Role of Pôle emploi's middle management in disseminating the change - Annie GAUVIN Pôle emploi, FRANCE - World Association ...
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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
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
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
Registration Online registration for all
jobseekers
September 30, 2015
Unemployment benefit calculation
Unemployment benefit
issues must be managed before the
first interview (exclusively diagnosis
oriented)
September 30, 2015
Support to jobseekers Reduce the de period
between registration and
starting the support
16 weeks 8 weeks
September 30, 2015Support to jobseekers Support and
self delivery services
September 30, 2015Support to jobseekers Internal and external
expertise
Psychologist for
Guidance
Companies
Consellors
Job seekers
Consellors
Unemployment benefits
Consellors
September 30, 2015Relation with employers Improving
the service offer
To personalised
service offer
From standardised
service offer
September 30, 2015The 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, 2015PÔLE 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, 2015INVOLVEMENT 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, 2015FROM 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, 2015I- 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, 2015I- 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, 2015II- 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, 2015II- 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, 2015III- 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, 2015III- 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, 2015III- 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, 2015COMMUNICATION 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, 2015NECESSARY 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, 2015WAPES
WORKSHOP
30/9-1/10/2015
Brussels
“Breaking news
from European PES:
challenges we face
in 2015”
Thank you for your attention
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