Toulouse leaders reflect on the challenges of social cohesion in the company

A joint company with a mission Since last July, Harmonie Mutuelle launched the first session of the Harmonie Lab’Entreprises research center with 6 decision makers from major Toulouse companies on the topic: “How can social cohesion be strengthened within companies?”

Among them are Christel Camas (CEO of Res-O), Benjamin Giraud-Schumel (President of Clinique Aufréry), David Habrias (CEO of Kardham), Eric de Ponthaud (CEO of CSI Sud-Ouest), Jerome Sartori (HRD at the Clinic). Pasteur) and Frédéric Malfilatre (directed by Occitanie Harmonie Mutuelle) shared their views and experiences on topics related to the business ecosystem and human capital.

Evidence of Harmonie Mutuelle’s commitment to a better understanding of corporate needs and the ability to act concretely on social and economic factors.

Harmonie Lab’Entreprises, a place to share experiences

Companies change, supported by Harmonie Mutuelle in maintaining the health and well-being of its employees, a core asset to the company. A distinguished partner for companies and the local player, we focus our projects on their realities and needs, convinced that economic and social performance go hand in hand.

“Attempting to diagnose the sources of employee activation and the causes of their exhaustion is already a beginning…Implementation of a QWL improvement plan based on levers that activate these sources and limit negative impacts, is the secondary collective step…
But the way to go would not be to link the collective approach to the individual awareness that there is no mortality in the perception of our natural human resources as exploitable and therefore exhaustible.

To do this, our companies must be able to rely on:
– On local managers who supervise and support the daily hygiene of the team, trust in the organization and the meaning found in their work by professionals,
A leadership that honestly defines what is expected of the collective human being in terms of performance in the service of clear, sincere and transparent goals.
In short, to put ourselves at the service of a regenerating human capital,” notes Benjamin Giraud Shumel, President of the Clinique d’Aufréry.

The first promotion of this think tank, in the midst of a health crisis, highlighted the question of where, when, and how it works.
We wondered about the role of the manager, how to integrate new employees and the need to bring meaning to employees.

How does remote work affect our organisations, how to maintain the overall health of teams and how to control absenteeism?

A new joint company with a mission, Harmonie Mutuelle with this research center demonstrates its commitment to improving, with businesses, working and living conditions for employees, and co-building solutions that have a positive impact on the health of society in general. A second edition will be released soon Frederic Malvelatter, Occidentale Harmony Mutuel District Manager, explains.

Harmonie Lab’ projects and ideas…

And so in Clinique Pasteur, “ The employees were assigned a flexible working time project and innovative solutions were found. In times of crisis, it seems important to accept more transparency, interactivity, and seek teams in order to implement solutions.
In the context of the health crisis, we realized that Maslow’s hierarchy of needs faces significant challenges today. In fact, employees, especially the younger ones, no longer work to these levels. They have a global vision and desire to satisfy all the needs at the same level, until the need for achievement becomes necessary. What is driving companies to rethink their model and offer other perspectives
. » Analytics Jerome Sartori, Director of Human Resources at Clinique Pasteur

The second line of thought focused on company and social relationships.

We see how the health crisis has affected the working methods, management, organization, lifestyle choices and expectations of employees. It generated pressures, absenteeism, departures and mobilized management and management in particular. that’s how we are Ask how to achieve a better balance between professional and personal life; How, in a period when remote work has become a necessity, where work has become more individualized with home interventions and where relationships within departments or organizations are deteriorating, can we maintain social engagement with employees?

It therefore seems necessary to provide standards in a world that has become uncertain, to maintain and develop projects, to promote federal and friendly initiatives, to allow time for free discussion on topics other than work and the pandemic, and to connect professionals by communicating differently. We also need to allow employees to be the real force of suggestions to respond to these new situations and agree to think outside the box.. Comments by Kristel Kama, Director of RESO-Resilience Occitanie

… for experiments

What are the challenges facing leaders and managers? Having indicators and benchmarks by sector of activity is essential to anticipate breaking points. What is the company’s responsibility? What means can it put? What is the employee’s responsibility? To get involved or not?

The reasoning concluded that it is important for managers to stay close to teams and listen individually. In recruitment, a vigil was emphasized by the search for profiles that would be selected more to strengthen the group, thanks to interpersonal skills prevailing over skills.
In order to create affinity, it would be necessary to create and animate small units on a human scale as CSI did.

With the COVID period, it was necessary to get back to basics. Indeed, today some of the needs that are considered basic are weakened. Hence the special importance given to communication and information in a transparent manner in order to meet the need to create a “group “.

For example, we have individualized communication about the behavior of the company and actors at the start of the pandemic. We also sent a letter to every employee to re-humanize the message and restore trust. In this letter, we have taken the time to describe the chronology of events, and the measures taken that we all had to apply for the good “living together” “.

We also made a call about the company’s financial security with great transparency about the results. To instill a sense of belonging to the company, we have invited families to a company meal, given gift baskets, and organized various moments of communal living according to the restrictions of Covid at the moment.

Finally, we got the job done: How can we improve the skills, employability, and versatility of our employees? Our think tank has been very open with a very rich exchange of good practices, and the ability to showcase a model that goes beyond lists Prevert-style. says Eric de Bonthod, Managing Director of SCI Sud-Ouest

This makes it possible to create conditions so that employees continue to meet, so that they can carry out small concrete actions. The managers’ role will consist of enhancing their presence, carrying the vision and projects, and empowering the employees. It will also focus on helping employees speak up, take responsibility, challenge operations and return to common sense.

A flexible office, which has accelerated the pace of the health crisis, presents a huge opportunity to change ways of working, but it is also a challenge to team cohesion. Buildings, which reflect the DNA of the company, have an essential role to play, both in hiring but also in employee retention. Spaces have become modular, no longer tied to a single function, in order to promote and revitalize exchanges, both formal and informal. An innovative and creative framework is more likely to make the talent want to stay. They become a social relations magnifier David Habrias, Managing Director of Kardham explains

Among the work cycles tested, the Aufréry Clinic chose to measure group cohesion and team energy according to a scientific approach, using a sociometric scale called Harmonie Potentiel Humain TM, which makes it possible to understand and act on problems related to well-being at work, burnout and absenteeism. These are 150 questions that have been anonymized and processed by an algorithm identified by researchers (Catholic University of Louvain in Belgium) that allows identifying blocking points, and publishing actions to address them.

We are launching a joint program with the goal of redefining a new work environment. This program, called INSPIRE, is rethinking the way we work together within the company: Where and when? How do ? What effect? What do we need to strengthen? How are our working methods a source of performance and achievement for our group? concludes Frédéric Malvelatter, Occitanie’s Regional Director for Harmony Mutwell.

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