Strasbourg2010 baulard-en

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Strasbourg2010 baulard-en

  1. 1. ENTI Strasbourg 17-19th November 2010 A social barometer
  2. 2. A social barometer I. Context and objectives 1. The Professional organisation of ES France and social dialogue 2. Incentives for a social barometer II. Barometer methodology Phase 1: Steering committee and survey preparation Phase 2: Qualitative enquiry Phase 3: Ideas generating committee and parity follow up III. Results and prospects 1. Regional space and social dialogue 2. Social dialogue framework
  3. 3. A social barometer I. Context and objectives 1. The Professional organisation of ES France The social economy: democracy and non profit Associations, cooperatives, beneficial societies: companies without shareholders A story and a permanent motion Over 2 million of employees in France, approximately, 12% of the total are mainly engaged in the service sector
  4. 4. A social barometer I. Context and objectives 1. The Professional organisation of ES France Professional and employees organisations From principles to practices: collective agreement, Professional training and social voluntarism 2008: 19% of the votes cast at the good and wise men professional elections But a legal representation needs to be achieved
  5. 5. A social barometer I. Context and objectives 1. Social dialogue “Social dialogue plays a key role in achieving the ILO's objective of promoting opportunities for women and men to obtain decent and productive work in conditions of freedom, equality, security and human dignity … Social dialogue is defined by the ILO to include all types of negotiation, consultation or simply exchange of information between, or among, representatives of governments, employers and workers, on issues of common interest relating to economic and social policy. The main goal of social dialogue itself is to promote consensus building and democratic involvement among the main stakeholders in the world of work. Successful social dialogue structures and processes have the potential to resolve important economic and social issues, encourage good governance, advance social and industrial peace and stability and boost economic progress. »
  6. 6. A social barometer I. Context and objectives 2. Incentives for a social barometer The social and economic development The importance of small businesses with less than 10 employees Specific governance for the elected member and management Beneficiaries’ satisfaction Employees’ professional development
  7. 7. A social barometer I. Context and objectives 2. Incentives for a social barometer To set up diagnostic of shared social dialogue practices To promote adapted practices To begin territorial exchanges between partners To orient and target activities amid companies
  8. 8. A social barometer II. Methodology Two principles A « Mirror » enquiry with employers and wage earners A fine analysis of sector’s classification and company size
  9. 9. A social barometer II. Methodology Phase 1 : A steering committee with employers: Regional adaptation of the USGERES method Valuing of employers and wage earners qualitative inquiry The questionnaire : Based on social relation, social dialogue, daily life at the workplace and employees satisfaction With 52 questions for the employers and 64 for the wage earners, were close-ended or semi-enclosed
  10. 10. A social barometer II. Methodology Phase 2 : Quantitative survey A panel of 1000 employers and about 2000 wage earners is needed to conduct this study Record of professional training with criteria for branches and workforce Mail questionnaire Phase 3 : Parity committee Inquiry report, employers and employees debates Axes generating ideas Working plans
  11. 11. A social barometer III. Results and prospects 1. Regional space for social dialogue The creation of a place where the parity consultation promoted by CRESS R-A could take place, For the territorial social dialogue, a project based dialogue Three objectives : To propose new projects considered as a priority for ES Structure the ES employers’ trade unions position To bring into line the activities of the social partners
  12. 12. A social barometer III. Results and prospects 1. Regional space for social dialogue Areas of work : Mobility, professional transitions Health training at work and the prevention of professional wear out (psychosocial risks) Equality and the fight against discrimination
  13. 13. A social barometer III. Results and prospects 2. Reference system for social dialogue : useful tools A group of record cards sorted out by themes : The legal and conventional Framework An exemplanary experience of the implementation in a company and the putting into practice of success factors
  14. 14. A social barometer III. Results and prospects 2. Reference system for social dialogue : useful tools Themes developed in the framework: To promote social dialogue To improve working conditions To imply and attract staff with atypical status To build projects with the partnership of other beneficiaries To reinforce links between employers and governance To foster a balance between private and professional life To organise the work time in a combined way To recognise and encourage each other’s contribution To consult each other in order to save jobs

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