Role of Pôle emploi's middle management in disseminating the change - Annie GAUVIN Pôle emploi, FRANCE - World Association ...

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Role of Pôle emploi's middle management in disseminating the change - Annie GAUVIN Pôle emploi, FRANCE - World Association ...
WAPES
WORKSHOP 30/9-
1/10/2015
Brussels
“Breaking news from
European PES:
challenges we face in
2015”

                            Role of Pôle emploi’s
                            middle management
                        in disseminating the change
                                  Annie GAUVIN
                               Pôle emploi, FRANCE

   September 30, 2015
Role of Pôle emploi's middle management in disseminating the change - Annie GAUVIN Pôle emploi, FRANCE - World Association ...
PÔLE EMPLOI TRANSFORMATION STRATEGY (1/2)
3 Steps : Transition, consolidation, innovation
                                                      Milestone:
                                               Creation of Pôle emploi
                                      1   (merger between ANPE & Assédic)
                                              Law of 13th February 2008

                                                     2008 - 2011
                                            Global, unified, simplified and
                                                          coherent
                                             services for jobseekers and
                                                        companies,
                                               throughout the country

              The 2012-2015 tri-partite               The 2015-2018 tri-partite
              agreement follows up                    agreement establishes more
              those guidelines while                  breaking off by deepening
         2    opening up a new phase       3          changes in organization with
              for services                            more personalization,
                                                      specialization and digitalization

 2                                                             September 30, 2015
Role of Pôle emploi's middle management in disseminating the change - Annie GAUVIN Pôle emploi, FRANCE - World Association ...
PÔLE EMPLOI STRATEGY OF CHANGE (2/2)
Ambition: make Pôle emploi a reference public service

      Pôle emploi 2015         Actions undertaken within the          Pôle emploi 2020            Perspectives for the Pôle
         principles           framework of Pôle emploi 2015              principles                 emploi of tomorrow

                              • Implementing     the     four                                    • From     multitasking    to
  Doing more for those          modalities of support, among          Start the path to            specialization    of    job
   who need it most             which enhanced support               employment more               advisers     and      local
                                                                           rapidly                 agencies
                              • Complementary actions with our
  Acting closer to local
                                partners in order to mutualise                                   • Autonomy and broader
        concerns                                                    Better support career          leeway for job advisers
                                expertise (e.g. : global support)        transitions

                              • Cancellation of the personalised                                 • Evolution of the tasks of
       Betting on trust         monthly monitoring programme;        Become the trusted            job advisers (e.g. CEP)
                                extension of leeway                 partner for companies
                                                                     in their recruitment
  Paying more attention                                                                          • Digital service offer      :
   to the results of our      • Implementation of results-based                                    blended services
           action               management                          Be part of the digital
                                                                        revolution               • Make the jobseeker more
  Innovating to improve       • Implementation of InnovAction                                      autonomous
      our services              and the Lab, launch of an                                          (Commitment)
                                                                     Make life easier for
                                experimentations programme            jobseekers and
                                                                        companies                • Focus on the results of
  Act with transparency                                                                            our action and clients’
                              • Actions for Labour       Market
      and openness                                                                                 satisfaction
                                Transparency

          Customer feedback: an important driver of change implementation, with input sought for both
                     jobseekers and employers when new processes are being designed.

  3                                                                                          September 30, 2015
Role of Pôle emploi's middle management in disseminating the change - Annie GAUVIN Pôle emploi, FRANCE - World Association ...
Registration   Online registration for all
                              jobseekers

                            September 30, 2015
Role of Pôle emploi's middle management in disseminating the change - Annie GAUVIN Pôle emploi, FRANCE - World Association ...
Unemployment benefit calculation
Unemployment benefit
                       issues must be managed before the
                       first interview (exclusively diagnosis
                                                    oriented)

                                           September 30, 2015
Role of Pôle emploi's middle management in disseminating the change - Annie GAUVIN Pôle emploi, FRANCE - World Association ...
Support to jobseekers      Reduce the de period
                        between registration and
                            starting the support

