By fear of the unknown considers the HRD

In a group such as ours, it must be to reconcile the sense of belonging to Onet and the exclusive presence at the customer. "In a few words, Sylvie Brunet, Director of Social Affairs of the Onet Group, summarizes the difficulty of creating a genuine culture of enterprise in the company of services that the vast majority of the 46.360 employees working permanently in clients. A dilemma even more complex that, in recent years, the history is accelerated in Onet now brings together very diverse activities. Created more than 160 years ago to make the port handling for Marseille, society Format, resumed in 1924 by Hippolyte Reinier, is launched in the activity of cleaning after the second world war. First was the "New cleaning Office" Department (Onet) finally gave its name to the holding company of the group for its introduction on the stock exchange in 1987.

Even today, Onet is before any known for its activities in the cleanliness, the division cleaning-multiservices weighing some 70 of the turnover of EUR 1,015 billion recorded last year. But three other divisions have been established since 1968 in areas as diverse as technology in extreme environments, the prevention and safety, finally acting and recruitment. A set whose sectors long lived independently from each other. In 2001, Onet has therefore launched a strategy of global offering that teams are responsible for promoting their clients. "Beyond positioning clearer marketing for our clients, global supply allows us to federate our employees around a common project," noted Elisabeth Coquet-Reinier, Vice-President of the Executive Board. And since last month, this strategy is for the first time declined in advertising campaign at the major airports in France under the slogan: "A service can conceal another."

New wage policy

In this context, one of the tasks of the Directorate of Social Affairs is to give the binder to the different companies, cultures and trades of the group playing a role of Social Watch and internal audit, and by developing a harmonisation of wages. A vast construction site because, following their activities, the employees of Onet, distributed in over 60 different companies, depend on collective 20 plus 30 industry agreements. Sylvie Brunet also represents the group in different national jurisdictions, including the social commission of the Group of carriers to Medef. A strategic stake in clean where the margins are reduced and the share of wages represents 75 of the costs. As the President of the Executive Board, Max Massa, "Government decisions, such as minimum wage fixing, give us little margin of wage flexibility on enforcement staff." "We have therefore chosen to be very engaged in social welfare agencies to be force of proposal on the social and, if possible, do not endure without acting." A vision tempered side Union. "Onet is physically very present in different bodies, but, in this sector where 80 of employees are paid at the SMIC, employer representatives are more inclined to expand their financial benefits, such as rebates of load, and to increase wages," Note Marie-Christine Dussaux, Secretary of the CFDT services Federation.

In a sector where the pay and professional development is very low (the hourly wage gap between an employee in the first step and the most qualified employee is 1 euro only, but it is not uncommon to remain for twenty years on the same level), the establishment of a new wage policy will be one of the large folders of the HR for the next years. "In five years, the minimum wage has increased by 36, not our prices, and this is not finished." "We are condemned to increase activity, perhaps with lower margins because the competition will be terrible, so that the structure costs increase significantly less," said Max Massa. In practical terms, this translates into a more difficult wage dialogue at the level of executing according to Tahar Belaribi, delegate central trade union CFDT, second Union force in Onet behind the CGT: "we are beaten for several years over the national grid, from 2 to 3 cents, not more, but it was an important acquis particularly in the first group of cleanliness in France." But our salaries have been caught, especially with the increase of the minimum wage, and for two years, could not maintain this ground. Internal dialogue is blocked, the direction putting forward conditions and the pressure of competition.

Beyond the pay imbroglio, the management of human resources is highly decentralized in Onet, each division has its own human resources management. The Palm of decentralization is the historic sector which, in addition to the HRD located at the headquarters of the division cleaning-multiservices in Marseille, has regional managers of human resources (RRH) in its eight regional branches and a national pay. "It is the principle of the group that plays very autonomous teams proximity card but who receive total assistance," notes Anne dine, HRD to the cleaning-multiservices division. Each regional Directorate, which handles dozens of agencies and up to 4,500 people, has thus a team similar to that of the seat, with legal officials, business, accounting, specialists in trades... whose mission is to assist agency managers in their conquest of markets, billings and the management of their personal.

Female employment to 70

Management facing the very specific features of the cleanliness industry. On the 36.956 employees of the division, 82 are agents of mostly working part-time of the order of 20 hours per week, often discontinuous, early morning and late at night, outside the hours of the offices of their clients and with more than 70 female employment. But employers as unions recognize that it is very difficult to identify the reality of the working time for these personnel who more often have several employers and working for example for Onet, but for its main competitors, or even complete their days of work in private or in very different jobs. Another specificity, a large part of them is regularly transferred from one company to another, with markets earned or lost, the game of annex 7 of article l. 122 - 12 of the Labour Code stipulating that the resumption of a business involves the resumption of the staff in place.

Low rates of return

Onet, these low-skilled jobs should be able to benefit from the development of the multi-service or "associated with benefits", which the group is made a priority because the margins are higher than simple clean markets. Change light bulbs, interventions in plumbing, home, mail, or even maintenance of green spaces are services now offered to the client. ONET therefore distributed greeting cards to enforcement officers to find out if they wanted to increase their working time and new skills. But the returns were lower. "By fear of the unknown", considers the HRD. "Rather lack training and because it is very difficult to evolve wage", note Tahar Belaribi. "The financial gain is too low to attract the interest of the employees." "In principle, it is very well want to vary the tasks of the employees, but need financial recognition goes hand in hand, which is not the case, because wage are unsuitable", confirms Pierre-Jean Serrière, CGT delegate to the central Committee of the group.

Branch development but on the one-stop shop, which represents today less than 20 of the activity of the division. 30 Agencies pilots were selected on the hexagon to develop training on this universe, hoping to be able then to snowball in the group. And to motivate executives and staff of master to win new markets, a specific envelope will be released between 2007 and 2010 to ensure their rehabilitation and accentuate the promotions based on the number contracts. And diversification is not finished. ONET will engage in a new adventure, of services to the person, likely through external growth. Another way to increase activity in a market that many fans the covetous.