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Human resources

2019: a year of intense social dialogue

Header introduction
No fewer than nine agreements were signed with the social partners in 2019. They define a new basis for social dialogue and career development within an establishment keen to improve its employees' skills and the quality of life in the workplace.
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A major agreement was reached in 2019 on the management of jobs and career paths (GEPP), which aims to link employees' desire for mobility with BRGM's skills requirements, through greater synergy between the various human resource management tools, such as career interviews, skill development plans, the career committee, etc. Two schemes were revised and relaunched in this regard. Firstly, the personnel review, which assesses employees' abilities in order to identify their potential for development. Secondly, by comparing the human resources available today with those expected tomorrow, the observatory of in-house professions will enable BRGM to plan ahead for skills that will be needed in the future. "The forward-looking management of jobs and skills helps us anticipate and shape our employees' professional development, through career paths that are in line with BRGM's current and future needs," summarises Isabelle Plaid, Director of Human Resources.

Working conditions: “top 10” and “flop 10”

This issue also addresses employees' ambitions for professional fulfilment. To measure their feelings on the quality of life in the workplace, a questionnaire was distributed early in 2019, to which 76% of them responded. This social barometer, conducted by a joint steering committee representing all employees, identified BRGM's strong points ("top 10") and areas for improvement ("flop 10") with regard to working conditions. The results provided input for an action plan, drawn up with some forty volunteer employees and the Board of Directors. The "2021 Pact" thus sets out 36 actions based around four themes: Understanding BRGM's strategy; Developing a culture of listening, dialogue and transmission; Optimising work organisation; Supporting the HR vision. As part of this action plan, 37 meetings took place between the Chair of BRGM and employees in 2019. A benchmark audit carried out by Deloitte objectively assessed the salary gaps within BRGM and its positioning in relation to other public industrial and commercial establishments (EPIC). Employees were also asked to suggest ways of passing on their knowledge (talks, job-shadowing or seminars) prior to their departure from BRGM. Staff are kept regularly informed of the progress of the 2021 Pact.

A new Social and Economic Committee since 1  January 2020

Lastly, there were three employee representative elections in 2019, including for the new Economic and Social Committee (CSE), whose mandate to apply the reform of staff representative bodies begins on 1 January 2020. Benefiting from strong legitimacy based on a participation rate of over 65% – mainly helped by the use of electronic voting – the CSE brings together 40 permanent and substitute members, a number that exceeds the legal recommendations, a quarter of whom were elected for the very first time. Its organisation is based on ten thematic committees that bring together CSE members and non-elected employees who thus become familiar with its functioning and missions.

authors
Exergue
The forward-looking management of jobs and skills helps us anticipate and shape our employees' professional development, in line with BRGM's current and future needs.
Prénom de l'auteur
Isabelle
Nom de l'auteur
Plaid
Fonction de l'auteur
Director, Human Resources
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