       16 weeks                               8 weeks

                                   September 30, 2015
Support to jobseekers            Support and
                        self delivery services

                                September 30, 2015
Support to jobseekers            Internal and external
                                             expertise

                        Psychologist for
                        Guidance

          Companies
          Consellors

                                                Job seekers
                                                Consellors

                                 Unemployment benefits
                                 Consellors

                                                  September 30, 2015
Relation with employers                     Improving
                                      the service offer
                                          To personalised
                                          service offer
                  From standardised
                  service offer

                                         September 30, 2015
The digital revolution is on
                                        Since July 2nd, 100 online services
                                        developed by Pôle emploi and its partners
 1
     Launching of « Emploi Store » on
              July 2nd 2015

 2
      « 100% web » support in all the
         regions + mail.net contact

 3       460 000 vacancies online
      (Two times more compared to
      the figures by the end of 2014)
 4        Online registration and
          unemployment benefit
                calculation

                                                            September 30, 2015
PÔLE EMPLOI’s MANAGEMENT LINE
Territorial Directors, the “Go-between” in change strategy dissemination

                               Board of Directors
         Head Office

                                 François NOGUE                                “Go
       Jean BASSERES                Chairman                                between”
       General Director                                                     Facilitator for
                                                                               change
                                                                            dissemination
                             26
                      Regional Directors

                                                            130
                                                    District/ Territorial
                                                         Directors
                                                                                     905
                                                                                 Directors of
                                                                             Employment Agencies

  11                                                                        September 30, 2015
INVOLVEMENT OF THE MIDDLE MANAGEMENT:
A “Go-between” in change strategy dissemination

              Positioning:                                           Activities:
Managerial indicators to help implementing     Contributes to the preparation of the regional
Pôle emploi’s strategy, around 5 action          change strategy, in line with national priorities and in
principles:                                      accordance with his territory’s specificities

 RESPONSABILITY                                Develops territorial strategy based on the territorial
                                                  diagnosis and on set targets in the framework of the
 TRUST                                           performance dialogue

                                               Manages the territorial delivery of services and
 PERFORMANCE                                    follows the agencies performance, ensuring that
                                                 actions are complementary and coherent with
 PROXIMITY
                                                 change strategy and policy, according to set targets
 SIMPLICITY
                                                Organises on his territory, the operational
                                                  deployment of national projects in relation with the
                                                  regional office services
 TD gives sense, convinces
 In a learning organisation
            The current development of territorial management flexibility is designed
                        to provide room of manoeuvre at territorial level.

12                                                                            September 30, 2015
FROM THEORY TO OPERATIONAL IMPLEMENTATION: 3 examples

           I - RESULTS-BASED PERFORMANCE MANAGEMENT /
     1st
           SINGLE PERFORMANCE DASHBOARD

     2nd   II- AGENCIES SUPPORT

     3rd   III- INNOVATION STRATEGY

13                                           September 30, 2015
I- RESULTS-BASED PERFORMANCE MANAGEMENT/
                       SINGLE PERFORMANCE DASHBOARD (1/2)

      CHANGE FROM THE PERFORMANCE MEASUREMENT TO A MORE RESULT-ORIENTED APPROACH

     The introduction of a management by means of performance indicators meets three main objectives:

       Give agents’ action a sense                          Give middle & local
       of purpose again, by giving                        managers the means to                           Report Pôle emploi’s
          them visibility upon the                      effectively steer the results                     action to partners and
           results achieved in the                      of action at all levels of the                            funders
        framework of their leeway                               organisation

                                            RESULTS-BASED MANAGEMENT

         RESULTS-BASED MANAGEMENT, through a unique                              Strengthening RESULTS ANALYSIS enables a better
          tool THE SINGLE PERFORMANCE DASHBOARD,                                   apprehension of actions impact in order to get a
        shared by all in a transversal approach, in order to get                    reinforced ownership of leeway and flexibility.
             common and unique vision of performance.

