance of these interviews in HR management; differentiate between annual and professional interviews; organize their follow-up (scheduling, transmission to HR).
• Professional training: Understand the difference between: skills development plan; Personal Training Account; Individual training leave.
• Follow the training plan of your unit in conjunction with the Training department.
• Scenario Group work on the different interviews and their impact on professional training.

Description

Being a payroll and personnel administration manager means being an essential relay for HR. The legal and social environment of payroll and personnel administration is becoming more complex. The implementation of the DSN modifies working methods and requires a priori controls that are all the more precise as it opens rights to employees. Thus, the company needs to rely on versatile, professional and efficient managers. The 'Payroll Manager and Personnel Administration' training meets these challenges. It is structured around the major poles of this function: technique, organization, controls and tools to succeed in the function.

Who is this training for ?

Training objectives

Identify the impacts of the DSN on the profession of payroll manager and personnel administration.
Ensure the administrative management of an employee's file from hiring to departure.
Acquire the essential techniques: Calculation of charges; Regularization of ceilings; Ijss control, STC; move from gross to net
Professionalize your working methods and answer employees' questions.

Training program

Situate the environment of the function and its evolution with the DSN

• Better understand the role and place of the HR function in the company.
• Identify its different missions, its internal and external contacts.
• Identify the texts applicable laws and their interactions.
• Know the sources of documentation and know how to search for information.
• Scenario Work in a subgroup on the issue of the function.

Complete hiring formalities

• Carry out the hiring formalities.
• Organize the medical examination (Information and prevention).
• Welcome the employee.
• Setting up situation Design of a retro-schedule, medical examination quiz.

Valuing raw elements

• Respect the rules regarding working hours and overtime.
• Differentiate between submitted and non-submitted elements.
• Apply the regulations on professional expenses and benefits in kind.
• Explore the rules specific to paid leave: acquisition rules; split days; compensation: salary retention and 1/10°.
• Scenario Calculation of overtime, monitoring of quota and compulsory compensation for rest. Calculation of paid leave (10° compensation and salary maintenance).

Calculate and explain the pay slip

• The different brackets and bases.
• Urssaf contributions, unemployment insurance, retirement, CSG/CRDS…
• Use of contributions.
• Withholding tax: Switching from gross to net to be paid before and after taxes .
• Scenario Calculation of ceiling prorata. Creation of pay slips from the expense table. Mini role play explaining the slip.

Master the calculation of complex loads

• Practice the progressive regularization of the ceilings.
• Calculate the general reduction in employer contributions.
• The increase in the rate of family allowances and health contributions.
• Scenario Calculation of the progressive regularization of the bases month by month to be able to verify and explain. Calculation of new reductions in contributions.

Managing Social Security absences

• Declare medical absences as part of event DSN.
• Calculate IJSS.
• Pay the Employer supplement.
• Understand the principle subrogation.
• Master the calculation of the net guarantee.
• Scenario Evaluation of IJSS, Calculation of the net guarantee and the corresponding bulletins.

Be the relay between the pension funds and the employee

• Calculate supplementary pension contributions.
• Reconcile the points statement with the contributions deducted.
• Inform the employee about his pension.
• Scenario Calculation of retirement contributions and corresponding retirement points.

Establish documents related to departure

• Organize the employee's departure.
• Respect the deadlines for reporting events.
• Prepare the last payroll and the mandatory documents: employment certificate; receipt for balance of any account; Pôle Emploi certificate with the DSN.
• Make employees aware of the deferred unemployment benefits.
• Scenario Creation of a checklist for the departure of the employee. Calculation of balance of any account.

Professionalize your working methods with the DSN

• Understand the monthly DSN and its impacts, particularly on expense declarations.
• Know the Urssaf control procedure.
• Keep employee files (elements to keep …).
• Making your internal procedures more reliable (payroll bible…).
• Establish the annual calendar of mandatory documents and declarations.
• Scenario DSN Quiz . Construction of the annual payroll calendar.

Remote activities

• To discover a subject related to your training: two e-learning modules "Adapt to others to communicate better. Go. A" and "Adapt to others to communicate better. Go. B".

Description

The Human Resources assistant is a key HR function. Relay on certain files, manager on others, it is essential that he (she) has an overview of the function in order to be the preferred contact for employees and management. Given the constant evolution of texts, he (she) must acquire essential legal know-how and maintain it permanently. He (she) is also often the preferred contact for employees and must develop good interpersonal skills. This training provides him with the essential foundations to fully perform his role.

Who is this training for ?

Training objectives

Acquire legal reflexes and know how to search for information.
Develop the quality of service, optimize communication and improve the employee experience.
Participate in recruitment and manage training.
Know the roles and missions of the main external and internal partners .
Ensure daily administrative management.

Training program

Before the face-to-face

• A self-diagnosis.

Situate the legal environment

• Identify the texts applicable in the company and their interaction. position and profile.
• Identify the essential sources of documentation.
• Know how to search for information .
• Scenario Search for information in different sources.

Participate in recruitment

• Scenario Preparation and cases of telephone interviews; Interactive quizzes.
• Search for suitable candidates in the digital age.
• Carry out the pre-selection.

Manage the entry and contract(s) of the employee into the company

• Welcome the employee and apply the legal rules of hiring.
• Know the specificities of the main types of contract: CDI; CDD; temporary contract; ...
• Identify the key rules concerning part-time work.
• Scenario Design of a reception procedure and hiring case; Info/Intox and interactive quizzes on the different types of contract.
• Practical application: Research work on the evolution of recruitment (selection, sorting tools, etc.) and pooling on a shared tool (padlet type).

Develop quality of service

• Understand the expectations of your internal customers to better serve them.
• Become aware of the impact of your actions on the internal customer.
• Contribute and improve the 'employee experience.
• Create relevant dashboards.
• Scenario Work in a subgroup on the impact of our actions Dashboard design.

Optimiser sa communication

• Know the pitfalls of communication and know how to avoid them.
• Know how to manage the emotional content of a request or message.
• Game scenario roles.

Implement the administration of continuing professional training following the 2018 reform

• Understand the legal framework for professional training: skills development plan; financing; new systems…
• Inform the employee about the different systems: skills assessment; Professional Development Advice ( CEP); Validation of acquired experience (VAE); Personal Training Account (CPF).
• Organize the administration of training: historical training and trainee files.
• Scenario Definition game Interactive quiz; training.
• Practical application: Practical case allowing you to discover the site moncompteactivite.gouv.fr (search for training and its financing).

Secure your relationships with key external partners

• Define the role and comply with the obligations that can be monitored by the labor inspector.
• Fulfill the obligations regarding the integration of disabled workers.
• Know the steps of an industrial tribunal procedure.
• Interactive Info/Intox scenario; Sub-group exercise; Practical case of industrial tribunal procedure.

Understanding the role of social partners

• Know how staff representative bodies work: Local representatives; Union delegates; CSE, central CSE; CSSCT.
• Organize elections.
• Scenario Analysis of election results.

Ensure daily administrative management and support departure

• Answer employees' questions about paid leave.
• Know the limits to respect regarding working hours.
• Inform employees of their rights regarding social security absences.
• Know the different possible departure methods and their consequences: resignation; dismissal; conventional termination;
• Case scenario on Leave, Absences, Terminations; Termination of employment contract quiz.

After face-to-face - Implementation in a work situation

• A strengthening program: "One challenge per week for 7 weeks".

Description

This internship will teach you to value actions, establish dialogue and adapt signs of recognition according to the personality types of your employees. Thanks to an assertive attitude, you will be able to give positive criticism to stimulate your colleagues and involve them.

Who is this training for ?

Training objectives

• Identify all valuation situations
• Identify the motivation levers of your employees
• Using delegation as a motivation tool
• Valuing your employees in a personalized way
• Give and receive signs of recognition

Training program

Know the different approaches to motivation

• Motivation: what are we talking about? The classic approach and innovations.
• The role of individual valuation in motivation.
• Identify your own motivation levers and those of your colleagues.
• Practical work Development of a motivation plan in subgroups and collective debriefing.

Encourage employee expression

• Take into account new data from the professional environment.
• Help the employee to replace passivity or aggressiveness with an assertive posture.
• Give meaning to the activities of your employees.
• Consult your team: bring together, question, involve.
• Know how to present your vision as a manager and convey the company's values.
• Use delegation as a motivation tool.
• Set up a clear and interactive communication system.
• Practical work Filmed role-plays based on real-life situations by the participants.

Valuing your employees in a personalized way

• Know how to add value individually and/or collectively.
• Formulate a direct request: what do you think of.
• ? Give a sign of recognition as a means of learning.
• Choose signs of recognition according to personality types.
• Practical work Sharing experiences and good practices.

Knowing how to give and receive signs of recognition

• A sign of recognition, what is it? Verbalize and forget the expression "it goes without saying".
• Anglo-practices Saxons of the sign of recognition: Stroke(s).
• Value or criticize the task but never the person.
• Call witnesses to the transmission of positive signs of recognition.
• The essential rules to follow when addressing criticism.
• Practical work Filmed scenarios with analysis of individual postures.

Personal progress action plan

• Identify areas for progress: actions, objectives, deadlines, with whom, when.
• Measurement criteria and points of vigilance.
• Practical work r nBuild an action plan for individual progress.

Description

This training will allow you to identify the challenges of evaluating your employees, to discover the key stages and to acquire the appropriate behaviors for a successful interview that brings meaning and motivation.

Who is this training for ?

