Case studies

Artélie’s solutions

An MD drastically changes the strategy of an industrial services group, “powering it up”, but does not achieve the desired results

Why? What are the points of resistance or psychosocial risks (RPS) this new leader must contend with in an environment with a strong public service tradition?
How can we reduce and manage these risks, improve quality of life at work and make the MD’s strategy more effective in a considerably more competitive environment?

An international company is selling its leading edge industrial business under what it hopes will be impeccableconditions for employees made redundant

What are the human and psychosocial risks (RPS), and the misgivings that this notification and sale can provoke in the group affected? What initiatives can Artélie offer, particularly for lower-skilled employees, in order to limit these risks throughout the process?

The French arm of a leading global beverage company discovers that its human risks are increasing and wants to understand why

What human risks are emerging in France,at a well-known group, of incorporating the well-being of employees, quality of life at work and good practice in change managementinto its industrial strategy? How can it adapt its business model to safeguard its values and effectiveness when reducing psychosocial risks (RPS)?

The new shareholder of an international pharmaceutical company is concerned about how its executive committee functions

Artélie analyses how the executive committee and its members function, then pinpoints measures likely to enhance efficiency, cohesion and strength in the management team.

A financial services company is weighed down by alerts of psychological bullying and unwanted resignations

Are there proven cases of bullying or proven stress? What initiatives can be implemented to achieve the demanding financial results required with a healthier way of working?

The sales force of an agri-foodstuffs company appears to be experiencing the constraints of its industry more acutely

What are the human and psychosocial risks (RPS) and stress factors that are emerging in unprecedented ways in a naturally mobile and adaptable population? How can we reconcile the dynamic and combative nature of a sales force with reducing the psychosocial risks (RPS) identified?

A social worker training body moves from a local association model to that of a regional market operator

How can it evolve smoothly, without jeopardising the strategy pursued, from one business model to another; from a non-profit culture to a business culture?

Three suicides occur in quick succession at a provincial model plant

Despite appearances, could these suicides have been influenced by work-related reasons? What initiatives can the group that owns this plant take to reduce human and psychosocial risks (RPS), while safeguarding production requirements? What change management, worklife quality improvements, and stress management measures should it implement?

An audit company has signed a framework agreement on stress and wants to work based on a diagnosis

Artélie explains the new risks of a traditional business model founded on stress. It also gives recommendations for an economically viable “HR model”, with ways of preventing stress and improving quality of life at work.

A subsidised housing organisation is concerned about its staff of caretakers in an environment that is increasingly culturally mixed

What are human risks, psychosocial risks (RPS) and new physical risks may affect its staff in a more challenging environment? How can it safeguard the health and safety of the caretakers, enable them to develop in their careers, improving their quality of life at work and giving them a better experience of the ongoing change management projects?

A media group finds itself in a deadlock between technological changes considered necessary to its economic prosperity and the reticence of its staff to change how their industry operates

Are these deadlocks truly caused by the reasons cited? What conditions would enable interests that initially appear divergent to converge?

While a holding company is preparing to sell its manufacturing business, there are resignations, disputes and tensions between staff and local management

Identifying the true reasons for these incidents and growing psychosocial risks (RPS), Artélie explains the conditions necessary for successfully completion of the industrial project.

The head office of a public institution illustrates the agonies of a poorly assimilated merger

After having looked in detail at the factors impeding this merger, Artélie sets out its proposals for making the head office operate more effectively in order to fulfil a challenging public service mission.

Internal tensions threaten the smooth operation of an international public figure’s security services

Artélie diagnoses the real sources of these tensions and suggests a way of restoring the effectiveness that is so vital to the security services.

A professional publishing group incorporates an analysis of human risks and workload into the ongoing social mediation process

Artélie nurtures the ongoing negotiation of a detailed audit of psychosocial risks (RPS) and responsibilities, together with specific recommendations for reducing risks, conflicts and sources of stress.

