“The ordinances will not allow for a collective progress if all the stakeholders of the company understand “

Forum. The orders work are published, soon to be ratified. In a few weeks, they will have the force of law. They will be part of the labour code, and renovated : it’s now up to the players in the field of play !

We, HR, are among these actors. We will have a special responsibility, given our role in our business : to convince our leaders that this reform is an opportunity to renew the economic and social dialog, to “do better” and not “less” ; to convince our trade union counterparts that the field that opens for trading in the company is an opportunity to find a real legitimacy beyond issues of representativeness ; convince the elected representatives of the staff – who fear that the reform is a regression – that the single instance representation of tomorrow will be strong, that proximity must be preserved, and that the career prospects of those who engage in the terms of reference of this proceeding will be better guaranteed.

The social dialogue is an engine and not a brake, and its quality is one of the conditions of the overall performance of the company

We, the HR managers will also need to convince us that our role will evolve. The new spaces of freedom – as expected – that are given through the conclusion of agreements in the majority are going to empower ourselves more than ever. How to think and negotiate the terms and conditions of employment, the organisation of working time in an expanded field of company level negotiations ? How to manage mass departures volunteers when the terms of the redeployment of employees will now be defined by the common desire of the negotiators ? The social responsibility of our companies should be fully exercised in the implementation of the new provisions.

What are the conditions of success of a reform whose scope is not limited to a change in legal rules or simplifications welcome….

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