Training objectives

• Identify the evaluation issues
• Discover the key stages of the assessment interview
• Acquire interpersonal skills Use the right behaviors according to the stages of the interview
• Use and build evaluation tools
• Conduct a professional interview

Training program

The challenges of the assessment interview

• The basic principles and objectives of the evaluation.
• The benefits for the manager, the employee, the department and the company's HR policy.
• Advance a team's performance through skills development and motivation.

The stages of the assessment interview

• Develop an effective evaluation interview method: MENTOR.
• Know the phases of the interview: prepare, conduct, negotiate objectives and a Personalized Action Plan.
• Use preparation, measurement and monitoring tools.
• Use internal evaluation documents.
• Practical work From a given context, the participants prepare the structure of their evaluation interview.

Present the interest of the evaluation

• Organize a meeting to present the evaluation issues.
• Make the benefits for those evaluated clear.
• Allow those evaluated to prepare.
• Practical work In subgroups, the participants prepare the positioning of the meeting.

Conduct the assessment interview

• Acquire interpersonal skills.
• Use the right behaviors according to the stages of the interview.
• Listening actively.
• Criticize constructively.
• Know how to recognize successes and efforts made.
• Understand, measure and act on autonomy.
• Act on main drivers of motivation.
• Develop a progress plan.
• Practical work Filmed role-plays of conducting interviews.
• Exercises on signs of recognition.

Evaluation tools

• The guide to good questions.
• Preparing the assessee and self-assessment.
• The evaluation formalization grid.
• Practical work Construction of a self-assessment grid and role plays.

Prepare for the professional interview with your colleague

• Difference between assessment and professional interview.
• Study the employee's professional development prospects.
• Know the main professional guidance systems and tools ( VAE, training passport, DIF/CPF, CIF).
• Practical work Collective reflection on the differences between the assessment and professional interview.

Description

How to ensure a productive and participatory exchange in the context of an audio or video conference? How to anticipate hazards? This training will allow you to acquire the methods and tools to prepare, lead and organize your remote meetings with efficiency and quality.

Who is this training for ?

Training objectives

Prepare and organize the remote meeting
Ensure the availability of the technical environment
Adapt your communication and facilitation to technical support
Assert your leadership as a facilitator
Manage delicate situations

Training program

Prepare an audio or video conference

• Play on the strengths of remote animation.
• Define the stages of preparation for interviews and remote meetings.
• Define an agenda according to the objectives and the actions to be undertaken.
• Choose the profile and number of participants.
• Launch a clear and involving invitation.
• Plan the reservation of the necessary equipment at the meeting.
• Communicate the instructions for using the chosen technical environment.
• Exercise Prepare the agenda and the invitation to a meeting at distance.

Know how to lead a meeting remotely

• The role of facilitator: identify your own operating methods.
• Organize group work: methods, rules, tools for sharing information.
• Make the animation lively, structured and participatory.
• Regulate discussions, listen, reformulate.
• Synthesize, bounce back, regain control.
• Use sound look and/or voice.
• Role play Work on your voice and look to better communicate remotely.

Conduct a remote meeting

• The specificities of a remote interview.
• Establish the animation checklist.
• Take care of the introduction and conclusion.
• Manage the essential round table.
• Ensure group dynamics and everyone's participation.
• Manage the timing and mutual listening of participants.
• Establish a climate of trust.
• Write a clear and immediate report.
• Role play Prepare the introduction and conclusion of the meeting.
• Conduct a remote animation.
• Group debriefing.

Managing delicate animation situations

• Compensating for the absence of non-verbal communication: focus on audioconferencing.
• Some principles for reacting to disruptions: focus on videoconferencing.
• Get informed to understand cultural differences.
• Role play Facilitation of a delicate meeting.
• Individual and collective debriefing.

Prepare your progress plan

• Self-diagnosis of its leadership leadership.
• Collective reflection Exchanges on the different plans for progress.

Description

This training will allow you to understand the issues related to social dialogue in the company, to anticipate risky situations and to better position yourself in leading change in the face of the expectations of staff representatives and employees.

Who is this training for ?

Training objectives

Know the functioning and positioning of the different staff representatives
Adopt the appropriate attitude and behavior towards the elected representatives of your company
Build trust with elected officials to best manage social dialogue
Support change by taking into account the social climate of the company

Training program

The role of IRPs

• The means of intervention of the PD.
• The prerogatives of the CE in the implementation of an organizational project.
• The new role of the CHSCT .
• The implementation and advantages of the DUP.

The positioning of union delegates

• Know the different union cultures.
• Anticipate union strategies.
• Analyze the motivations of IRPs.
• Understand the impact of law on social dialogue 2015.
• Collective reflection What attitude should a manager have towards an employee who is also an elected official.

The means of intervention of elected officials

• Supervise the taking of delegation hours.
• Ensure contact with other employees.
• Ensure means of intervention in supporting employees .
• Carry out the obligatory interview at the start and end of elected officials' mandate.
• Exercise Analysis of different situations for taking delegation hours and traveling for elected officials.

The role of social dialogue actors in the company

• Understand the roles of internal and external actors.
• Manage the interventions of external actors.
• Understand the role of management in structuring social dialogue .
• Anticipate the impact of mandatory consultations and negotiations.
• Case study Study of an NAO.

The fundamentals of change management

• Know the notion of change and group dynamics.
• Prepare for the different aspects of resistance to change.
• Identify the support levers.
• Implement the change project.
• Case study How to build trust with elected officials?

Contribute to social monitoring

• Analyze social climate indicators.
• Take ownership of the role of the manager as a "social sensor".
• Rely on the manager interface -direction-employees-IRP.
• Exercise How can a “small daily dysfunction” be perceived and cause a social irritant?

Support change

• Identify delicate points.
• Structure managerial communication.
• Support the teams.
• Scenario Announce a change project to an elected official.

Description

The scale of the reform which will come into force on October 1, 2016 is considerable. This training aims to master the impacts of the 2016 reform of contract law to adapt your practices in terms of negotiation, drafting contracts and anticipating risks during their execution.

Who is this training for ?

Training objectives

Adjust your trading strategy to the new rules Adapt your editorial practice in contractual matters Securing your business contracts with regard to the reform Anticipate disputes related to price and termination of contracts

Training program

Understand the latest developments relating to negotiation

• The objectives, the scope of the reform.
• The entry into force and application over time of the reform.
• The related obligations to negotiation: notions of contractual freedom, good faith and obligation of information.
• The addition of the definition of the unilateral promise and the pact of preference.
• The regime of the breakdown of talks.
• Collective reflection Exchanges with participants on the objectives of the 2016 reform of contract law.
• Example of impacts of the reform during the pre-contractual period.

Measuring the impact of the reform on the conclusion of the contract

• The conditions of representation of the parties: natural and legal persons.
• The conditions of formation of the contract: consent, substantive and formal conditions.
• The notion of economic violence in the context of defects of consent.
• The notion of lawful and certain content.
• Exchanges Exchanges relating to the conditions of validity of contracts.

Master the content of the contract and its conditions of execution

• The prohibition of clauses creating a significant imbalance.
• The possibility of unilaterally setting the price: cases, limits, role of the judge.
• The consecration of the theory unforeseen circumstances.
• The conditions and proof of payment, payment deadlines, formal notice.
• Price reduction in the event of imperfect execution.
• Practical work Practical case relating to the drafting of contractual clauses.

Managing the end of contracts following the reform

• The new sanctions that can be used by creditors in the event of default by their co-contractors.
• Transmission of the obligation: assignment of debt, assignment of debt, assignment of contract.
• Adjustments in terms of future clauses: renewal, extension, tacit renewal.
• Case study Case study relating to the management of the end of contracts.

Description

At the end of this training, you will be able to identify situations that could represent a criminal risk for you and your company. You will learn how to prevent, detect and deal with this criminal risk in conjunction with HR.

Who is this training for ?

Training objectives

Distinguish between the different types of liability
Understand the consequences in social security law
Detect and deal with criminal risk in conjunction with HRPrepare for possible criminal prosecutions

Training program

The different responsibilities

• Corporate civil liability.
• Liability under social security law.
• Criminal responsibilities.
• Liability of the business manager.
• Exercise Distinguish between the different types of responsibility.

Transfer of responsibility: delegation of power

• The forms of a delegation of power: mission letter, organization chart, contract clause.
• The criterion of authority, the need for competence, the requirement for means to carry out a mission successfully.
• The distinction between responsibility under a delegation and responsibility as of right.
• Exercise Each trainee will check the existence of a delegation of power and the possible consequences in terms of the manager's personal responsibility.

Health/Safety Responsibilities

• Inexcusable fault.
• The obligation of result.
• Social security law.
• Criminal sanctions imposed.
• Exercise Practical case on a work accident to distinguish the consequences in social security law and criminal law.

Responsibilities regarding working rhythms and durations

• Reminder of the rules.
• Maximum working times.
• The hypotheses of non-compliance and the consequences.
• Exercise Apprehend potentially risky situations, particularly excessive working hours.

Responsibilities towards service providers and temporary workers

• The service provider risk.
• The offense of bargaining.
• The offense of lending illicit labor.
• The role and the responsibility of the manager.
• Risk situations when using temporary work.
• Exercise Identify the risks of subcontracting.

Responsibilities regarding staff representation

• The notion of the offense of obstruction.
• Union discrimination.
• Exercise What reactions should you adopt when faced with requests from an employee who is a staff representative or Union representative ?

