HRD priorities for a successful exit from the crisis

Taking care of the return of employees, supporting managers and integrating the consequences of regular teleworking are the three lessons learned by HRDs in this special return to school. About fifteen of them met on Tuesday September 14 at World, during the HR Meetings, in order to discuss their respective priorities for a successful exit from the crisis: psychosocial risks? Negotiating agreements? The overhaul of the company’s real estate stock?

During this monthly meeting to reflect on management news, created more than two years ago by The world in partnership with ManpowerGroup, human resources managers compare their practices with the work of academics on management trends.

“It would be a mistake to consider that the return to normal is just an erasure of what happened. We have the intuition to move towards a way out of the crisis, but we must accept that it is not over and that we will not go back, explains Pierre Mathieu, economist and professor of management at Clermont-Auvergne University. Everyone has experienced the crisis intimately, it is necessary to analyze its lasting effects. The stake is no longer to know what is teleworkable or not, but what we can do and where we can do it. “

“Think about third places”

Let human resources managers talk about “ manage the habit of teleworking ” at ManpowerGroup or“Support management on the hybrid organization”, for the National Federation of the French Mutuality, all are in a dynamic of regular teleworking which settles. Agreements have been signed, amended, new ones have been negotiated. Each company, whatever its sector of activity or its size, is committed to the long term.

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“Our priority is to successfully apply the telework agreement and to support employees for the start of the school year, insists Hélène Terrien-Thomas, HR development director of the Klesia social protection group. It is the health crisis that gave us the order to sign this agreement: 85% of our employees require one to three days of telework per week. We want to equip them. Then to perpetuate the hybrid organization, we trained our managers. But by the end of the year, the teleworking agreement will again have to be under negotiation. ” The adaptation phase never stops to approach a “tailor-made” solution.

The back-to-school priority for professional training leader Cegos includes “Three axes: making the quality of work a reality, because employees need tools (double screens, concierge services) in order to be able to work in the long term; work on the interactions between real work and prescribed work to be effective in the face of psychosocial risks; and finally, think about third places, says its HR Director, Christophe Le Bars. We have a subsidiary with an establishment in the provinces. Would the employees of this subsidiary not meet in a third place rather than travel to Paris to meet? We are at the stage of reflection ”.

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For others, the impact on office real estate is already a reality for some. “We have returned half of our work surface, testifies Stéphanie Fallas, HRD of Carglass. Now 100% in flex office only technicians cannot telework , we are considering reorganizing the site to have many more meeting rooms. “

“Rebuilding the collective”

Quadient, a logistics equipment SME, goes further and plans to review all of its locations. “We managed to work with the employees remotely. It would be absurd to bring them back. It’s a kind of new contract that has been put in place between the employees and the company. Many agreements are being negotiated to build the framework for sustainable teleworking. It is the share of teleworkers that will give the key to reviewing the establishment: change location or close a site, with the net balance of a reduction in the number of square meters ”, explains HRD Sébastien Amara.

The National Association of HRDs, which brings together some 5,000 member companies, confirms this trend: “We are a lot to have closed sites in the provinces, with the implementation of a hybrid work organization divided between the homes of employees and coworking spaces where the collective is found., notes Audrey Richard, the president. Our two priorities for the start of the school year are the return to the site and the reconstruction of the collective. “

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Same subject for Dominique Brard, Managing Director in charge of HR advice at ManpowerGroup, “The question of the start of the school year is to reconstitute the collective”. The primacy given to the individual in the context of crisis today creates problems in work teams.

For Pierre Mathieu, the answer is tailor-made. “We are witnessing a real paradigm shift in the way we approach work, he said. Organizations are now driven by their stakeholders, shaped by their environment, in the sense that it is, for example, engineers who decide for themselves how they should work. It’s a challenge for HR. Each organization must design its tailor-made ». This crisis offers an opportunity to be seized, in short.

The guests of September 14

Attended the HR Meetings on September 14: Sebastien amara, HR Director of Quadient France; Marion Azuelos, HR Director of BNP Paribas Asset Management; Alexis Berthel, DRH of Panthera; Laure Dominguez, head of mission of the HR department of the National Federation of French Mutuality; Dominique brard, Managing Director Talent Solutions at ManpowerGroup; Gaël de Cagny, DRH Mediametrie ; Emilie Conte, HR Director Le Monde Group; Manon Enoch, deputy head of human resources at L-Acoustics Group; Stephanie Fallas, DRH Carglass ; Christophe Le Bars, DRH Cegos; Pierre Mathieu, economist and professor of management sciences at Clermont-Auvergne University; Audrey Richard, President of ANDRH and HR Director of the Up group; Anne Rodier, journalist, The world ; Hélène Terrien-Thomas, director of HR development for the Klesia group; Gilles van Kote, Managing Director, The world ; Hervé Wattecamps, ex-DRH ADP.