Description

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

Who is this training for ?

For whom ?

HR Director. HR manager. Responsible for social relations. School manager. HR executive responsible for preparing, leading or attending social meetings and negotiations.

Prerequisites

Training objectives

Master the framework of social dialogue, know the actors and constraints.

Master the legal framework of social relations.

Lead the different bodies.

Prepare and negotiate effectively.

Develop a relevant methodology for managing social relations.

Anticipate and manage social conflicts.

Develop social dialogue.

Gain behavioral agility in negotiation situations.

Training program

• Remote activity
  • To acquire useful theoretical references before your classroom training: a video 'The history of trade unionism in France'.
• Understand how social relationships work
  • Integrate the new rules resulting from the Macron orders.
  • Identify the different social actors: internal, external.
  • Identify their links.
  • Identify your practices through the development of a diagnosis of your company's social relations.
  • Clarify the role of local managers in social dialogue.
  • Define the rules of the game in terms of social dialogue.
  • Scenario Creation of a map of the actors
• Appropriate the logic of union actors
  • Evolution of the union landscape and consequences within companies.
  • Functioning of union actors. Issues, union strategies and logic of power.
  • Levers of action.
  • Scenario Development of a diagnosis of the social relations of your company
• Identify the role of social dialogue actors: attributions, rights and obligations
  • Develop the roles and missions of the IRPs towards those of the CSE.
  • Identify the missions of the staff representative bodies: Staff representative; Union representative; Works Council (CE) / Corporate Social Committee (CSE); CHSCT /CSSCT.
  • Define operational rules of the game. Quiz and practical case study on the roles and missions of the different actors
• Practice social relationships on a daily basis
  • Prepare and lead PD meetings/companies with 11 to 49 employees: questions asked, verification of information, answers; how to conduct meetings in terms of content and form?
  • que what to do in the event of deviation?
  • Prepare and conduct CE / CSE and CHSCT / CSSCT meetings: the agenda, the preparation of files, the obligatory consultations and their frequency; ; follow-up.
  • Manage relations with the union representative: decode messages and demands; conduct a face-to-face interview.
  • Integrate; new actors resulting from the Macron orders: business council and local representatives.
  • Scenario Scenario: prepare a meeting with the IRPs
• Remote activities
  • To learn the contributions of an expert on a theoretical or practical point: an e-learning module 'Preparing for a win-win negotiation'; a training module 'Leading the negotiation process - Level 1'; seven videos 'Current issues and positioning of the major trade union centers'}.
• Effectively negotiate a company agreement
  • Master the legal system of negotiation.
  • Prepare your negotiation strategy: define the objectives and the main scenarios; develop a contingency plan; build a communication plan.
  • Build an impactful argument.
  • Conclude a company agreement and communicate it internally.
  • Scenario 2) Vary your techniques for leading negotiation meetings.
• Anticipate social tensions
  • Implement appropriate social monitoring: dashboard, monitoring indicators...
  • Identify the factors of social tension and act in a targeted manner.
  • Scenario Common thread case: structure the social monitoring methodology and define the relevant corrective actions
• Managing conflict when it arises
  • Understand the origins of the birth of a conflict and the stages of its rise.
  • Take first emergency measures. Set up a crisis unit: role, tools , purpose.
  • Negotiate in a context of social tensions.
  • Exit the conflict.
  • Scenario Case Red thread: manage the crisis unit and define actions to end the conflict.
  • Evaluation of acquired knowledge