Criminal proceedings

• The Labor Inspectorate and the judicial police.
• Indictment.
• Pre-trial detention.
• Police custody and the role of the lawyer.
• Convictions.
• Exercise Scenario with role play on the reconstitution of police custody with an interrogation at the occasion of a fatal accident at work.
• Orsys Twitter: IT Training and Management Training

Description

This cycle will allow you, as a profit manager, to master the documents and techniques of good business management: construction of the balance sheet and cash flow table, preparation of the forecast budget, prevention of financial risks... You you will take all these parameters into account to structure your Business Plan and update the data.

Who is this training for ?

Training objectives

Understand the environment and know the main legal rules relating to the management of a business
Know the different components of the accounting chain and know how to make accounting entries
Determine profitability thresholds and calculate a solvency ratio
Develop a business plan in different parts: financial, technical and marketing
Control the different budgets, their preparation and the connections between them
Implement relevant management indicators

Training program

Introduction to management: accounting and management elements

• The general framework of business management: environment and legal structures of the company.
• Discovering the company's management documents: balance sheet, income statement and cash flow statement.
• The principles and role of general accounting.
• The functioning of the accounts: the accounting chain (journals, T-accounts, ledger and balance sheet).
• Practical work Construction of balance sheet and income statement, analysis of accounting documents.

Introduction to management: balances and costs in the company

• From general accounting to analytical accounting: transition from expenses (by nature) to costs (by destination).
• Analytical accounting: methods of calculating cost costs, relevant costs and decision tools.
• The development of the cost price: methods, calculations (full, partial, specific costs), margins, stock evaluation.
• Analysis of profitability and solvency: determination of the profitability threshold, ratios, dashboards.
• Company rating: scoring method (study of the Banque de France method) and company risk.
• Practical work Calculations of cost prices and profitability ratios.
• E-Learning Introduction to financial documents What is a balance sheet? r What is an income statement by nature? What is working capital requirement?

Build a Business Plan

• Use and objectives of the Business Plan: formalization of ideas and strategic vision.
• Definition of the project and economic model: positioning of the project and financial figures.
• Obtaining investment and operating financing.
• Search for associates and industrial and commercial partners.
• Project monitoring and management tool.
• Structuring the Business Plan: the standard plan and adaptations to specificities.
• Management of the various contributors (architects, marketers, accountants, suppliers.
• ).
• Construction of the Business Plan: marketing part (offer, positioning and targeted segments, pricing.
• ).
• Construction of the Business Plan: technical part ( investments, procurement, HR, organization.
• ).
• Construction of the Business Plan: financial part (forecast balance sheet, ROI, financing plan.
• ) .
• Practical work Construction and critical analysis of a Business Plan.

Optimize and “sell” your Business Plan

• Critical analysis of the Business Plan: identification of key success factors and risk factors.
• Simulations, evaluation of their impacts, feasibility and sustainability diagnostics.
• Quoting the cost of abandoning a project and defining fallback plans.
• The "sale" of the Business Plan: highlighting the distinctive elements and the intrinsic value of the project.
• Proof of the solidity and reliability of financial estimates.
• Formalization: form and substance, creating an impactful and communicating document.
• The oral presentation: the types of presentation, the levers to activate to obtain conviction, support.
• Scenario Simulations of oral presentation of your business plan.

Management control

• Definition of management control: general concepts and current developments.
• Reminders of analytical accounting: cost calculation methods, relevant costs and decision tools.
• The Activity Based Costing (ABC) Method.
• Financial flows: working capital (FRNG), working capital requirement (WCR).
• The financial tools: the forecast income statement, the financing plan and the cash flow plan.
• The construction of a multi-year forecast and the choice of investments based on profitability criteria.
• Budgetary tools: the development and articulation of the different budgets.
• Panorama of the different budgets: sales, production, supplies, general services.
• Focus on the cash budget.
• Case study Optimization of its cash flow by good control of its working capital requirements.

Budgetary control and the management dashboard

• Identification of cost and sales variances.
• Measures and corrective actions.
• The objectives of the management dashboard: ensuring sustainability of the company by optimizing the use of resources.
• Definition of result indicators and performance indicators.
• Collection of information and choice of indicators.
• The construction and animation of a management dashboard.
• Case study Identification of deviations between "actual" and "forecast" in order to ensure the efficiency of the company.

Description

Essential tools for analytical accounting and construction of the main indicators for commercial steering and management of a Business Unit. Build budgetary objectives based on the performances achieved, calculate an operational budget and design periodic corrective actions.

Who is this training for ?

Training objectives

Construct the main steering and management indicators of a Business Unit Calculate a cost price, a threshold and a profitability margin Build budgetary objectives and translate them into operational budgets Analyze budget gaps and design corrective actions

Training program

Understand the usual management tools

• Use of analytical accounting for calculating cost costs.
• The different cost calculation methods: full cost, partial cost, ABC method.
• Distinguish between direct costs and indirect costs.
• The distribution of indirect costs: work units, cost rates, drivers.
• The logic of internal transfer prices.
• Calculating margins and the profitability threshold.
• Deciding whether or not to maintain a product or an activity.
• Evaluate the forecast profitability of an investment.
• Practical work Via analytical accounting, calculate the cost price of finished products sold or services performed.
• Identify the break-even point.
• Arbitrate the composition of sales using product mix.

Setting up your on-board indicators

• Manage your activity using dashboards.
• Identify action variables, performance indicators and management tools.
• Manage the economic and financial performance.
• Management by margins (EBIT, EBITDA, REX, ROP.
• ).
• Management by economic profitability indicators , financial profitability; management by cash.
• Managing commercial performance.
• Managing the performance of information systems (introduction).
• Practical work Know how to use financial performance indicators and identify action levers: calculation of return on equity, free cash flow, EBITDA.

Build and negotiate your next budget

• The operational implementation of budgetary objectives.
• The budgetary process in the company.
• Take into account the priorities and constraints set.
• Analyze past performance.
• Set clear, ambitious and realistic objectives.
• Build action plans in line with the objectives.
• The missions contributing to the objectives.
• The allocation of resources and means to be implemented.
• The costing of the operational budget.
• The classification of budget items .
• Operating and investment costs.
• Budget presentation and negotiation.
• Arguing to remove objections and convince.
• Analyze deviations and corrective actions.
• Re-forecasting.
• Practical work Starting from the determining budget (sales budget), decline the incident budgets : payroll, overheads, taxes, investments.
• Ensure quarterly adjustment.

Description

Value analysis makes it possible to design solutions that optimally meet the identified needs. Applied in service companies, administrations and communities, it is a source of performance. This seminar will present this approach to you, adapted to deployment in the tertiary sector.

Who is this training for ?

Training objectives

Understand the value analysis approach and its vocabulary
Understand the tools of the method and their application
Define the performance assessment criteria to be applied
Measure the value contribution of the solutions
Conduct the stages of the value analysis process value analysis
Identify the projects to which to apply the approach

Training program

The specificities of the “value analysis” approach

• Know the basic definitions.
• Distinguish the specificities of the approach.
• Understand the general structure of the value analysis process.

Functional analysis of needs in services

• Understand the concepts and vocabulary of functional analysis.
• Understand the rules for expressing service functions.
• The principle of re-engineering .
• Service function levels.

Expected performance of service functions

• Analysis of the recurring costs of the existing system.
• The truly mobilizable issues.
• The prioritization of service functions.
• The acceptable recurring cost and investment.
• Negotiating expected performance.

Finding and combining solutions

• The principle of structuring systems by performance.
• The creative search for solutions by service function.
• The combination of ideas.

Measuring the value contribution of solutions

• Analysis of the relationships between service functions and solutions.
• Measuring the progress provided by the solutions.
• Investment and recurring gains by function of service.
• The evolution of the overall satisfaction of the expected performances.
• The net present value and the ROI.

The process of conducting a project value analysis

• The stages of value analysis on a project.
• The tools used and the distribution of roles at each stage.
• The deliverables.

Implementation of the approach in services

• The constitution of the working group and the animation techniques.
• The impact of the approach on the costs and deadlines of the projects.
• The costs generated , costs, deadlines and profitability of the approach.
• The types of projects on which to apply value analysis and the conditions for success.
• Case study Implementation in practice of the tools of the approach.

Description

This internship will allow you to master the issues related to high balance sheet operations in order to understand the strategies of private equity arrangements and to familiarize yourself with the legal, financial and tax techniques of leveraged operations.

Who is this training for ?

Training objectives

Master financial calculations relating to equity transactions
Identify the characteristics of the main private equity transactions
Understand the legal and financial rules of equity transactions
Master LBOs and their variants

Training program

Basic principles of corporate finance

• Reminder of the notions of financial, economic and investment profitability.
• Advantages and disadvantages of different sources of bank financing.
• Dynamic value creation strategy.
• Principle of financial leverage.
• Exercise: Series of technical exercises to master the concepts covered.

Understanding the different private equity operations

• Definitions: venture capital, development capital, transmission capital.
• Methods for evaluating target companies.
• Relations with institutional investors: structure, profile and fund management.
• Valuation and T.
• R.
• I.
• expected from investment funds.
• Specific sources of bank financing: convertible bonds, securitization.
• Exercise: Comparison of different projects and calculation of TIR.

Key principles and mechanisms of LBOs

• Three virtuous leverage effects of the LBO: fiscal, financial and legal.
• LBO variants: MBI, OBO, BIMBO, secondary LBO.
• Role of the Holding and impact of tax integration.
• Typologies of debt: hybrid debt, mezzanines.
• Different typologies of situations: eligible targets.
• Impact of capital- transmission to managers.
• Case study Project to take over a target company through LBO.

