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Premier, absence … management of SNCF's staff crushed by the Court of Auditors

This is a vitriol report, which takes the risk of driving tensions within a SNCF already heated to white, a few weeks from the interprofessional strike scheduled for December 5. On Monday, the Court published a report on human resources management for the Public Railway Group (GPF). This vitriolic document calls on the company to change "its social model" and quickly gain productivity, or suffer from the opening of passenger transport to competition in France. 19659002] Based on the period 2012 to 2017, the department led by Didier Migaud believes that SNCF needs "19459004]" profound changes in personnel policy " to improve its productivity, its efficiency, its social model and better control over its pay, compound of approximately "1

50,000 employees" .

The court first returns if the number of employees in the company, that she considers too high. If SNCF has reduced the workforce by about 6,000 full-time equivalents during the period studied, this effort will remain insufficient, according to the report "the public railway group (GPF) will continue its policy of reduced jobs in the coming years" . remove at least 2000 annual equivalents per year. In her view, the reorganizations that affected the GPF actually led to "surpluses in some industries and certain regions" and only deletions allow them to be remedied, "accompanying devices" are, again, insufficient.

Incorrect handling of the pay rate

The Court then criticizes how SNCF handles its salary and notes that "the progress on the net [de salaire] is strongly dictated by seniority" . A situation that leaves little room for appreciation of employee qualifications. The progression for employees at the level is "fully linked to seniority, regardless of function and salary network" .

The report also reviews bonuses that have been granted too much. often fixed – as the final bonuses of the year – or on the base "special topics" – as a bonus for an employee who works on duty or those who work at night -. Here again, the qualifications or individual achievements of the employees are not rewarded, calculates the document, which points in parallel "the diversity in premiums and allowances" "as it " interrogates ": " in balance " and the pay process " become less suitable and less attractive " are as many as the company suffers.

This salary system, which favors seniority and includes "few levers to reward merit" mechanically leads to increased staff costs "by at least 2% per year" the court calculates. This "automacity" which therefore does not reward merit, drives SNCF to suffer from "rather than driving the development of compensation" . Productivity

Third, the report points to the lack of productivity caused by the organization and its users: the rigidity of the organization, underemployment of certain staff, misalignment of the rules "to certain industries and certain activities" agreements and local methods that are open to criticism, low versatility of employees, powerless before technological development and new railway needs … The court draws a black portrait of the methods that apply in the group. Worse is that the situation has deteriorated in recent times, and the social agreement 2016 with the unions resulted in "a significant loss of productivity compared to the sole application of the branch agreement" According to the Court, these problems lead to significant productivity losses, which can be attributed in particular to staff negotiating contracts that are favorable to them, for example incomplete accounts for time or time Employees also show a "high absenteeism in certain activities" that weighs an already alarming balance sheet: the latter continued from "10% at 5 years, from 17, 62 days of stop by agent 2012 to almost 19 days 2017 ". "The cost of increasing absenteeism by more than one day per employee for five years can be estimated at more than 700 jobs" she says.

A social dialogue in judgment

Finally, the Court finds that the negotiations between the staff representatives and the management have now been seized. And this, despite years of social dialogue "important, with powerful trade union organizations" . "This dialogue has lost efficiency over time, in some cases no longer allowed productive exchanges" she notes, explaining that "several calls" representatives could even prevent staff from monitoring their implementation operational assignments. In addition, the constant dialogue between the authorities "did not reduce the high degree of conflict within the group" adds the report, which concludes that SNCF's social model "Can cause the group to lose its effectiveness in maintaining social benefits that will need to be reviewed "

The Institute therefore requires a profound change in personnel management. She first advised to accentuate "cut-back policy" to gain competitiveness in the face of competition. It also recommends renovating from top to bottom "The Company's Work Organization Agreement" and recommends reviewing the definition of trade at SNCF to make workers more versatile. It also recommends simplifying and rationalizing the "system of damages" especially for him "giving back his incentive role" by rewarding merit, not seniority. GPF will also "reduce the automaticity" for career development according to the time spent in the company, to better control its pay.

For the Court, SNCF will also need to review the rules of social dialogue as soon as possible to restore its former power. It also requires the reduction of certain benefits enjoyed by the staff, in particular "circulation facilities" the reductions in the price of tickets granted to employees and their relatives, which it considers "exaggerated given the circumference of the beneficiaries […] and the reduced level " whose annual cost – EUR 220 million – has become too large, which could lead to a effect" for full train customers. It therefore recommends "refocus and better control" this unit, which represents an economic weight and a loss of turnover for SNCF.

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