A stone’s throw from the Swiss border, the town of Annemasse employs around 800 agents. To attract and build loyalty, it has managed to move away from traditional organizations and opt for a “liberating, agile and caring” approach.
Like the private sector, communities and public services are also faced with the challenges of attractiveness and loyalty. Problem: regulations often restrict their room for maneuver, particularly in terms of remuneration. Even when they have the means to do more, these public actors are subject to different salary scales and index changes.
Certainly, the love of the profession and the meaning it provides in itself are strong. Being a firefighter, nurse or doctor, teacher or accompanying a student with a disability, confers an indisputable social usefulness and a resilience in the face of difficulties which sometimes borders on self-sacrifice. But, in the long term, this is not always enough, especially close to attractive Switzerland (even if certain professions, such as firefighter or policeman, are subject to nationality or residence criteria).
The City of Annemasse has understood this for years. In 2016, it therefore launched a Lab approach: “liberating, agile, caring”, inspired by the experience of liberated companies. “Faced with the growing demands of users and agents, we bet on collective efficiency,” summarizes Nathalie Dutriez, deputy general director of municipal services.
The concept resulted in a reaffirmed confidence in agents: “It’s the one who does, who knows,” explains the DGA. The result is a completely redesigned framework. “We have implemented a managerial framework based on co-production and involvement. The manager becomes a facilitator. He provides the “why” and the team provides the “how”. » A team which, in the event of a vacancy, participates in the choice of its new manager. “It’s a very interesting approach because it makes you think: What do I need as an agent and what does the community need for such a position? »
“Idea cafes”
The City also focuses on sharing skills during “idea cafés”. A monthly meeting where everyone can benefit the group from their own skills and not necessarily linked to their function (but still having a link with work).
“We spend a lot of our time at work, so it’s so much more enjoyable when you know why you’re doing it! », adds the director. Recognition for the work carried out and regular meetings to “share a common culture and vision” are also part of the Lab approach. “The idea is to no longer be civil servants who function but agents who act. »
Obviously, this effort on meaning does not exclude the activation of more down-to-earth levers: the City uses its small margins of maneuver in terms of remuneration as best it can. And it has implemented teleworking two days a week, at least in the departments where it is possible. All these measures are bearing fruit: departures for Switzerland still exist, but the community is having less difficulty recruiting and retaining its 800 agents (nearly a third of whom are contract workers). To the point that she is considering putting the testimonials of some of them online, to better promote her “employer brand”
Eric Renevier
Featured photo: https://www.annemasse.fr/