Legal-financial arrangements

• Pact between investors and non-managerial shareholders.
• Clauses relating to capital: covenants, exit clauses, safeguard clauses.
• Functioning of the management and management bodies control.
• Governance rules and monitoring of participation.
• Financing arrangement and legal documentation.
• Release of suspensive conditions and closing.
• Exercise: QCM: checking knowledge and deepening.

The investor's exit

• Transfer of the entire capital: specificities, role of participants, transfer process.
• Resale or repurchase of participations: different modalities.
• Advantages and disadvantages of the IPO.
• Case study After LBO.
• Exchange and reflection.

Description

This seminar invites you to take stock of the challenges and contributions of dematerialization in the different strategic areas of the company. You will see current market standards, archiving, EDM, security as well as the technical solutions available for integration into your IS.

Who is this training for ?

Training objectives

Discover the advantages and disadvantages of a dematerialization approach
Evaluate the main aspects of a dematerialization approach
Categorize the norms, standards, laws, decrees and solutions concerning a dematerialization approach
Understand the legal framework in France and Europe
Establish a methodology for implementing a dematerialization project

Training program

Issues and approach to dematerialization

• Dematerialization in the service of business transformation.
• The challenges: productivity gain, process optimization, performance gain, improve traceability.
• Areas concerned.
• The benefits.
• The main obstacles.
• Master plan.
• Success factors.
• Impacts.
• ROI.
• Main approaches.
• Re-engineering processes and organization.
• How to successfully lead a project dematerialization.
• Modern approach: SOA, Agility, ITIL.
• Organization and governance.
• Change management.
• What is the role of the IT department to support the organization in this new approach? Case study PES invoices and shipments.
• V2 towards the public treasury within the framework of a community territorial.

Dematerialization, multichannel and mobility

• Dematerialization at the service of a multichannel strategy.
• The challenges and the 360° vision of the customer.
• The harmonization of channels: web, mobile , physical telephone.
• How to move from a silo organization to an integrated multi-channel organization? How to harmonize the processing of telephone, mail, email and physical requests? How to measure the performance of requests for each channel? Dematerialization and mobility.
• The contributions of mobility to dematerialization.
• The dematerialization solution via Smartphones and tablets.
• Control the system with a Smartphone or tablet.
• Industrialize and harmonize the porting of business processes to different environments and mobile OS.
• What technical architectures to industrialize mobility solutions? Case study The dematerialization of mail and markets.

Initializer and electronic signature

• Technical definition (hash, CRL.
• ).
• Digital identity (class 1, 2 and 3).
• Production of the certificate (smart card, PI code.
• ).
• Chain of trust: ANSSI, RGS.
• Electronic signature formats: XAdES, CAdES, PAdES.
• Mobility: constraints of iOS, Android, Microsoft.
• Interoperability: signature formats, connectors.
• Case study The dematerialization of nursery contracts and electronic signatures via CDC FAST.
• The dematerialization of online diploma delivery via the Digipost/Decapost solution.

Dematerialization and collaboration

• The Intranet 2 approach.
• 0 in the service of dematerialization.
• Corporate social networks.
• From files to sharing .
• From direct to broadcast.
• From delay to real time.
• Social Networks serving the dematerialization chain (LinkedIn, Facebook).

Decision-making and Big data at the service of dematerialization

• Decision making in a context of dematerialization, why and for whom? The contribution of processes to set up indicators.
• Real-time flow optimization indicators.
• Cross-channel optimization process.
• Technical architecture: ETL, infocenter, business software integration.
• From the infocenter to the Datawarehouse.

Decision-making and Big data at the service of dematerialization

• Decision making in a context of dematerialization, why and for whom? The contribution of processes to set up indicators.
• Real-time flow optimization indicators.
• Cross-channel optimization process.
• Technical architecture: ETL, infocenter, business software integration.
• From the infocenter to the Datawarehouse.

Legal framework

• Electronic signature: European directives, laws and implementing decrees.
• Management of evidence: law of March 2000.
• Retention of documents: Civil Code, Commercial Code.
• Electronic archiving: NF Z 42-013 standard.
• Documentary standards: ODF, OOXML, RSS.
• Exchange standards: SEDA , ACTES.
• The CNIL.
• Case study The implementation of an online signature solution in a bank.

Overview of technical dematerialization solutions

• Legal or probative value archiving.
• Electronic archiving.
• Cloud and legal component.
• Standards: SMI, HSM, NF Z 42-013.
• Third party archivers: CDC Arkhinéo, Doc
• post.
• Acquisition chain.
• Digital document: ODA , SGML, SPDL.
• Digital document: ODA, SGML, SPDL.
• Security: issuer authentication, electronic certificates, cryptography.
• General framework .
• Parapherer and EDM.
• Integration with business software.
• Cloud solutions.
• Automatic Document Recognition.
• Automatic Document Reading.
• Optical Character Recognition.
• Intelligent Character Recognition.

Technical architectures

• Process-oriented approach.
• Process modeling.
• Standards and modeling: BPMN.
• Tools: Business Process Manager ( BPM), Business Activity Management.
• Entreprise Service Bus (ESB).
• Extract, Transform & Load (ETL).
• Integration protocol: Webservice (SOAP, REST), CMIS, LDAP, SIP.
• Directory and identity management: SSO, SAML, OpenID.
• Solution overview: Open source, proprietary.
• Urbanization: ESB, Portal, webservices.
• Cloud mode solution versus integrated.
• Integration of new media: tablet, Smartphone.

Description

The electronic signature is a very supervised mechanism which makes it possible to easily obtain high productivity gains. This very operational course will allow you to know the legal framework governing its use as well as the means and tools to implement to optimize its use.

Who is this training for ?

Training objectives

Know the legal framework for the implementation and use of the electronic signature Understand the impacts of the electronic signature on the processes and organization of the company Know the tools, norms and standards used in the framework of the dematerialization of signatures Launch a project to set up an electronic signature system

Training program

Electronic signature: definition and uses

• The concepts and principles of electronic signature.
• The issues and gains linked to its use.

The legal framework

• Laws, decrees and orders.
• The different levels of implementation.
• The recommendations of the National Information Systems Security Agency (ANSSI).
• The V2 General Safety Framework (RGS) and the European Regulation.
• The RGS: an obligation for administrative authorities and a good practice for companies.

Current uses

• Business uses, internal and external.
• Adaptation of resources to the challenges.
• Choice of the security level.
• Practical work Determine the optimal level of quality of a digital certificate.

The impacts of using electronic signatures

• The impacts on the information system and on the applications.
• The consequences on the organization.
• Practical work Identify the impacts of the implementation of electronic signature on a business application.

The tools

• The state of the art.
• Software and services on the market.
• The choice between insourcing or outsourcing.
• Practical work Identify the impacts of implementing a digital signature on a business application.

Norms and standards

• Standards and formats: P7, Xades, PDF Signature and Pades.
• The elements of constitution and conservation of electronic evidence.
• Practical work Produce, view, timestamp and validate electronic signatures in different formats.

The RGS and documentary repositories

• The different documents to be produced: signature, validation and evidence management policy.
• RGS recommendations: risk analysis and threat assessment.
• Practical work Define the content of a digital signature policy.

Optimizing an electronic signature project

• Budgets and deadlines.
• The key points of change management.

Description

This seminar will allow you to understand all aspects of EDM: techniques, formats, standards. He will introduce you to the different components of a DMS system and analyze current market and technical trends. It will also cover the implementation of a GED solution.

Who is this training for ?

Training objectives

Master the regulatory framework and GED standards Understand technologies and types of software architectures Understand the EDM market and the main development trends Implement an operational EDM solution adapted to its needs

Training program

The general problem

• Definitions: document, GED, GEIDE.
• From individual documentary production to shared documentary production.

The acquisition chain

• Digital acquisition.
• Metadata: Dublin Core, MARC.
• Text and image formats.
• OCR, ICR, IDR, RAD, LAD.
• Indexing.
• Storage: media (WORM, CD-ROM, DVD.
• ), architectures ( DAS, NAS, SAN), software (SRM, SNM).
• Archiving: regulatory framework, standards (Z42-013, ISO WD 18509, ISO 15489), formats (XML, PDF/ AT 8

The digital document, from acquisition to workflow

• Standardization organizations (ISO, CEN, ANSI.
• ).
• The structuring of documents: ODA, SGML, SPDL, .
• Web languages ​​(HTML, XML, CSS, XSL, DTD.
• ).
• Industrial standards (PostScript, PDF.
• ).

The software offer

• Modules: Cold.
• Document management, content management, Workflow, groupware.
• Portals.
• Records management.
• Knowledge management.
• Monitoring, indexing, research.
• The main standards proposed.
• Types of architecture: client/server , intranet/Internet.
• Underlying technologies (XML, J2EE.
• ).
• Supported operating systems and databases.
• The financial aspect: pricing methods.

The EDM market, evolution and trends

• The major players.
• French solutions and Open Source.
• The service providers.

Implementation of a GED solution

• The actors in a GED project.
• The stages.
• Writing the specifications.
• The necessary documents.

Design a filing plan

• Define document use cases.
• Create the activity classification plan.
• Identify user types.
• Formalize document flows.
• Define naming rules.
• Some useful tools: GATE, UIMA, Rapid Miner.

Define an indexing strategy

• The different types of organization.
• Authority lists.
• From thesaurus to document indexing.
• Example of thesaurus (Corbis).
• ISO 2788-1986 and ISO 5964-1985.

Description

This training will present you with a summary of the essential knowledge in Human Resources management. It will allow you to measure the consequences of your social policy and will teach you to work with all partners, internal and external.

