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NEWSLETTER

RATP

The European decrees currently in force provide for the sector’s introduction to competition in the coming years

The context

The European decrees currently in force provide for the sector’s introduction to competition in the coming years. Against this backdrop, this state-owned company needs to transform its methods of operation, with a major emphasis on client service, in particular.

It is in this context that a reorganisation of the security department is taking place.

The request

This new organisation significantly changes the manager’s role. Certainly, such organisation should allow the manager to become closer with their teams and approach operational issues, but likewise, it results in greater flexibility on their part (both geographically and temporally speaking).

It is, therefore, important to guide the management through this change.

Our convictions

Transformation projects often fail due to underestimating the impacts on managerial practice. It is never comfortable for a manager to change position, as this takes them outside their comfort zone.

A training system must therefore incorporate this element of irrational fear.

Our solution

Designing a tailor-made training system, co-constructed with the managers themselves:

  • Collective sessions allowing co-construction of tomorrow’s managerial methods of operation (rituals, system of facilitation and evaluation)
  • Targeted training/action sessions addressing specific issues:
    Debriefing and feedback, the lessons learned, the spirit of service, etc.
  • Individual managerial follow-ups:
    Depending on those needs expressed by the manager (voluntary participation)

Outcomes achieved

  • A significant drop in absenteeism
  • An entirely co-constructed managerial system
  • 120 managers supported
  • 80 individual follow-ups conducted
  • 40 improvement actions taken