If the health crisis has had a positive impact, it s been in highlighting the importance of social dialogue within companies. And as we return to work in 2020, a calmer social dialogue will be a key factor for human resources.

Indeed, government measures have given the La on many points in the fight against health and economic warfare. But many elements will be negotiated on a case-by-case basis between the social partners.

In particular, the following trio are in the firing line: job preservation measures, telecommuting and the wearing of masks.

This is an opportunity to return to the question of social dialogue in the workplace. Its virtues and... its pitfalls. After all, not all negotiations are perfect! So let s take a look at what s at stake in a calm social dialogue, and what will be the major issues debated this autumn.

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A better balance of interests

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What is social dialogue? According to the International Labor Organization, social dialogue "includes all types of negotiation, consultation or simply exchange of information between representatives of governments, employers and workers according to various modalities, on matters relating to economic and social policy of common interest".

It helps to establish a balance of power within the company. How can this be achieved? By imposing a dialogue between the various social partners (representatives of the government, employers and employees) prior to any new procedure initiated by the State and concerning economic and social policy.

In companies, social dialogue can also be initiated for internal transformations between management and employee representatives. The human resources department is usually the intermediary.

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A system in over-supply since the health crisis

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In the workplace, social dialogue becomes mandatory when changes are made to working conditions, organization, employment conditions or vocational training.

The Comité Social et Economique (CSE) is the staff representation body made up of the employer and a staff delegation. As the Ministry of Labor website reminds us, it must be informed and consulted on :

- Major changes in work organization,

- recourse to partial activity,

- exceptions to the rules on working hours and rest periods.

This just goes to show how much it has been called upon to contribute since March and the confinement! And how much more it will be in the months and years to come, to anticipate the transformations that companies will be carrying out to survive the economic crisis.

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Why is it important to maintain a calm social dialogue?

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Including all stakeholders (and particularly employees) in negotiations is a key driver of successful transformations. In fact, it s a key factor in employee commitment.

On the one hand, they are able to make their voices heard and influence decisions that would be too unfavorable to them. And on the other hand, they will be more enthusiastic about supporting new projects, new directions and job-saving plans that they have helped to shape.

And that s a very important point when it comes to motivating employees in general. That s why more and more companies are taking care of the social climate by regularly surveying employees via a barometer.

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Back-to-school hot topics

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- Employment/performance preservation measures

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We ve already talked about it, Muriel Pénicaud, the former Minister of Labor, had overwhelmingly endorsed the use of Collective Performance Agreements (CPAs) to preserve jobs. Nearly 4 months later, management and union representatives have worked hard to reach agreement.

Reductions in wages and benefits, changes in working conditions... To avoid redundancies and redundancy plans, the 2 parties involved often had to make sacrifices.

Derichebourg, for example, has already implemented these wage cuts. Sometimes with net losses of €500 to €600 a month for employees.

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- The codification and perpetuation of telecommuting

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Secondly, telecommuting was the subject of negotiations between the social partners throughout the summer. Over and above the legal framework, each company was free to define its own specific arrangements (field of activity, organization, technical solutions, etc.).

Indeed, the confinement surprised everyone. While many companies had already taken the plunge into telecommuting, others had never prepared for it and were taken by surprise. Hardware, security, data transfer, online platforms and software... It s a whole world that had to be organized and codified.

And for many, telecommuting was a revelation, with 80% of employees wishing to continue the experience. It was therefore essential for companies to set down rules and a teleworking charter in writing.

Firstly, for educational purposes, to enable all employees to familiarize themselves with the remote working mode. And secondly, to define limits (e.g. how to preserve a work/life balance, to what extent the company provides equipment, does the company reimburse part of the employee s energy bill, etc.). And this is where negotiations between the social partners came into their own.

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- Wearing a mask

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Last but not least, the wearing of masks is one of the main back-to-school HR topics among teams! Indeed, while it is rather legally framed by a government protocol, certain points remain grey areas that will have to be negotiated between the social partners.

For example, is an employee entitled to remove his or her mask for a snack or a coffee? Here again, decisions, organizations and sanctions will have to be worked out internally after consultation.

Negotiations are likely to be tough this autumn. Against a backdrop of potential downsizing or major organizational changes, the interests of the various stakeholders are not going to be easy to align.

And it s going to be a real challenge for human resources departments to act as intermediaries, to find common ground between economic interests and job preservation measures.