Who is this training for ?

Training objectives

Manage your hiring from an administrative and legal point of view
Know the legal provisions incumbent on HR
Apply the rules relating to working time and absences
Collaborate effectively with internal and external partners

Training program

Organize and manage your hiring

• Panorama of social management missions: legal environment and ongoing reforms, monitoring social management.
• Securing your hiring: recruitment law, non-discrimination, the promise of hiring, hidden work.
• Manage hiring: administrative management of personnel, monitoring of the trial period, personnel file.
• Practical work r nTake a quiz on hiring management.

Stay up to date on your legal obligations

• Carry out an audit of your organization: analyze and define your priorities based on the risks envisaged.
• Understand the role of your collective agreement.
• Have displays and mandatory registers, internal regulations.
• Know and integrate the obligations in terms of training.
• Design and follow the Single Professional Risk Assessment Document: definition and interest, the actors.
• Practical work Define the work units of the Single Professional Risk Assessment Document.

Manage the duration of working time, various absences and holidays

• Evaluate the maximum duration of working time.
• Take compulsory rest into account.
• Know and apply the rules on day packages and hour packages.
• Scrupulously monitor working hours.
• Manage the different types of absence: paid leave, personal, family or illness absences.
• Work practices Carrying out a case study: what to do in the event of incapacity?

Dialogue with partners internal and external to the organization

• Communicate with internal partners: involve managers, staff representatives, members of the CE, members of the CHSCT.
• Communicate with external partners: labor inspection, occupational medicine , industrial tribunals, OPCAs.
• Practical work Team game on communication around security.

Description

This training, intended for managers, presents the essentials of labor legislation, recruitment processes and contract management but also the main elements of GPEC, prevention of psychosocial risks and negotiation with IRPs.

Who is this training for ?

Training objectives

Respect and integrate the rules of labor law into your managerial practices
Recruit and integrate an employee
Conduct an evaluation interview
Participate in the skills development of your employees
Identify and prevent psychosocial risks
Contribute to social dialogue within the company

Training program

Labor legislation

• Find your way around the Labor Code.
• Understand the role of the Collective Agreement and know how to comply with it.
• Know how to search for legal information.

Recruitment and integration

• Know the main stages of recruitment.
• Integrate diversity and non-discrimination into your practices.
• Support the new hire and integrate them.
• Practical work Creation of a skills grid.

The work contract

• Know the specificities and constraints of different types of contracts.
• Respect the principles and obligations of the trial period.
• Know your room for maneuver in matters duration of working time.

Wrongful behavior and termination of the employment contract

• Manage misconduct.
• Sanction an employee.
• Manage a termination of the employment contract: dismissal, negotiated departure.
• Study of cases The different situations of termination of the employment contract.

The assessment interview

• Know the different tools of Forecast Jobs and Skills Management (GPEC).
• Master the main stages of the evaluation interview.
• Techniques active listening and questioning.
• Role play Annual evaluation interview.

Skills development and professional training

• The levers of professional training.
• Identify and optimize the skills of your employees.
• Anticipate the evolution of skills.

Prevention of psychosocial risks

• Understand the issues of Psychosocial Risks (RPS) for your team.
• Know good stress management practices.
• Prevent situations of harassment and violence and suffering at work.
• Case study Example of moral harassment within a company.

Social dialogue

• Know the role of social dialogue actors.
• Know how to negotiate and dialogue with Staff Representative Bodies (IRP).
• Contribute to social monitoring.
• Collective reflection The importance of relationships with social partners.

Social dialogue

• Know the role of social dialogue actors.
• Know how to negotiate and dialogue with Staff Representative Bodies (IRP).
• Contribute to social monitoring.
• Collective reflection The importance of relationships with social partners.

Description

Social networks are relevant tools for recruitment provided you know their characteristics and advantages. This training will show you how to integrate your digital strategy into your HR practices, choose your networks, write your ads and find the desired profiles.

Who is this training for ?

Training objectives

Integrate a digital strategy into your recruitment practice
Make the link between recruitment and company values
Write your ads and find the desired profiles
Know the characteristics and advantages of social networks
Make yourself visible and distribute ads on the networks

Training program

Develop your recruitment strategy

• Respect recruitment law.
• Integrate diversity and non-discrimination into your practices.
• Know the stages of recruitment by following the fair recruitment method .
• Define the job profile.
• Practical work Creation of an essential skills grid.

Make the link between recruitment and company values

• Use the employer brand as a recruitment strategy.
• Map the company's values: stated and real.
• Identify its competitive advantages.
• Recruitment, the link with mobility.
• Positioning on social networks.
• Practical work Work on its values ​​and presentation of concrete actions in relation to these values.

Write a compelling job offer

• Know the legal aspect of a job offer.
• Present your company on your site, on the Web, on networks.
• Implement before his company, the missions.
• Give all the elements to the candidates so that they can respond to an advertisement.
• Practical work Creation of an advertisement according to the rules art.

Search and target candidates on social networks

• The main paid and free channels.
• Traditional tools: job boards, CV libraries.
• The Cloud Recruitment.
• Use recruitment tools monitoring.
• Target candidates on LinkedIn and Viadeo.
• Paid solutions from LinkedIn and Viadeo.
• Practical work Familiarization with the tools (operators booleans in Google, LinkedIn, Viadeo, RecruitEM).

Manage your presence on social networks to optimize your job offer

• Make yourself visible on LinkedIn and Viadeo: company page, status, events.
• Publish your ads for free on specialized networks and sites (Beepjob).
• Twitter to recruit: how it works, the key words.
• Go further by creating bridges during events, trade fairs.
• Social Games and Serious Games in the recruitment process recruitment.
• Practical work Creation/optimization of LinkedIn and Viadeo profiles.

Description

Social networks are relevant tools for recruitment provided you know their characteristics and advantages. This training will show you how to choose your networks, write your ads, and find the desired profiles.

Who is this training for ?

Training objectives

Know the characteristics of social networks to recruit
Target candidates on LinkedIn and Viadeo
Make yourself visible on social networks
Recruit with Twitter

Training program

From the origins of the Web to today

• The change in modes of communication.
• The developments of the Web 1.
• 0 to the collaborative Web.
• Digital identity and e-Reputation.
• Practical work Interests of a search on the Web.
• "Googling" and "Googling" a candidate.

Identify the advantages of social networks for recruiting

• The main typologies of social networks.
• Social networks and Milgram's theory.
• Company positioning strategies on social networks.
• Using the employer brand as a recruitment strategy.
• Practical work Reflection on the useful uses to put in place.
• Description of a strategy presence from a recruitment perspective.

Search and target candidates on social networks

• Traditional tools (job boards, CV libraries,.
• ).
• What is Cloud Recruitment?rnUse monitoring tools.
• Target candidates on LinkedIn and Viadeo.
• Paid solutions from LinkedIn (Talent Finder) and Viadeo (Viadeo Recruiter).
• Practical work r nFamiliarization with the tools (Boolean operators in Google, LinkedIn, Viadeo, RecruitEM).

Manage your presence on social networks to optimize your job offer

• Make yourself visible on LinkedIn and Viadeo (company page, status, events.
• ).
• Publish your ads for free: Facebook, LinkedIn, Viadeo, Twitter, Pinterest, specialized sites (beepjob).
• Go further by creating bridges during events, trade fairs.
• Social Games and Serious Games in the recruitment process.
• Practical work Creation/optimization of LinkedIn and Viadeo profiles.
• Use of the Hootsuite tool.

Twitter: new recruiter tool

• Know how to tweet and know its uses.
• Create and personalize a Twitter profile.
• Ensure effective monitoring and distribute your announcements.
• Practical work Practice of Twitter and Hootsuite, social media management tool.

Present your recruitment offer

• Copywriting, mistakes to avoid.
• Legal rules of writing.
• Enhance your offer by linking it to your employer brand.

Description

Think about the requirements and purposes of Jobs and Skills Forecast Management (GPEC). Define the methods for acquiring skills, carry out research into the professions/players to be developed, establish specifications. Design support plans and set up a monitoring committee.

Who is this training for ?

Training objectives

Lead a GPEC approach
Prepare the project and organize GPEC management
Implement an action plan
Support operational staff in the deployment of GPEC tools

Training program

Know the purpose and principles of GPEC

• Difficulties for companies in terms of skills management.
• General principles.
• Potential benefits.
• Risks of failure.
• Practical work Define the purposes and outlines of the GPEC approach.

Organize GPEC management

• The key players.
• The specifications.
• A realistic schedule and resources.
• Communicate on the approach.

Framework and prepare the project

• What influences the company's employment and skills target in 3 or 5 years.
• Purpose.
• Objectives.
• Actors to be involved.
• Steering committee.
• Professions to prioritize.
• Future professions of the company.
• The target: the right questions to ask, the method of validating the first elements.
• Practical work Case study: The trainees define the framework of the GPEC project over 3 years.

Define skills and action levers

• Definition of "competence".
• Modes of acquiring competence.
• On what, on whom and how to act? Work practices Debate and exchange of ideas.

Determine GPEC deliverables

• In the implementation phase and annually.
• The professionalization plan.
• The turnover and the hiring plan.

Implement an action plan

• Determine an action plan: objectives, specificities, responsibilities, deadlines, means.
• Involve and mobilize operational staff at GPEC.
• Build an action plan communication.
• Support operational staff in the deployment of GPEC tools: training, educational materials.
• Monitoring actions implemented using the PDCA method: Plan, Carry out, Check , Correct.
• Practical work Development of a realistic action plan.
• Construction of a communication plan.
• Reflection on the monitoring and control methods.

