Description
Elected to the CSE, you would like to benefit from practical training in carrying out your mandate. Making the CSE an institution for dialogue, consultation and proposals is your ambition. To do this, it is necessary to master the missions of the committee and its operating rules. Indeed, the merger of staff representative bodies following the Macron orders of September 22, 2017 positions the Economic Social Committee as an essential partner in the company's social policy.
Who is this training for ?
For whom ?This training is aimed at members of the CSE as well as union representatives of a company with 11 to 49 employees. CSE Presidents can follow the training 'Chairing and leading the CSE' reference 9039.
Prerequisites
Training objectives
Training program
- Before the face-to-face
- A self-diagnosis.
- Identify the place of the CSE in social dialogue
- The issues linked to the evolution of a DP type instance towards a CSE instance.
- Impact of the threshold of 0 employees on the missions and functions of the CSE.
- CSE discovery quiz scenario.
- 5Understand the rules and means of operation of the CSE
- Status of members.
- Means of operation.
- Delegation hours.
- Professional secrecy and confidentiality.
- Protective status of elected officials.
- Obstruction offence.
- Scenario Mini case on delegation hours.
- Take ownership of the missions of the CSE Individual and collective complaints. Occupational health and safety missions.
- Alert rights.
- Scenario Practical case: carry out a health and safety investigation.
- Play its role as interface between the
- Management and employees Transmit questions in accordance with deadlines and form.
- Transmit messages during meetings and obtain answers.
- Use the CSE register.
- Communicate the answers to employees.
- Make relevant proposals.
- Participate in surveys.
- Scenario Practical case: practice questioning and rephrasing in meetings.
- After face-to-face, implementation in a work situation
- Advice every week for weeks to implement your action plan.
