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DDT of Tarn

The DDT of Tarn uses Bleexo to support their department heads

LINE OF BUSINESS
Schools and administration
Head office
Albi, FR
Company size
160
LINE OF BUSINESS
To be completed
Company size
To be completed
Location
To be completed

A testimonial from :

François Cazottes
Director

Context and challenges

As Director of the DDT, my role is to accompany the heads of departments, to develop good practices, to ensure that the conditions are right for carrying out these public policies, to create the conditions for good relations with the social and economic players and with the local authorities, and to implement the various reforms to adapt our organization.

Since 2008, we have been in a cycle of intense structural reforms that have resulted in the reorganization of our services and a reduction of our workforce by half in 10 years. For a long time, choosing to serve public service missions was a guarantee of sustainability. For almost 20 years, changes and prospects for evolution have been following one another at a very intense pace and this is a source of concern for the agents. They have no idea what their future will be within the structure.

In this particular context, we needed to know how all these reforms were likely to have an impact on the morale of agents. A few years ago, we had been very attentive to psychosocial risks (PSR) and we had then questioned the agents via a paper questionnaire. But this approach did not seem to me to be sufficient. I felt it was necessary to survey and monitor the agents over a longer period of time to understand the reasons for dissatisfaction.

The objective, for the management, was therefore to target the subjects of dissatisfaction which could affect the morale of the agents, the desire to come to the office, the motivation and to see how it was possible to improve the situation.

Solutions and benefits

Bleexo's answer

The Bleexo application allowed us to question the agents for 6 months. Each department head can access the results of his or her department and can query the results by agent category (A, B or C). We quickly noticed trends that were confirmed. We were also able to see that there was no fundamental distinction between the departments, which were similar in terms of both strengths and weaknesses. On the other hand, there were differences in appreciation between the categories of agents. For example, category C agents feel less recognized.

I therefore wanted, through the experimentation of this barometer, to be able to shed light on the expectations of our agents and to enlighten managers on the subjects on which we should pay attention.

"Bleexo allows us to set goals by identifying management themes that need to be improved and strengths that need to be maintained."
Bleexo's strengths

The agents spontaneously embraced the exercise. The participation rate was around 80% in the first few weeks. Subsequently, a certain erosion was noted (perhaps a weariness of answering 4 or 6 questions weekly) as participation decreased to just under 60%. Nevertheless, this response rate is very satisfactory and constitutes a guarantee of the reliability of the results.

The Bleexo effect

Bleexo will allow us to set objectives by identifying management themes to be improved and strong points to be maintained. Several items such as benevolence, empathy, support and autonomy have evolved significantly over the last 3 months. This encourages us to invest and to give answers and feedback to this survey.

Bleexo has enabled us to structure our thinking. We will soon be organizing a seminar for managers, followed by a general meeting where all employees will take part in workshops to identify courses of action. The idea is to mobilize the entire work community in the co-construction of an action plan.

This approach is part of a more global approach to improving the Quality of Life at work.

We now know where to look for improvement. The finesse of the analysis allows us to have details that we did not have beforehand. The results speak for themselves.

Thus, the solidarity and the relationship with colleagues are very well noted. The human dimension is very important. It highlights good relations between managers and agents. On the other hand, the DDT's strategy, recognition and personal development appear as weak points.

"Bleexo provided insight into our agents' expectations and enlightened managers on the topics we needed to pay attention to."
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