Several organisations in the field of training prepare to merge

Legislative reform, financial optimisation, merging several organisations into one, planned redundancy schemes, relocation: what precautions and initiatives should be taken to make this radical transformation a shared success?

The branch of an American group is due, in a few months, to alter its industrial production.

What are the consequences of this for an ageing population? Artélie explains the measures it should take to: prevent human and psychosocial risks (RPS), support those least able to adapt, and help the new executive board drive this delicate industrial reorganisation.

The local office of a multinational group incorporates human risk auditing into its job restructuring plan (PSE)

Artélie highlights the human risks generated or intensified by the PSE, but also includes conditions for a competitive repositioning of the office within the group in its recommendations, together with the best way of introducing change.

A regional research department is experiencing a sharp increase in absences and incidents among employees

Artélie analyses the real causes of the conflicts and problems, and proposes better ways of reconciling the researchers’ roles and way of working with the constraints of a more competitive environment, improving quality of life at work.

Alerts of bullying are issued by an employee, a union, a manager etc.

Artélie tallies testimonies with documents, looks at the facts and circumstances cited objectively, analyses their significance, and provides a reasoned response to the questions posed. Artélie then proposes specific solutions tailored to addressing these tensions. Beyond this, Artélie highlights lessons its customers can draw on to drive their organisation, management, industrial relations and communication forward.

A care facility is experiencing difficulties in maintaining its initial association-based model

After examining the true origins of the tensions, stress and psychosocial risks (RPS) that have emerged, Artélie gives recommendations for rediscovering its founding spirit in a renewed organisational, medical and educational context.

The changes imposed on a new technology company by the group buying it out leads the elected staff representatives to request an audit of human risks (RPS)

Artélie distinguishes the risks posed by the sector’s economic and technological changes from constraints imposed by integration into a global group. Its recommendations include reducing the risks generated by the remoteness of the centres of power and communication.

The French branch of a chemical group aims to be exemplary in its prevention of psychosocial risks (RPS), just as it strives to be for physical risks

Artélie establishes a detailed and hierarchical analysis of psychosocial risks (RPS) for each unit of production, clarifies how they relate to manufacturing demands and updates the single risk assessment documents. Artélie makes proposals for strengthening the overall coherence of the arrangements for safety and quality of life at work, which its customer immediately translates into an action plan.

The resignation of a manager and an alert by the CHSCT leads a services company to audit human risks at its head office

After having identified the risks arising from differing management practices or cultures, Artélie suggests initiatives that should ensure the head office functions better, with more effective coordination with the regional offices.

A production unit wants to prevent the psychosocial risks (RPS) that will be caused by the forthcoming voluntary redundancy plan

The prevention plan proposed by Artélie takes into account the specific risks for middle management and the risks heightened by insufficiently assessed transfers of responsibility.

Divergences within senior management, and their impact on the life of the organisation, lead to an increase in tensions, incidents – and an alert from the CHSCT

Artélie identifies the risks generated by the organisation’s history, activity and operating modes, and devises a plan aimed at renewing the company’s culture and management methods.

An American group is preparing to acquire a French software publisher. It is concerned about growing complaints from employees describing situations of unease and raises questions about the merits of these purchases

Artélie analyses the strategic plan, identifies the causes of tension and suggests realistic measures for promoting integration. These include organisation, change management, management, skills management and forms of remuneration.

A specialist financing package company wonders whether there is a link between the international expansion of its business model and growing situations of unease

Artélie demonstrates that it is not so much these issues that are negatively affecting several employees as the lack of information on strategy, in a context of considerable turbulence and clear watchpoints in the new organisation.

A French manufacturer acquires an SME that is resistant to its mode of operation, generating several complaints to the employment inspectorate. What precautions should be taken to better aggregate its acquisitions?

Artélie’s recommendations to the executive committee relate to the choice of targets and the creation of a loose regional structure to facilitate rapid integration.