Ensure the sustainability of the GPEC and take stock

• Role of actors.
• Indicators.
• GPEC committee and annual review.
• Elements of a personal action plan to develop a GPEC within your company.
• Framing elements to be validated by your management.
• Practical work Synthesis of essential points.

Description

At the end of this training, you will be able to identify situations that could represent a criminal risk for you and your company. You will learn how to prevent, detect and deal with this criminal risk in conjunction with HR.

Who is this training for ?

Training objectives

Distinguish between the different types of liability
Understand the consequences in social security law
Detect and deal with criminal risk in conjunction with HRPrepare for possible criminal prosecutions

Training program

The different responsibilities

• Corporate civil liability.
• Liability under social security law.
• Criminal responsibilities.
• Liability of the business manager.
• Exercise: Distinguish the different types of responsibility.

Transfer of responsibility: delegation of power

• The forms of a delegation of power: mission letter, organization chart, contract clause.
• The criterion of authority, the need for competence, the requirement for means to carry out a mission successfully.
• The distinction between responsibility under a delegation and responsibility as of right.
• Exercise: Each trainee will check the existence of a delegation of power and the possible consequences in terms of the personal responsibility of the manager.

Health/Safety Responsibilities

• Inexcusable fault.
• The obligation of result.
• Social security law.
• Criminal sanctions imposed.
• Exercise: Practical case on a work accident to distinguish the consequences in social security law and criminal law.

Responsibilities regarding working rhythms and durations

• Reminder of the rules.
• Maximum working times.
• The hypotheses of non-compliance and the consequences.
• Exercise: rnApprehend potentially risky situations, particularly excessive working hours.

Responsibilities towards service providers and temporary workers

• The service provider risk.
• The offense of bargaining.
• The offense of lending illicit labor.
• The role and the responsibility of the manager.
• Risk situations when using temporary work.
• Exercise: Identify the risks of subcontracting.

Responsibilities regarding staff representation

• The notion of the offense of obstruction.
• Union discrimination.
• Exercise: What reactions to adopt when faced with requests from an employee staff representative or union representative?

Criminal proceedings

• The Labor Inspectorate and the judicial police.
• Indictment.
• Pre-trial detention.
• Police custody and the role of the lawyer.
• Convictions.
• Exercise: Scenario with role play on the reconstitution of police custody with an interrogation the occasion of a fatal accident at work.

Description

Digital is a new challenge and performance lever for the Human Resources Department. This internship will allow you to measure the impacts of digitalization on the organization and cross-company HR processes. You will build concrete paths to support this transformation.

Who is this training for ?

Training objectives

Know the origin of digital culture
Understand the three aspects of the digitalization of the company
Measure the impacts on the different HR processes and practices
Have tools to support the digitalization of the HR function

Training program

Understanding digitalization

• Scale and nature of the transformation.
• Origins of the phenomenon: from counterculture to cyberculture.
• New technological tools and uses.
• Customer relations: new consumption habits and new expectations.
• Collective reflection Reflection on the phenomenon of digitalization of the world and more specifically of the company.

Digitalization at the heart of the challenges of the HR function

• Overview of HR issues.
• Impacts on the organization and emergence of new managerial practices.
• Consequences on the quality of life at work.
• Effects on customer relations.
• New professions and new skills.
• Digitalization of HR practices and processes.
• Impacts on HR management of the company or the quantification of the human.
• Practical work Collective reflection on the nature of the different impacts mentioned and on their conditions of realization in the business context specific to each intern.

Seize the opportunities of digitalization

• Digital transformation and HR transformation: a very strong interdependence.
• Develop the culture and practices of innovation.
• Modernize the management of skills and jobs towards extensive human capital management.
• Reinvent your learning model towards the learning organization.
• Develop marketing and HR communication beyond the employer brand.
• Improve social dialogue: disseminate social information differently.
• Take advantage of Big Data and HR data.
• Case study Analysis of concrete cases of implementation of digitalization at HR level.

Create the beginnings of an action plan in your company

• Define the priority digital issues based on the context.
• Select the actions likely to meet the needs of the company.
• Determine the first steps of the approach .
• Practical work Self-diagnosis of the HR function in each person's company and initiation of an action plan.

Description

This training will allow you to precisely understand your role as a quality correspondent. You will thus be able to understand the quality management system in your company. You will have methods and tools to carry out your missions and assert yourself in your functions.

Who is this training for ?

Training objectives

Define precisely your role, missions and responsibilities
Communicate on the quality management system to develop it
Practice the process approach in the management of quality management
Use the appropriate tools to manage quality and overcome possible problems

Training program

Understand the quality management system

• Interpret the eight principles of quality management.
• Understand the purposes of the different articles of the ISO 9001 V2008 standard.
• Identify the challenges of a system of quality management for the company.
• Understand the process approach and develop customer/supplier relationships.
• Practical work Define the characteristics of a system quality management and discuss the notion of management.

Position yourself in your role

• Identify the functional and hierarchical links of the operational structure.
• Position yourself in the structure: define missions, responsibilities and authorities.
• Determine the necessary skills and abilities to assert yourself in your mission.
• Understand the relational chain: represent the relational links of its structure.
• Distinguish the different types of manager to better manage your relationships and communication.
• Build your argument, be proactive.
• Practical work Drafting the job description of the quality correspondent.

Communicate within its scope

• Ensure the circulation of information: basic principle of individual and collective communication.
• Use communication tools: written formalization, development of support, verbal communication.
• Lead quality meetings: identify the types of meetings and adapt your moderation.
• Practice brainstorming and brainwriting to develop employee involvement and buy-in.
• Practical work Implementation situation of facilitating an information communication meeting.

Drive quality with the right tools

• Structure useful and effective documentation: procedure and operating mode, editorial techniques.
• Manage documentation: accessibility, detection of changes in practices and updating of documents.
• Practical work rnCase study of problem resolution based on a malfunction.

Description

Practical course focused mainly on the construction and evaluation of dashboards to promote the objectives of the Quality policy. Choice of typologies, participatory exploitation and ability to present the results internally will develop your general ability to communicate on developments.

Who is this training for ?

Training objectives

Develop a dashboard integrating the company's strategy Use dashboards as a management tool Analyze the results obtained and present them Evaluate your measurement system and develop it

Training program

Position the indicators in the quality management system

• Identify possible indicators with regard to the fundamentals of the QMS.
• Ensure the consistency of the overall objectives of the QMS and propose indicators adapted to the company's orientations.
• Determine the issues and the purpose of the measurement for the company.
• Use the indicators to manage activities.
• Put the indicators at the service of continuous improvement.
• Practical work Group check-list of objectives and indicators.

Position the indicators in the quality management system

• Identify possible indicators with regard to the fundamentals of the QMS.
• Ensure the consistency of the overall objectives of the QMS and propose indicators adapted to the company's orientations.
• Determine the issues and the purpose of the measurement for the company.
• Use the indicators to manage activities.
• Put the indicators at the service of continuous improvement.
• Practical work Group check-list of objectives and indicators.

Position the indicators in the quality management system

• Identify possible indicators with regard to the fundamentals of the QMS.
• Ensure the consistency of the overall objectives of the QMS and propose indicators adapted to the company's orientations.
• Determine the issues and the purpose of the measurement for the company.
• Use the indicators to manage activities.
• Put the indicators at the service of continuous improvement.
• Practical work Group check-list of objectives and indicators.

Design the measurement system

• Identify the typologies of indicators and specify their characteristics.
• Position the processes in the QMS and determine the indicators.
• Construct and define the characteristics of the indicators.
• Build and present a motivating dashboard.
• Work on the most frequent indicators.
• Build a balanced dashboard (balance scorecard principle).
• Practical work Construction of the quality dashboard based on a business case.

Use the dashboard

• Present and communicate the TDB to employees.
• Analyze the data and make a decision: manage and anticipate.
• React to developments in measurement and identify levers of management.
• Implement an action plan and measure the results.
• Find your bearings using the balanced dashboard.
• Practical work rnConstruction in sub-groups of your communication model, role plays to present the results and the action plan.

Evaluate the measurement system and communicate

• Monitor your measurement system and evaluate its effectiveness.
• Identify the opportunities and risks associated with the company's activities.
• Adapt the indicators to the developments in the company.
• Involve the teams in the measurement system.
• Practical work In subgroups, develop your dashboard and present the developments ( role play game).

Description

Know how to define the objectives, scope and procedures of an internal Quality Audit meeting ISO 9000/9001 standards. Manage its preparation then the collection and processing of data, from the interview to the final report, and support the action plan. Develop assertive and active listening methods.

Who is this training for ?

Training objectives

Plan an audit program adapted to your company
Carry out audit interviews in the best conditions
Write the audit report and the action plan
Monitor the application of the action plan and its evolution

Training program

Audit concept

• Reminder of terminology.
• Understand the purpose of the audit.
• Identify the types of audits.
• Position the audit in the quality management system.
• Apply the PDCA logic.
• Identify the guidelines of the ISO 19011 standard.
• Practical work rnQuiz in subgroups.

Design your quality audit program

• Define the scope and objectives of audits.
• Plan the company's audit program.
• Agree on the definition of gaps ( non-compliance).
• The key points of the quality audit procedure.
• Practical work In subgroups, consideration of the audit program of a typical company.
• Representation and sharing of points of view on the approaches followed.

Preparation for the audit visit (interview)

• Specify the scope and purpose of the audit.
• Identify and collect audit data.
• Develop your framework of questions.
• Build your common thread (audit guide).
• Practical work In subgroups, distribution of teams and preparation for an audit.

