ENTI Strasbourg 17-19th November 2010

A social barometer

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

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

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

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. »

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

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

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

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

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

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

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

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

A social barometer III. Results and prospects

2. Reference system for social dialogue : useful toolsThemes 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