                                                                                 DIALOGUE AROUND RESULTS allows target-based
             A CLEAR AND RATIONALISED SYSTEM OF                               contracts at all levels in the organisation and their regular
         PERFORMANCE MANAGEMENT, focused on results-                             monitoring with a view of continuous improvement,
          based indicators, limited in number, and adapted to                       collective sharing of results, identification and
                   the evolution of agencies needs.                             dissemination of good practice, and team search for a
                                                                                                         solution.

14                                                                                                    September 30, 2015
I- RESULTS-BASED PERFORMANCE MANAGEMENT/
                     SINGLE PERFORMANCE DASHBOARD (2/2)

THE SINGLE PERFORMANCE DASHBOARD,                    … ENABLES THE ENTIRE NETWORK TO SHARE A COMMON VIEW
  DEVELOPED AT ALL LEVELS OF THE                        UPON RESULTS AND TO INTEGRATE EACH LEVEL OF THE
          ORGANIZATION …                                ORGANIZATION IN A CONSTANT IMPROVEMENT PROCESS

                                                                   THE DIALOGUE AROUND RESULTS

                                                   The dialogue around results may take different forms, such as:

                                                         1   A specific exchange between HQ/RO/TO/Jobcentre around the
                                                             achieved results

                                                             The sharing and exchanges within a team (advisers included),
                                                         2
                                                             through cross-analysis of the results, allows the identification of
                                                             actions enabling a performance improvement in terms of return
                                                             to employment and clients’ satisfaction

THE SINGLE PERFORMANCE DASHBOARD

       Innovation: result analysis of similar agencies                    The dialogue around results is taking
   The clustering of local agencies allows more relevant                     shape specifically through the
performance comparisons (comparing like with like) and the               implemented process in the framework
identification at local level more efficient actions in terms of                of the agencies support
        return to employment and clients’ satisfaction

15                                                                                             September 30, 2015
II- AGENCIES SUPPORT (1/3)

    Aims of the process

•     Changing professional practices, management and functioning in local agencies in line with the Strategic Plan
      “Pôle emploi 2015”

•     Setting up of the principle of results-based analysis and dialogue and accompanying its practical implementation
      in local agencies

•     Ensuring that relations between agencies and support functions (at the region and district level) facilitate
      achievement of results

    Description of the process

    In order to achieve those objectives, an innovative and participative approach was initiated in local agencies. It
    includes:

     Supervising of local managers: management practices, results-based management, interaction between and
      with employment advisers…

     Incorporation of main developments of Pôle emploi 2015 and their translation into practice

     Identification of skills’ needs necessary at long and mid-term to continue in producing results

                      Inducing a better approach through local adoption of services offer

     16                                                                                         September 30, 2015
II- AGENCIES SUPPORT (2/3)

Middle managers’ role in the process
 Share the process with local agencies Directors,
 Ensure the process’ integration with other ongoing territorial projects,
 Accompany local teams in the process implementation,
 Develop management practices,
 Implement the “results-based analysis and dialogue” approach
 Enable local agencies Directors to get leeway and flexibility,
 Help local agencies Directors in implementing identified action plans (blocking factors and
levers identified by employment advisers)
 Mobilise regional support functions
 Communicate on the process developments and follow the outcomes

        Middle managers’ key role in conducting the agencies’
       support process at the change projects preparatory and
                        implementation phase
      (together with the local agency Director and the Regional
                                Coach)
 17                                                                      September 30, 2015
III- AGENCIES SUPPORT (3/3)

           Presentation of the process / Deployment pattern

                            → January-February 2014                           ●     April 2014               → July 2014                 → 2015

                       →Step 0                          Step 1                            Step 2 and 3                   Next steps

              Launching the process                                           1 agency in each territory       1 agency in each sub-
               and analysing the
                                           1 agency in each region            100 regional coaches
Objectives                                 Testing the territorial                                                territory
               results of the 3 pilot
                                              deployments
                                                                                  trained                        Preparing a development
               agencies                                                          Regional and Territorial         plan on territories
                                                                                  Directors correctly
                                                                                  prepared to the process
                                                                                  deployment
              1 regional coaches          26 regional coaches (at
              2 national coaches             least), local agencies
 Teams        Regional and Territorial       Directors, Territorial
involved       Directors and teams            Directors
                                             Support of Regional and
                                              Territorial offices (middle
                                              managers)

