ETUC project Restructuring / Work groups / Expertise

Transcription

1 ETUC project Restructuring / Work groups / Expertise Project presentation Restructuring Workshop - ETUC 7th March Brussels

2 WHY and HOW? What is the project issue? Which is the impact of restructuring on the role of the work groups, considered as a stakeholder with regards to the re-building of professional expertise? What happens to individual and collective expertise after restructuring? Does restructuring imply a modification of the way in which workers transfer professional expertise inside the work group? Is there any difference between those remaining and those leaving the organisation with regards to effects and mechanisms? Are there restructuring management models «better» than others? How to link employment and work during a restructuring context? 2

3 BEFORE / DURING/ AFTER Restructuring Work groups Know-How Transfering Nature Managment «Survivors» (those staying) «Victims» (those leaving) Collectif Individuel 3

4 Why to achieve this project? A context of permanent restructuring Restructuring is progressively became central in the companies life, and so in the employees one. Some blind points which are persisting concerning the restructuring impacts The whole of restructuring effects is not currently identified, in particular concerning deep change on the individual / collective relation with employment and work Work groups and professional know-how are the main missing from the restructuring (surveys, discussions / collective bargaining) European recommendations aim to implement responsible restructuring, in particular on skills issue The Green book on restructuring of European Commission ( January 2012) Resolution of the European Parliament (January 2013) concerning European Commission recommendations about the workers information / consultation process, anticipation and restructuring management 4

5 Illustrations Livre Vert sur les restructurations de la Commission Européenne (janvier 2012) «Pour que l adaptation au changement se fasse de manière optimale, des compétences et des investissements appropriés dans le capital humain sont clairement nécessaires». «Dans le même temps, il est nécessaire de remédier aux problèmes sociaux et sanitaires engendrés par l insécurité de l'emploi, l adaptation, les licenciements et le chômage de longue durée par des approches efficaces permettant aux travailleurs de s'adapter aux changements sur le lieu de travail, de revenir rapidement à l emploi et d atténuer les effets des transitions sur la santé». Résolution du Parlement européen du 15 janvier 2013 concernant des recommandations à la Commission sur l'information et la consultation des travailleurs, l'anticipation et la gestion des restructurations E. «Considérant que, lors d'une restructuration, ce sont les incidences directes et aisément perceptibles sur l'emploi qui retiennent le plus l'attention, tandis que les effets négatifs sur les conditions de travail et sur la santé des travailleurs ne sont pas dûment pris en compte ni traités; ( ) les entreprises établissent, en coopération avec les représentants des travailleurs et les autres parties prenantes concernées des mécanismes visant à définir, sur le long terme, la stratégie à l'égard des besoins quantitatifs et qualitatifs d'emplois et de compétences qui sont liés aux stratégies d'innovation et de développement et prennent en compte l'évolution prévisible, positive ou négative, de l'économie, des emplois, des compétences et des conditions de travail, ainsi que des mécanismes visant à déterminer le niveau de compétence actuel de chaque travailleur; 5

6 Focus on the work group roles It prevents possible individual deviation regarding working methods It is the source transferring, adapting and guaranteeing the respect of the profession ( what can be done and what cannot be done ) It makes the trade progress It defines the way in which the work must be done ( the professional way ) and confirms its individual ways of performance ( the style ) by exchanging about practices and points of view It transfers efficient practices It pours the ropes of the trade and the know-how of the group when facing the work It is a real trainer It provides on the job training to newcomers It protects It transfers the specific know-how regarding the professional risks ( caution know-how ) It sets barriers: what is acceptable or not regarding the works organisation and its demands It provides recognition It recognises competencies, skills and the quality of work of its members It supports and prevents from isolation It regulates the collective activity by reallocating the work and the mutual help 6

7 The work group has specific ROLES, which are difficult to replace The work group has NEEDS to be efficient Trust between members, cooperation loyal behaviour, Framework and time for professional exchanges, possibility of manoeuvres inside of the work organisation, The work group can not be commended to exist, it BUILDS ITSELF The work group can be BROKEN too 7

8 Synthesis of the working hypothesis By changing its way of functioning, restructuring alter the pedagogical role of the work group Restructuring involve specific process and psychosocial impacts and by doing it the relation between those staying and those leaving to the company is modified (individual strategies inside the collective are re-designed) The changes of the relation towards the work group modifies also the relations to expertise (what is at stake is not the same) The importance and the nature of these effects depend on the type of restructuring and its management model 8

9 The scope of the research : 6 companies cases in Europe Sweden (telecom) UK (En cours) France (sidérurgie) Germany (airport system) Poland Energie Italy (Bank) 9

10 Methodology and steps State of the art Study cases Report Dissemination Scientific literature review Experiences review Interviews Direction (RH) Representatives Relevant Institutions Employees interviews «Survivors» «Victims» Transversal analysis of cases Recommendations Seminar (June 2013) A Practical Guide (For the social partners) January June 10

11 An international and multidisciplinary team (psychologists, sociologists, economists) Project players Consortium S - Partners CES Steering Committee SYNDEX Europe Project Leader WMP IRES Uppsala University Syndex - UK 11

12 What to expect from the project? Improving the knowledge on restructuring impacts Identifying the determining factors and the (possible) best practices Making social partners aware of the need to preserve role of work groups during restructuring process Providing some recommendations and usable tools for the restructuring players, in order to improve the social dialog concerning this specific issue Analysis grids of situations, typologies Reference Contents for collective bargaining 12