The context :

An insurance company wants to consolidate its three commercial telephone services into a single entity; this decision involves the relocation of personnel based in Paris to a site in the suburbs.

The HRD, which expects a negative reaction from the unions, deliberately communicated this information late in relation to the planned date of the move.

And, indeed, the trade union representatives appear immediately; they denounce the HRD's method, suspect it of wanting to keep trade unionists away from the Paris headquarters because some are affected by this move and even mention a procedural defect and a possible request for expertise. They talk about psychosocial risks in the company.

Cabinet LACT is then seized by the HRD. 

Analysis of the situation : 

We are clearly in an open conflict between union delegates and the HR department of the company. 

It is a conflict that we qualify as symmetrical; the HRD defends the merits of the move while the employee representatives believe that this move is harmful for staff who, they say, are not doing well.

And the conflict goes on in a loop, each of the parties remaining on its positions. Then, the situation becomes more rigid when the HR department tries to give rational arguments. “We have to move because………”. The unions reply with “it is to better control us……”

Surgical diagnosis: 

The objective for the HR department is to make the move a success. But don't make it a topic of discussion. .

Targeted action:

We propose to set up a problem solving cell on a voluntary basis and to return the product of this listening to the HRD.

It is a question of pinpointing concretely the danger that this move represents. At the same time, we mobilize her to adopt a relational strategy intended to defuse the conflict.

Restitution :

At the end of this listening exercise, it appears:

• that the employees do not fundamentally question the move
• but that the successive mobilizations (by the unions) and demobilizations (rigidity of the HRD) gave rise alternately to anger and resignation.

The objective of the HR department has been achieved; however, we advise him to organize events to promote physical proximity with colleagues and maintain the relationship.