Support for job retention schemes and restructuring: putting people first at every stage
Key to success le of your business restructuring?
Legal risk
Without an RPS evaluation and an update of the DUERP, the DREETS or the CSE can block the entire social calendar. The inexcusable fault involves the direct responsibility of the employer.
Survivor syndrome
The employees who remain suffer an equally profound impact: reduced commitment, loss of trust, chronic guilt. Key talents leave first.
Performance collapse
Absenteeism, internal conflicts, operational disengagement: the human cost of poorly managed restructuring often exceeds the cost of the departures themselves.
Degraded employer brand
In the age of digital transparency, the way in which a company manages its PES defines its ability to recruit and mobilize its teams for years to come.
.png)
Le théâtre forum, un outil de prévention secondaire des RPS
- Introduction à la QVCT : engagement, motivation, besoins fondamentaux, coresponsabilité, des RPS à la QVCT.
- La prévention des RPS : facteurs de risque/protection, prévention primaire/secondaire/tertiaire, stress, burnout, bore-out.
- La déconnexion : hyperconnexion, équilibre vie pro/perso, FOMO, surcharge informationnelle, droit à la déconnexion.
- L'assertivité : savoir dire non, communication non-violente, s'affirmer avec respect, recadrer sans agressivité.
- La cohésion d'équipe : objectifs communs, compétition, vision d'entreprise, interactions formelles/informelles.
- La reconnaissance au travail : 4 types de reconnaissance, reconnaissance verticale/horizontale, feedbacks.
- La gestion des émotions : à quoi servent les émotions, optimisme, contagion émotionnelle, ruminations.
- Le harcèlement : harcèlement moral, sexuel, cyberharcèlement, distinguer harcèlement et conflit/recadrage/séduction.
- Le handicap (et autres thématiques sur demande).
Le format en 3 temps : comment se déroule une conférence de théâtre forum ?
Temps 1 - Entrer dans le sujet : micro-trottoir et jeu de positionnement
Une galerie de personnages interrogés en micro-trottoir ("brise-glace") plonge le public dans la thématique avec des postures parfois provocantes, parfois justes. Puis le jeu de positionnement invite chacun à se situer physiquement dans la salle face à une affirmation liée au sujet, et à argumenter son choix, le ton participatif de la rencontre est posé.
Temps 2 - Le cœur du théâtre forum : saynète d'exposition et débat théâtral
Les comédiens jouent une saynète présentant une situation qui pose problème ("comment faire pour…"). Le public exprime ses ressentis, puis le débat théâtral commence : les participants proposent des alternatives et peuvent monter sur scène pour rejouer la scène en remplaçant un protagoniste. Le groupe analyse ensuite collectivement les changements obtenus, avant de tester de nouvelles pistes.
Temps 3 - L'ancrage : le rôle de l'expert
Le psychologue du travail contextualise, donne les chiffres-clés, explicite le cadre légal et rebondit sur le débat théâtral en partageant des bonnes pratiques concrètes. L'action et la théorie se répondent du début à la fin de la conférence.
Our impact
Ils ont fait de la santé mentale au travail A tangible impact
FAQS
Employment Protection Plan ?en entreprise
What is Employment Protection Plan and when is it mandatory?
A PSE is mandatory in any company with more than 50 employees that plans to lay off at least 10 people over a period of 30 days for economic reasons. It must provide for measures for the reclassification, support and prevention of psychosocial risks, the latter being checked by DREETS before approval.
A PSE is mandatory in any company with more than 50 employees that plans to lay off at least 10 people over a period of 30 days for economic reasons. It must provide for measures for the reclassification, support and prevention of psychosocial risks, the latter being checked by DREETS before approval.
Why is the prevention of PSR essential in a Employment Protection Plan ?
Restructuring is always a moment of great instability for teams. It generates uncertainties, tensions and emotional reactions that can permanently weaken the work collective. It is precisely for this reason that the prevention of psychosocial risks is today an essential element of the PSE.Beyond the legal obligation to protect mental health, the employer must be in a position to demonstrate that it has identified the specific risks associated with the transformation and implemented appropriate measures. This includes updating the DUERP and integrating concrete actions into the file presented to the authorities.An inadequate preventive system is not only a legal risk. It also exposes the company to a rapid deterioration of the social climate, to internal tensions and to a loss of commitment that is difficult to make up after restructuring.
Restructuring is always a moment of great instability for teams. It generates uncertainties, tensions and emotional reactions that can permanently weaken the work collective. It is precisely for this reason that the prevention of psychosocial risks is today an essential element of the PSE.Beyond the legal obligation to protect mental health, the employer must be in a position to demonstrate that it has identified the specific risks associated with the transformation and implemented appropriate measures. This includes updating the DUERP and integrating concrete actions into the file presented to the authorities.An inadequate preventive system is not only a legal risk. It also exposes the company to a rapid deterioration of the social climate, to internal tensions and to a loss of commitment that is difficult to make up after restructuring.