Conducting the interview

• Establish a constructive (win-win) relationship.
• Structure your questions and obtain concrete answers.
• Encourage suggestions.
• Practice active listening (listening, reformulation, follow-up, refocusing).
• Know how to avoid conflicts (Karpman).
• Use the DESC method to resolve conflicts.
• Taking notes during the interview.
• Closing the interview and communicating the conclusions.
• Practical work Carrying out previously prepared audits following pre-established scenarios.
• Restitution of role-playing games: analysis of the progress and behavior.

Writing the report and action plan

• Write the audit report including the conclusions.
• Obtain from the auditees a justified action plan with deadlines.
• Monitor the application of the action plan and measure progress.

Description

You will learn to identify and deal with problems in a quality approach. You will see how to focus on a problem, use the appropriate analysis and resolution methods and tools, and build and lead a problem resolution team.

Who is this training for ?

Training objectives

Identify and analyze the characteristics of a problem Master problem-solving methods and tools Build and lead a team responsible for resolving the problem Communicate on the approach to make it sustainable

Training program

Problem Definition – Behavioral Analysis

• Define the characteristics of a problem? Analyze reactions and behaviors when faced with a so-called "problem" situation.
• Report the findings while avoiding interpretations.
• Apply the "PDCA" continuous improvement approach to MARP.
• Practical work Practical application exercises: scenario tests.

Analysis and Problem Resolution Methodology (MARP)

• Determine the chronological steps of analysis and apply the resolution tools.
• Determine and formalize the problem in terms of gap: QQOQCP.
• Identify and specify the nature of the information necessary to understand the problem, data collection.
• Carry out cause analysis research: ISHIKAWA cause tree, 5M, PARETO rule.
• Search , choose and implement solutions: brainstorming, decision matrix.
• Check the effectiveness of solutions, define the measurement criteria.
• Practical work Based on of a case study, implement a problem-solving approach (steps and practice of tools).

Leading a problem solving team

• Determine the issues and purposes of the problem-solving project.
• Build your team: identify the skills necessary to carry out the process.
• Determine the objectives and manage the approach.
• Structure your communication and disseminate information to bring the approach to life.
• Conduct feedback (REX) to progress in problem solving .
• Practical work Sharing the various experiences of participants to identify good practices.
• Feedback on the case study.

Overview of similar methods

• Use the generic method in any context: 8D.
• React quickly to quality problems with QRQC, Quick Response Quality Control.
• Carry out control actions breaking crucial problems: the principle of DMAIC.
• Practical work Sharing of good practices and discussions on the advantages and disadvantages of different methods.

Description

This course will show you the practical tools to implement safety and health prevention at work. It will allow you to lead, adapt and measure the prevention approach in your company thanks, in particular, to adequate communication.

Who is this training for ?

Training objectives

Understand the practical tools for implementing prevention and safety
Animate and adapt the approach to your company
Have elements for measuring the effectiveness of the prevention implemented
Communicate within the company to raise awareness and maintain awareness 'interest

Training program

Understand the types of risks in the company

• Distinguish the notions of danger, risks, damage.
• Understand the general principles of prevention in business.
• Identify the different stages of start-up prevention.
• Know the different principles of risk identification (matrix, single document).
• Practical work Exchange of good practices between trainees, feedback experience.

Plan and integrate security into everyday life

• Integrate safety into the documentation (function sheet, operating procedures, instructions, SDS.
• ).
• Determine the needs for personal protective equipment and the manage.
• Use signage adapted to prevention.
• Design the prevention plan according to means and constraints.
• Identify and manage emergency situations. 'emergency.
• Organize and implement a safety visit.
• Case study Write the prevention plan for a target company.

Lead the prevention process

• Make the team aware of safety.
• Hold a safety briefing.
• Lead the sessions as part of the safety prevention policy: prepare, lead, write the report.
• Manage incidents and actions to improve safety.
• Establish a process for searching for causes: 5M method, cause tree.
• Design and write the accident report.
• Practical work Prepare and simulate a safety meeting in a given context.

Adapter sa communication interne

• Raise awareness about security according to the company context: choice of target audience and timing.
• Develop and use the security welcome booklet.
• Design and apply the communication plan.
• Practical work Develop a communication plan for a target company.

Measuring security performance

• Know the typical safety indicators.
• Determine the company-specific indicators.
• Monitor the chosen indicators to adjust prevention actions.
• Practical work Determine the security objectives of the target company.

Description

A day to review the news of the year in terms of human resources in the public service. The reforms, the actions undertaken, the implementation of new tools, the legal texts... are explained both in their content and in their implementation.

Who is this training for ?

Training objectives

Know the latest texts applicable to human resources in the public service
Integrate the impacts of new reforms into HR services
Secure your HR management actions
Understand the responsibilities of the public employer

Training program

Modification of the compensation scheme for civil servants

• Understand the creation of the function, hardship and expertise allowance - IFSE.
• Distinguish the contributions of this new allowance.
• Identify the composition of the IFSE.
• Understand the terms and conditions for granting the IFSE.
• Understand the legal application of the IFSE.

Strengthening prevention in terms of psychosocial risks

• Reminder of the 2008 and 2009 framework agreements.
• Know the framework agreement of October 22, 2013.
• Discern the responsibility of department heads in terms of prevention of RPS.
• Develop a support system for the development and implementation of prevention plans.

The fight against sexual harassment in the public service

• Define and understand what sexual harassment includes.
• Define and identify behaviors that constitute moral harassment.
• Define the framework of the general status of the function
• Determine the elements contributing to the prevention of sexual harassment.

Modification of the contract management framework

• Understand the evolution of the evaluation interview.
• Take into account the changes to the recruitment of contract workers of foreign nationality.
• Apply the changes to the drafting of the contract.

The reform of professional paths, careers and remuneration

• Understand the improvements made in terms of employment management.
• Know the renovations and simplifications of the statutory architecture.
• Know the simplifications of the rules and systems made in the management of agents.
• Know the provisions regarding the renovation of index grids.

The latest developments in HR news

• Identify the different developments or reflections in progress.
• Understand the impact of these possible modifications on the HR function.
• Consider the operating modifications to anticipate.

Description

Faced with stress and absenteeism, HR is increasing initiatives to increase the quality of life at work. This internship proposes measures to improve the social climate, maintain an atmosphere favorable to individual development and reduce absenteeism, while enhancing the image of your company.

Who is this training for ?

Training objectives

Training program

Measure the social climate within your organization

• Build social climate indicators based on the social report and social dashboards.
• Understand the tools for measuring the social climate (barometer, 360°, sociometric tests, etc.)
• ).
• Know how to articulate quantitative and qualitative approaches to the social climate.
• Collective reflection Interactive exchanges between participants on the different components of the climate social (conviviality, commitment, stress, absenteeism, etc.
• ).

Understanding and reducing stress

• Master the concept of stress, its physical and mental mechanisms, the regulatory framework, national agreements.
• How to detect stress based on existing indicators? Know how to construct indicators to assess stress.
• Use scientific methods for stress diagnosis (Woccq and Karasek).
• Identify action levers to reduce stress.
• Case study Analyze a chronic stress situation.
• Build a stress assessment questionnaire and an action plan to combat stress in a department.

Understanding and reducing absenteeism

• Define absenteeism, its characteristics.
• Compare the different types of absenteeism.
• Analyze and interpret absenteeism data.
• Build an analysis grid.
• Implement a prevention approach.
• Know how to mobilize relevant stakeholders to prevent absenteeism.
• Exercise: Analysis of a survey on absenteeism in the private and public sector.
• Training in the interpretation of absenteeism indicators.

Enhance your employer image

• Evaluate your employer image internally and externally.
• Adapt internal communication: adapt communication methods and content to internal target audiences.
• Adapt the external communication to external target audiences (young graduates, clients, etc.
• ).
• Know how to integrate social networks into your overall communication.
• Exercise: rnPractice defining an internal and external communication plan for different business cases.

Description

Preventing discrimination has become a strategic necessity for contemporary businesses. This training will provide you with insight into the legal concept of discrimination and its methods of prevention at the different levels where it can occur: recruitment, mobility, promotions, etc.

Who is this training for ?

Training objectives

Understanding the foundations of non-discrimination Preventing discrimination in recruitment Preventing discrimination during career development Raise awareness and involve all stakeholders to fight against discrimination

Training program

The legal framework relating to discrimination at work

• Understand the concepts used around diversity and discrimination.
• Understand the legal and institutional context of discrimination.
• Identify the reference organizations and their roles.
• Understand the risks of prosecution by the industrial tribunal and criminal courts.
• Know the company agreements on non-discrimination: disability, parity, professional equality, seniors.

Analyze the dangers of perception for an application

• Analyze the risks of potential danger of exclusion when reading CVs.
• Differentiate between factual and inferential aspects of perception (prejudices, a priori, stereotypes).
• Assess the risks of a poor analysis and a questionable choice.
• Use appropriate interview techniques to obtain precise information.
• Understand, with regard to the law, the dangers of taking notes during the interview.
• Practical work Practice analyzing information written from several CVs.

Preventing discrimination in career development

• Ensure compliance with non-discrimination at all stages of career development management.
• Identify points for vigilance.
• Secure career development practices and processes within the company: mobility, promotion, salary.
• Articulate the fight against discrimination and the promotion of diversity at different levels of the company.
• Raise managers' awareness of the issue of non-discrimination.
• Practical work Role plays based on situations from the participants' daily professional lives.

