Professional maintenance

• the Passport formation which has the role to ensure a traceability of competences of paid throughout its professional life

Let us note that the proposals as regards education acts professional which would be made during these talks can be, with the agreement of the employee, carried in an appendix with its passport formation.

We will keep in mind which professional maintenance must be different from the annual Entretien or the Entretien from evaluation which aims, in particular with:

1. To appreciate the work provided according to laid down objectives which will be able to have an impact on the wages, the premiums and the possibilities of promotion
2. Echanger on the objectives to reach
3. Donner an information feedback relating to the performance of paid the

I Mode of professional maintenance

As lays down it Article 1-1-1 of the endorsement of July 8th, 2004: “To allow him to be an actor in his professional evolution, any employee having at least two businesss year in the same company profits, at least every two years, of a professional maintenance carried out by the company, in accordance with the provisions of an industrywide agreement or of company concluded on the matter or, failing this, under the conditions defined by the head of undertaking. ”

Professional maintenance has place on the initiative of the employee, that of the employer or his representative and, if the employer wishes it, with an external technical contest.

Professional maintenance, except contrary conventional provision, must take place over the working time.

The EP must make it possible each employee to work out his community project starting from its wishes of evolution in the company, its aptitudes and according to the situation of the company.

This endorsement makes it possible to distinguish from the different objectives according to whether one places as regards employee or employer.

• For the company:

1. To count the individual needs for formation

2. To take stock of the operation of the service and the
3. team To make progress her collaborators at the individual and collective level
4. To support the motivation, the implication and the responsibilisation of paid the

• For the employee:

1. to return It actor of his professional evolution

2. To express its wishes of evolution and to establish an action plan
3. To allow the employee to count all the education acts which enabled him to acquire competences or to improve them: this information can be retranscribed in its passport formation
4. Permettre paid to position compared to necessary competences at its work station
5. For the employee, it is the moment privileged in its relation with its hierarchical person in charge during which it will speak about him, in the way in which its work occurs and generally in the way in which its community activity proceeds and can evolve/move

Consequently, it appears clearly that professional maintenance as well as the Passeport formation will take part in the long term in the management of competences (GPEC).

Indeed, of multiple interests can be proposed:

1. To equip the hierarchical persons in charge of an essential tool with management and piloting

2. To found a social dialog
3. To allow the employee to build an action plan
4. To optimize the financings of the formation (Plan, DIF, Periods and contracts of professionalisation)
5. To identify the requirements in formation by associating it with the GPEC

According to the endorsement of July 8th, 2004, an industrywide agreement will have to define the methods of preparation and implementation of professional maintenance.

II Proposal for an implementation of professional maintenance

• Framework of professional maintenance

In order to perennialize the installation of professional maintenance, it would be interesting that the company is equipped:

1. of a true political will

2. of an implication of the framing
3. of an internal communication around the step
4. of a training of the managers and employees

For this purpose, the company could delimit the rules of structuring of this professional maintenance: here a nonexhaustive list of questions which the company could raise.

1. Which will be responsible for the organization, the synthesis and the follow-up of the EP?

2. How to make adhere and imply the direction as well as the collaborators?
3. How to organize the formation of the framing?
4. Which will carry out maintenance?
5. Which periodicity considered? At which moment of the year? Will
6. Which be the shape and the contents of the document support?
7. Which use will be made report and with which it will be diffused?
8. Which return will one make with the requests formulated by the collaborator? When? How?

Here some proposals for an answer:

1. the responsibility for maintenance would fall in priority on framing. Indeed, it should control, lead maintenance and should also ensure its organization of it (appointment management, neutral place, external conditions…)

2. the DRH would guarantee the realization, the follow-up and the good use of the talks. It would ensure moreover the exploitation of information in correlation with the service formation. It could also intervene in maintenance in order to bring its expertise on the formation and the new devices. If necessary, it could ensure a relay a posteriori for the employee.

• Preparation of professional maintenance

Maintenance must be carefully prepared, so much by that which leads maintenance than by the collaborator. It should be preceded by an effective communication, in order to be included/understood and accepted by all.

Thus, framing it will have to be vigilant and to respect a certain number of points:

1. To be perfectly well informed on the professional profile of its interlocutor

2. To give to paid the questionnaire support to maintenance ten days before
3. To prepare maintenance materially (respect of the date, the schedules,…)
4. To envisage of 30 min to 1:00 according to the category of employee, identified difficulties, needs expressed
5. To prepare the contents of maintenance (to list the whole of the followed formations which will be used as reference mark and basic with the discussion; these elements could be raised in the Passeport formation)

• the control of the EP

Maintenance must be founded on decisions concerted or negotiated in order to avoid any potential conflict and to facilitate the installation of action plans.

For that, it can be important of:

1. Créer a climate of trust as of the first minutes (to thank the collaborator for its presence, to create the contact)

2. Développer a listening activates, a listening of quality
3. Détecter the needs and the motivations for paid the
4. Concilier divergence of ideas and mutual respect
5. Proposer the tools such as the Bilan of competences, the passport formation, the VAE in order to anticipate the needs
6. Remplir a grid of maintenance which will be used as support as well with the drafting of a report as with the preparation of next professional maintenance

Professional maintenance could be structured in various times:

1. It will be important to draw up an assessment of the actions which the employee could have followed during the former years, their contributions and of their impact on the effectiveness of paid in the medium and long term the

NB: this assessment could be used to supplement the Passeport formation of the employee.

1. Once the assessment carried out, the employee could express his wishes of evolution or development of competences. Framing must have the capacity to establish a correlation between the competences held by the employee and the strategy of the company or the service

1. Consequently, a dialog could be committed in order to release from the formative solutions which would make it possible to answer the wishes of paid by taking account of the requirements of the company

1. this advanced stage of maintenance, it framing and the employee could negotiate reciprocal engagements in answer to the community project of this last

NB: Let us note that to date, professional maintenance does not have a contractual value.

• Conclusion of professional maintenance

It will be advisable to make sure of the good comprehension of the exchanges and the negotiations operated with the employee (to reformulate the key points)

Before putting an end to maintenance, it would be advisable to give a progress report on what was constructive during the meeting and on what was less: it will be necessary to validate the employee profit sharing by a signature on the document support.

• Followed professional maintenance

A maintenance not followed by effect can only tarnish the image of the device near the employees. Some measurements would make it possible to avoid that:

1. the possibility of giving the report to paid for second reading and signature, and of transmitting the copy or the original

2. to him to try to set up the action plan negotiated in maintenance: formation, mobility,…
3. to carry out a treatment of the results: role of the DRH (to identify well the nature of the request of the employee, which answer to bring to him according to the existing devices, in which form and which time to bring an answer to him, to make a synthesis of all the carried out talks)

external bonds

• National Assembly