How long does Qualisocial support last in the context of restructuring?
The duration of support depends directly on the extent of the restructuring and the level of security desired. Some companies choose to intervene only around the announcement phase, over a short period of time, generally ranging from a few days before to a few weeks after. This approach makes it possible to manage the critical moment, but is limited in time.On the other hand, comprehensive support is part of a logic of continuity. It starts early in the project, from the preparation phase, and extends up to 6 to 12 months after implementation, in order to monitor the evolution of the social climate and prevent delayed effects. This approach makes it possible to secure the entire transformation cycle and to avoid post-restructuring dropouts, which are often underestimated.
The duration of support depends directly on the extent of the restructuring and the level of security desired. Some companies choose to intervene only around the announcement phase, over a short period of time, generally ranging from a few days before to a few weeks after. This approach makes it possible to manage the critical moment, but is limited in time.On the other hand, comprehensive support is part of a logic of continuity. It starts early in the project, from the preparation phase, and extends up to 6 to 12 months after implementation, in order to monitor the evolution of the social climate and prevent delayed effects. This approach makes it possible to secure the entire transformation cycle and to avoid post-restructuring dropouts, which are often underestimated.
What are the legal obligations of an employer in terms of mental health during a restructuring?
As part of a restructuring, the employer is required to guarantee the physical and mental health of its employees. This obligation involves anticipating and preventing the risks associated with organizational changes, and not only reacting once difficulties have taken hold.Concretely, this means assessing the psychosocial risks generated by the project, updating the Single Occupational Risk Assessment Document (DUERP), and informing and consulting the CSE on the preventive measures put in place. The company must also be in a position to offer support systems adapted to the situations experienced by employees.In the event of a breach, the employer may be held liable, in particular for inexcusable fault. Beyond the legal risk, it is also social stability and the company's ability to project itself after restructuring that are at stake.
As part of a restructuring, the employer is required to guarantee the physical and mental health of its employees. This obligation involves anticipating and preventing the risks associated with organizational changes, and not only reacting once difficulties have taken hold.Concretely, this means assessing the psychosocial risks generated by the project, updating the Single Occupational Risk Assessment Document (DUERP), and informing and consulting the CSE on the preventive measures put in place. The company must also be in a position to offer support systems adapted to the situations experienced by employees.In the event of a breach, the employer may be held liable, in particular for inexcusable fault. Beyond the legal risk, it is also social stability and the company's ability to project itself after restructuring that are at stake.
How to avoid the departure of key talents after a business restructuring?
The departure of key talent is one of the most frequent, and most expensive, risks after a business restructuring. Contrary to popular belief, it is not only the employees affected by the PSE who leave the company, but often those who have the most options elsewhere.This phenomenon is explained by a loss of trust, a feeling of uncertainty and a projection that has become unclear in the organization. Without specific support, the “survivor syndrome” sets in and lastingly weakens the commitment of the remaining teams.To limit this risk, it is essential to act from the announcement phase, by providing clarity, by supporting managers in their communication and by creating spaces for teams to express themselves. Over the long term, monitoring the social climate and targeted remobilization actions make it possible to detect weak signals and avoid silent departures.A well-supported restructuring does not only manage departures: it also secures those who remain.
The departure of key talent is one of the most frequent, and most expensive, risks after a business restructuring. Contrary to popular belief, it is not only the employees affected by the PSE who leave the company, but often those who have the most options elsewhere.This phenomenon is explained by a loss of trust, a feeling of uncertainty and a projection that has become unclear in the organization. Without specific support, the “survivor syndrome” sets in and lastingly weakens the commitment of the remaining teams.To limit this risk, it is essential to act from the announcement phase, by providing clarity, by supporting managers in their communication and by creating spaces for teams to express themselves. Over the long term, monitoring the social climate and targeted remobilization actions make it possible to detect weak signals and avoid silent departures.A well-supported restructuring does not only manage departures: it also secures those who remain.
Are our courses adapted to different audiences within the same organization?
Yes. Our courses are designed to adapt to the different audiences of the company, whether managers, HR professionals, employees or managers. Each audience benefits from content and action keys in line with their role and responsibilities.
Yes. Our courses are designed to adapt to the different audiences of the company, whether managers, HR professionals, employees or managers. Each audience benefits from content and action keys in line with their role and responsibilities.
How to set up a training course with Qualisocial?
To set up a training course, simply contact our team. We discuss with you to understand your needs, define the educational objectives and offer you an adapted system in terms of content, format and calendar.
To set up a training course, simply contact our team. We discuss with you to understand your needs, define the educational objectives and offer you an adapted system in terms of content, format and calendar.
%20(1).avif)
.avif)
