« We need to rethink work and the way we work », insisted Mélanie Berger Tisserand, president of the CJD (Centre for Young Managers), during the back-to-school conference of the AJPME (Association of SME Journalists). For the president of this movement born in 1938 which has 6,000 members in France and in 17 countries, one of the main issues concerns the place of work. While for the government the work is “ emancipatory “, she notes that ” not all are. There is a real problem with the relationship we have at work ». « It is not a question of working more, it is a question of working better, by better distributing the wealth produced », explained the CJD in a press release dated January 18, following the presentation of the pension reform by the government. “ Pension reform was not the priority. The priority was to rethink the work and take a step aside » she commented. Either “ what meaning do we give to work, why do we work today? For the benefit of what? To increase GDP? I have never seen anyone who, on the verge of death, said ‘I have not contributed enough to the GDP’.she quipped.
For Pierre Guillet, president of the EDC, a movement of Christian Entrepreneurs and leaders, born in 1926 and which has 3,500 members in France and internationally, it is also urgent to “ re-enchant work » and to lead “ a real reflection on how we make it attractive to be able to get on board and involve new generations “. A change in the relationship with work which puts companies in great difficulty recruiting. The market forces business leaders to “ sell their business. At the end of an interview, it is no longer the employer who says to the candidate ‘I will call you back’, but the candidate », notes Mélanie Berger Tisserand.
Another key subject, for François Asselin, president of the CPME (Confederation of Small and Medium Enterprises, 243,000 members, more than 4 million employees, 117 member professional branches): employee loyalty. “ More and more of our members are disconcerted by what they are experiencing. It’s destabilizing when you no longer have control over commitments “, notably the desire of employees to take breaks of six months to a year and the problem ” young generations who design their personal life project outside of their professional life “. This paradigm shift would ultimately not be a bad thing, for the president of the CJD, also at the head of the accounting firm EMS Audit: “ it is no longer the boss who directs in micro-management mode, but a job team in which we think about the best way to cooperate together “. This forces managers to change their approach to work relations, within the company itself.
Flexibility and creativity
In this sense, the CJD is experimenting with several avenues to improve work, such as shared governance, which allows employees to co-decide and think together about the future and the company’s economic orientation choices. “ This allows you to seek creativity and share with the team on subjects that can be anxiety-provoking. », she comments. Companies must “ preserve a healthy social climate to be able to be combative in an environment that is completely uncertain », comments Pierre Guillet.
Questioned on the question of the energy transition, the presidents of the three employers’ organizations and movements are unanimous on the awareness of business leaders of the need to act. Pierre Guillet particularly insisted on the need to rethink the company’s purpose. “ This must be done with employees who are capable of reinventing their economic model. Ideas will come from the field. It is also a factor of attractiveness for the company “. Other avenues tested by the CJD to improve working conditions, the 4-day week over 35 hours or 32 hours without reduction in salary, unlimited leave, accommodation for seasonal workers, or, in terms of remuneration, sharing of value. François Asselin notes that “ individual increases were very dynamic » to retain employees and that SMEs « who can do so are in favor of sharing value “. This bonus being according to him “ the most suitable vehicle for small businesses ».
Insertion et inclusion
Another major project for companies is the integration through work of people in situations of exclusion. Business leaders who join the EDC movement are particularly “ sensitive to the insertion of the most fragile ”, referring in particular to “ missing parts » in companies that are young dropouts or people in situations of exclusion. “ Business through work restores dignity », confirms Pierre Guillet. But beyond the wishes for openness and inclusion formulated by the EDC movement, François Asselin recognizes that it is necessary “ often very important support » for these people far from employment. To hook up the two million RSA beneficiaries, the intervention of “ a third person who takes care of their social support “, to teach them communication codes, help them find accommodation… In this sense, operational preparation for employment (POE) makes it possible to integrate and train them within the company, with a ” 80% success rate at six months », he notes.
Another avenue to explore to overcome the growing recruitment difficulties: seniors. Within Hesion, the technology company that the president of EDC has led since 2017, the manager is pleased to have, among his latest recruits, hired two seniors aged 62 and 66, one of whom was a former employee who left retired. “ He works two days a week for us. He has incredible energy and provides the transmission belt with the youngest, because he has spent his entire career with us “. For him, there is undoubtedly a place to be found for the oldest.
Charlotte DE SAINTIGNON
2023-10-04 04:24:03
#Finding #work #Gazette #Normandie