                              →1

Deploymen                     →2
t
                              →3
                                                                            →+ ~ 35 agencies →+ ~ 35 agencies
Total                 →3 agencies                   →~ 30 agencies                   →~ 100 agencies

        18                                                                                                    September 30, 2015
III- INNOVATION STRATEGY:
COLLABORATIVE INNOVATION (1/2)
 Innovative    process supporting  change   via the
 implementation of various mechanisms, founded on a
 participative approach

     A central unit is dedicated to the promulgation of
     innovation at all levels of Pôle emploi. It has set up a
     comprehensive and coherent system in order to
     implement a process of collaborative innovation, able to
     gather and discuss ideas, to experiment them, then to
     possibly disseminate them.

     ‘INNOVACTION’:
                                       LAB: incubator of innovative     Workshops: open participation
     collaborative platform
                                       ideas that allows a collective   (Pôle emploi staff, jobseekers,
     open to all agents,
                                       design of projects dedicated     companies, partners…) aiming
     offering sharing
                                       to improving services and        at fostering creativity and
     possibilities
     of best practice and              clients’ satisfaction.           innovative ideas
     local initiatives

19                                                                          September 30, 2015
III- INNOVATION STRATEGY:
 MEANS OF CHANGE MANAGEMENT (2/2)

 National program of conducting experimentations         Monitoring territories in order to
 enables every idea to be always tested and evaluated    adapt to their needs: the territory is
 before being developed and generalized. Innovations     not considered as object but
 are tested by voluntary regions over several months,    subject of the change policy.
 in order to confront them with local issues. Pôle
 emploi’s innovation policy is thus leaded by method     Adapting to territorial features and
 and ambition.                                           needs (local initiatives, partnerships
                                                         designing, practices adapted to
 The experimentation decided at the national level
                                                         territories…) which allows identifying
 is validated at a territorial and operational level.
                                                         best practice in order to conducting
 Local teams and managers are actors of the              change from the basis: bottom-up
 experimentation. The middle manager acts like a go      approach with the middle manager
 between in an up-down & bottom-up approach.             (territorial level) acting as a go-
                                                         between.

     Middle managers, at the territorial level, develop and support the innovative process

20                                                                        September 30, 2015
COMMUNICATION and INFORMATION CHANNELS:
UP-DOWN INFORMATION DISSEMINATION

           THE CHANGE-STRATEGY COMMUNICATION CAMPAIGN

      Annual Managers’ Conventions
      Territorial Directors Seminars (strategic roadmaps and orientations to be
       implemented)
         Follow-up services

      Management committees (operating committees at local, territorial and
       regional level)
      Internal communication, e.g. Newsletter “ Info Manager ”
      Management University (events)
      External Communication : Ambassadors

21                                                                September 30, 2015
NECESSARY ADJUSTMENTS AND POSSIBLE RISKS

                     RYTHM, SCALE AND COHERENCE OF CHANGE

     Possible risks
     → Wrong appropriation and alignment
     → Loss of coherence of transformation
     → Bad implementation of the change at the local level (ability of ownership)
     → Resistance to change
     → Fast pace of change, pressure on local teams
     → Top-down change strategy: alignment without territorial leeway and flexibility
     → Internal and external communication difference

             Clearer elaboration of risk management analysis, including
                                 Follow-up
             financial risks, would furtherservices
                                            strengthen change management
             process and provide extra change assurance prior to roll out of
             new initiatives.

       Two lines for paying attention
     → Be agile with the definition of strategic objectives and step of transformation
       according to environment and context
     → Weigh the different objectives according to their importance for success and
       results

22                                                                            September 30, 2015
WAPES
WORKSHOP
30/9-1/10/2015
Brussels
“Breaking news
from European PES:
challenges we face
in 2015”

           Thank you for your attention

  September 30, 2015
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