Evaluate the phenomena of inclusion and exclusion

• Identify situations felt to be discriminatory: comments, behaviors, written and oral communications.
• Become aware of exclusionary behaviors.
• Practice transmitting difficult messages.
• Practical work Understand, through metaphorical play, the risks of discrimination in everyday life.

Description

This training takes place in a very interactive way with numerous scenarios and simulations. For "Remote" training, they are carried out with a videoconferencing tool such as Teams or Zoom depending on the case, allowing the trainer to adapt his teaching method.

Who is this training for ?

Training objectives

Gain confidence in conducting the skills assessment interview
Clarify the objectives and motivations of each employee
Evaluate the employee's business performance and relational qualities
Use the interview as a lever for recognition and motivation

Training program

Interview issues for:

• The person who evaluates
• The person evaluated
• The company

Prepare for the interview

• The importance of preparation
• Review of the past period: objectives and challenges, evaluation of past performance
• Prepare and structure the interview
• Preparation framework made available to participants

The stages of the interview

• Techniques for exchange and progress in dialogue
• Facilitating dialogue
• Negotiating objectives and areas for progress
• Handling objections
• Search for a win/win report

Difficult interviews

• Prepare for them as best as possible
• Carry them out effectively

Practice conducting the interview

• Practice conducting the interview

Conclude the interview and follow up

• Check the assessee's state of mind and their perception of the interview
• Use interviews and follow-up throughout the year

Description

Dive into the HRA Payroll module of Sopra HR and learn how to streamline and secure your payroll processes.
This training combines theory with practical exercises to help you confidently navigate and use the system.
You’ll walk away with a clear methodology, professional reflexes, and greater autonomy in managing the entire payroll workflow.

Who is this training for ?

Training objectives

• Acquire the technical notions of payroll
  
• Actively participate in the implementation of payroll
  
• Intervene in payroll programs
  
• Use, maintain and optimize the Payroll application
  

Training program

General overview of payroll

• Introduction

Payroll chains and workflow

• The payroll calculation chain
• Post payroll chains
• Other pay chains
• Pay chains

Specific processes and treatments

• Processes
• Specific treatments
• Some advice

Technical documentation

• Presentation
• Channel designs
• Contexts

The ZX data structure of the PRDB

• The ZX data structure

The counters

• Definition and usage

Management of payroll files

• Payroll file management

Pre-payroll processing

• Definition and organization
• Processing linked to the recall date
• Processing linked to absences
• Processing linked to CSCP
• Other payroll-related information

Processing related to payroll calculation

• The payroll process
• The payroll calculation chain
• Loading execution parameters
• Access to data
• Selection of payroll data to be processed
• How payroll files are created
• Payroll pre-calculation
• Calculation of results payroll
• Loading the PRDB
• Processing variable elements

Additional information on calculation results and payroll results

• Additions to calculation and payroll results

The payroll control and validation process

• The different stages
• The end of cycle chains
• Updating the recall archives
• Technical additions to the recall
• The pay rise

Post-payroll editing processes

• Publishing chains
• Payments
• Other editions

Pay cycle overview

• The monthly pay cycle

Annexe

• Procedure for updating payroll counters

Description

Who is this training for ?

Training objectives

Understand the fundamentals of training engineering.
Acquire practical skills to design, develop and implement effective training programs.
Master training needs assessment tools and techniques.
Learn to develop clear, measurable educational objectives.
Explore different training delivery methods and media.
Understand the role of continuous assessment in improving training programs.

Training program

Implementation of a training engineering project

Steps in the GIAC financing application process

Stages of an OFPPT training engineering process

Skills approach for effective training engineering

Development and execution of the training plan

Implementation of training plan management tools

Mastery of CSF mechanisms (Fundamental Success Criteria) and financing with reimbursement.

Description

The “Administrative and Legal Aspects of the Labor Code” training course offers a detailed exploration of the laws governing employment relations. Participants will gain an in-depth understanding of employment contracts, terms of employment, working hours, leave, occupational health and safety, and the rights and obligations of employers and employees. Practical case studies and exercises will reinforce their practical application of the acquired knowledge.

Who is this training for ?

Training objectives

Acquire a thorough understanding of the legal provisions of the Labor Code.
Master the fundamental principles governing employment contracts and conditions of employment.
Understand the obligations regarding working hours, leave and health and safety at work.
Understand the rights and responsibilities of employers and employees in accordance with current legislation.
Be able to implement conflict and dispute resolution procedures effectively.
Apply the knowledge acquired through practical case studies and concrete exercises.
Be informed of the latest legislative and regulatory developments relating to the Labor Code.

Training program

Day 1: Fundamentals of the Labor Code and Employment Contracts

• Introduction to the Labor Code
• History and legal context
• Fundamental principles and objectives
• Employment contracts and conditions of employment
• Types of contracts (permanent contract, fixed-term contract, temporary contract, etc.)
• Essential contractual clauses
• Remuneration conditions and social benefits
• Hours of work and leave
• Legal working hours
• Weekly rest and paid leave
• Management of absences and special leave (sickness, maternity, etc.)

Day 2: Working Time Management, Health and Safety at Work, Rights and Obligations

• Health and safety at work
• Employer obligations regarding safety
• Prevention of occupational risks
• Workplace accidents and illnesses
• Rights and obligations of employers and employees
• Respect for the fundamental rights of employees
• Obligations of the employer towards its employees
• Duties and responsibilities of employees
• Conflict and dispute resolution procedures
• Conflict resolution methods (conciliation, mediation, arbitration)
• Dismissal and dispute procedures breach of contract
• Legal remedies and avenues of dispute

Day 3: Conflict Resolution Procedures and Legislative Updates

• Legislative and regulatory updates
• News and recent developments in the Labor Code
• Impact of legislative reforms on labor relations
• Adaptation of internal practices and policies to legal changes
• Case studies and practical exercises
• Analysis of concrete situations linked to administrative and legal aspects of work
• Simulation of conflict and dispute resolution procedures
• Questions and open discussions
• Time dedicated to discussions and specific questions from participants

Description

This training equips HR professionals, managers, and HSE officers with a solid understanding of occupational health and workplace medicine, particularly in fast-growing and international organizations. Participants will learn to navigate legal requirements, identify professional risks, implement preventive measures, ensure ongoing health monitoring, and promote long-term employee well-being.

Who is this training for ?

Training objectives

• Understand legal obligations and the human and organizational challenges of occupational health and medicine
  
• Implement effective policies and tools for risk prevention and health monitoring
  
• Support organizational growth and international expansion with proactive occupational health management
  

Training program

Key Issues and Legal Framework in Occupational Health

• Role and responsibilities of occupational health services.
• Legal obligations for employers in France and abroad.
• Special considerations: international assignments, remote work, and cross-border teams.

Identification and Assessment of Professional Risks

• Categories of risks: physical, psychosocial, environmental.
• Risk analysis tools: risk assessment documents (DUERP), internal surveys.
• Focus on emerging risks: psychosocial risks, MSDs, burnout.

Prevention and Employee Support

• Building a prevention plan: methodology and prioritization.
• Inclusion of employees with disabilities or after long-term leave.
• Managerial support and preventive communication strategies.

 

Monitoring and Evaluating Occupational Health

• Key health indicators: absenteeism, turnover, health alerts.
• Audits and internal controls: compliance and continuous improvement.
• Digital tools for managing workplace health.

Strategies for Well-being and Collective Performance

• Embedding health into corporate culture.
• Quality of life at work as a driver of performance.
• Case studies: fast-growing companies (focus on TMSA).

Description

This training is designed to help HR professionals design, analyze, and leverage effective HR dashboards to monitor performance and support strategic decision-making. It focuses on aligning HR indicators with corporate objectives, particularly in the context of international growth, and on communicating insights for greater business impact.

Who is this training for ?

Training objectives

• Design HR dashboards aligned with business strateg
  
• Analyze HR data to identify trends and take action
  
• Communicate dashboard results to support decision-making at all levels
  

Training program

Understanding the Role and Strategic Value of HR Dashboards

• Definition and functions of HR dashboards.
• Operational, strategic, and analytical dashboards: key differences.
• Linking HR indicators to company objectives and international challenges.
• Role of dashboards in data-driven HR decision-making.
• Group brainstorming: “Which HR metrics support which business priorities?”.
• Mapping KPIs to organizational goals in a global context.

Building an Effective HR Dashboard

• Choosing relevant HR Key Performance Indicators (KPIs): Examples: turnover, absenteeism, recruitment metrics, training rates, mobility, engagement, Balancing quantitative and qualitative indicators.
• Dashboard architecture: Objectives → Indicators → Sources → Frequency.
• Overview of tools: Excel, Power BI, Google Data Studio, HRIS platforms.
• Best practices in data visualization and dashboard design.
• Peer feedback and group discussion on tool selection and design challenges

Data Interpretation and HR Decision-Making

• Interpreting HR metrics: spotting trends, patterns, and outliers.
• Root cause analysis: distinguishing between structural and situational issues.
• Making data-driven HR decisions and corrective action planning.
• Case study: Analyze a sample HR dashboard and propose corrective measures.
• Group presentation: Key findings and recommended HR actions

Communicating HR Dashboard Insights Strategically

• Principles of HR data storytelling.
• Tailoring communication for different stakeholders (Executives, HR, Managers, Employee Reps).
• Visual presentation techniques: clarity, focus, and impact.
• Using dashboards to support strategic HR planning and transformation initiatives.
• Simulation: Present your dashboard to a mock executive committee.
• Feedback session on presentation clarity and strategic alignment.