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 ?

For whom ?

Managers involved in the preparation and implementation of a project and/or supervising employees with a staff representative mandate.

Prerequisites

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.