registration document France Telecom 2009 - Orange.com

employees
17
WORKFORCE TRENDS
Development of the Group’s Business Lines
Through GPEC (forward-looking management of jobs and skills),
the Group has set out a vision of its needs for skills in all of its
business activities. This process is based on a job reference
system shared by every company in the Group.
The 23 “business lines” representing all of the Group’s activities
(sales, customer relations, professional services, marketing,
IT, network technology, content and multimedia, R & D and
support) have proposed a three-year renewed forecasting of
employment and skills needs, both for the Group and for the
main countries in which it operates - France, Poland, the United
Kingdom and Spain.
In France, this process was used to:
■ provide forward-looking management of jobs and skills for
the operating units;
■ develop a recruitment policy for priority jobs and levels of
expertise;
■ an internal transfer policy, with a particular focus on priority
business lines;
■ offer training programs with professional-track courses that
are directly linked to new skills needs.
All employees have access to the job growth charts on the “ job
opportunities” HR intranet site. Plus, full information is available
for each job: duties and activities, required skills, training
possibilities and sample careers.
The Information System used by managers and nonmanagement
staff in France now includes 3 modules: individual
interview, training and internal mobility. These solutions are
gradually being extended internationally. The Group job and
skills reference system included in the individual interview
module is used to evaluate employees’ skills according to
a common base. This system is currently used in France,
Romania, Moldova and the Dominican Republic, and it will soon
be introduced at Orange Business Services.
In France, the Group was marked
by a social crisis in 2009
In 2009, France Telecom Group experienced a major social
crisis in France. To deal with these problems, which revealed
employees’ discontent in the workplace, Group management
introduced a comprehensive approach designed to create
a new Labour contract. This contract is based on three main
points: negotiations between Labour unions and management,
an inventory of working conditions and a process for rebuilding.
It will be rounded out by a variety of dialogue and counseling
measures.
The Labour negotiations on stress and working conditions will
form one of the pillars of the new Labour contract. The work
has been underway since September in fi ve negotiation groups:
■ outlook - jobs and skills - professional development - training
– mobility;
■ professional life/private life balance;
■ improving IRPs (staff representative bodies);
■ work organization;
■ working conditions.
The fi rst plenary sessions held in 2009 focused on establishing
immediate measures that would quickly tackle the causes of
stress and reduce psycho-social risks. Since January 2010, the
negotiation groups’ work has looked at drafting six reference
texts, one per negotiation group and one on evaluating and
preventing psycho-social risks, France Telecom’s version of the
French interprofessional agreement on stress in the workplace.
These texts summarize the points agreed upon since the start
of negotiations and the general principles the Group will use as
a basis for its operating methods. These texts should be fi nal in
the fi rst half of 2010.
On September 18, the Labour organizations chose the fi rm
Technologia to help with the inventory on stress and working
conditions. This fi rm is specialized in analyzing and diagnosing
psycho-social risks in the workplace, in particular as part of
Labour discussions.
The fi rst stage of Technologia’s work involved sending a
questionnaire to every Group employee in France. More
than 80,000 employees, or 4 out of 5 staff, completed this
questionnaire between October 19 and November 16. On
December 14, Technologia presented these questionnaire
results and their report analyzing in-house documents on
working conditions and stress in the workplace.
In early 2010, Technologia will begin one-on-one interviews with
1,000 randomly-selected employees who represent the Group’s
entities and business lines. In these interviews, Technologia will
go into further depth with their audit.
The process for rebuilding led to meetings in which the teams
could debate these issues as a group. Thousands of meetings
were held, helping establish observations and expectations and
identifying the fi rst actions to be taken on a variety of topics such
as daily working conditions, management methods, employee
mobility and more.
These provisions were supplemented by dialogue and
counseling measures: a 24/7 hotline and extra counseling
centers to help those in need.
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2009 REGISTRATION DOCUMENT / FRANCE TELECOM
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