{"id":2192,"date":"2012-09-06T15:22:32","date_gmt":"2012-09-06T14:22:32","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=2192"},"modified":"2019-12-31T12:06:37","modified_gmt":"2019-12-31T11:06:37","slug":"continuite-dactivite-noubliez-pas-dimpliquer-les-ressources-humaines","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2012\/09\/continuite-dactivite-noubliez-pas-dimpliquer-les-ressources-humaines\/","title":{"rendered":"Continuit\u00e9 d\u2019activit\u00e9 : n\u2019oubliez pas d\u2019impliquer les ressources humaines !"},"content":{"rendered":"

Si la construction, le pilotage et le maintien en conditions op\u00e9rationnelles des Plans de Continuit\u00e9 d\u2019Activit\u00e9 (PCA) s\u2019articulent naturellement autour du M\u00e9tier et des Syst\u00e8mes d\u2019Information, les probl\u00e9matiques RH en d\u00e9coulant sont trop souvent occult\u00e9es ou insuffisamment trait\u00e9es. Cet aspect constitue en effet un volet essentiel\u00a0du PCA : communication\u00a0aupr\u00e8s des collaborateurs en situation de crise majeure, coordonn\u00e9es personnelles, maintien \u00e0 domicile, ch\u00f4mage partiel, travail \u00e0 distance, \u00e9volutions temporaires des contrats de travail, suivi psychologique sont autant de sujets qui sont \u00e0 adresser en collaboration \u00e9troite avec la fili\u00e8re des Ressources Humaines.<\/em><\/p>\n

Pr\u00e9parer les dispositions RH applicables en anticipant les changements des conditions de travail en situation de crise<\/h2>\n

Au-del\u00e0 du sinistre lui-m\u00eame et de ses \u00e9ventuelles cons\u00e9quences sur les personnes physiques, qui r\u00e9clament naturellement un accompagnement particulier des Ressources Humaines, la Continuit\u00e9 d\u2019Activit\u00e9 appelle une contribution importante de leur part.<\/p>\n

Il est en effet primordial de retenir le postulat suivant\u00a0: le d\u00e9clenchement d\u2019un PCA entra\u00eene tr\u00e8s souvent des modifications des conditions de travail des collaborateurs de l\u2019organisation sinistr\u00e9e\u00a0; repli sur un lieu diff\u00e9rent du site habituel, maintien \u00e0 domicile de collaborateurs, pic d\u2019activit\u00e9 ou r\u00e9affectation de personnels sur des activit\u00e9s, etc. Ces modifications n\u00e9cessitent d\u2019\u00eatre anticip\u00e9es, a minima <\/em>pr\u00e9par\u00e9es et id\u00e9alement valid\u00e9es par la fili\u00e8re RH.<\/p>\n

Plusieurs th\u00e9matiques, le plus souvent li\u00e9es au contrat de travail des collaborateurs, sont \u00e0 traiter. En voici quelques illustrations\u00a0:<\/p>\n

Nouveau lieu d\u2019exercice d\u2019activit\u00e9 pour les collaborateurs<\/h4>\n

La continuit\u00e9 d\u2019activit\u00e9 peut \u00eatre assur\u00e9e au travers d\u2019un dispositif de repli sur un site alternatif plus ou moins \u00e9loign\u00e9 du site nominal, auquel cas les probl\u00e9matiques de lieu de travail (pr\u00e9vues ou non dans le contrat de travail), de transport, de gestion de frais (li\u00e9s au d\u00e9placement, \u00e0 la restauration et \u00e0 l\u2019h\u00e9bergement des collaborateurs mobilis\u00e9s), d\u2019assurance et d\u2019\u00e9loignement vis-\u00e0-vis des familles doivent \u00eatre abord\u00e9es et arbitr\u00e9es.<\/p>\n

Ex\u00a0: On pourra envisager, pour les fonctions consid\u00e9r\u00e9es comme \u00ab\u00a0critiques\u00a0\u00bb, l\u2019int\u00e9gration de clauses sp\u00e9cifiques \u00e0 la continuit\u00e9 d\u2019activit\u00e9 au sein des fiches de poste ou des contrats de travail concern\u00e9s.<\/em><\/p>\n

Solution de travail \u00e0 distance depuis le domicile<\/h4>\n

Dans des circonstances exceptionnelles \u00e9voqu\u00e9es par l\u2019article 46 de la Loi Poisson<\/a> cette solution ne rel\u00e8ve plus du \u00ab\u00a0t\u00e9l\u00e9travail\u00a0\u00bb et de ses conditions d\u2019exercice tr\u00e8s encadr\u00e9es. N\u00e9anmoins, le d\u00e9cret d\u2019application associ\u00e9 n\u2019\u00e9tant jamais paru, les RH sont pertinentes pour adresser les aspects juridiques de cette solution.<\/p>\n

Modification du temps de travail<\/h4>\n

L\u2019exercice d\u2019une activit\u00e9 secourue, parfois en mode d\u00e9grad\u00e9, am\u00e8ne le plus souvent une modification du temps de travail. La prise en compte de ces changements est une attente forte des collaborateurs concern\u00e9s et doit \u00eatre anticip\u00e9e (primes exceptionnelles, paiement des heures suppl\u00e9mentaires, etc.).<\/p>\n

Interruption d\u2019activit\u00e9 prolong\u00e9e<\/h4>\n

Par construction, le PCA n\u2019assure le maintien que des activit\u00e9s les plus critiques. D\u00e8s lors, des activit\u00e9s resteront interrompues\u00a0de mani\u00e8re plus ou moins prolong\u00e9es. Les personnels concern\u00e9s seront de fait sans activit\u00e9, \u00e0 moins d\u2019avoir \u00e9t\u00e9 mobilis\u00e9s sur d\u2019autres activit\u00e9s. Se posent les questions du maintien de salaire, de l\u2019exploitation des m\u00e9canismes de RTT ou de cong\u00e9s pay\u00e9s, du recours au ch\u00f4mage partiel dans des conditions parfaitement d\u00e9finies, etc. L\u00e0 encore, les RH seront force de proposition sur les dispositions \u00e0 appliquer et sur les conditions de leur mise en \u0153uvre.<\/p>\n

Construire la boite \u00e0 outils RH du PCA<\/h2>\n

Une bonne pratique consiste \u00e0 constituer, pour et avec les acteurs des Ressources Humaines embarqu\u00e9s dans la gestion de crise, une \u00ab\u00a0bo\u00eete \u00e0 outils\u00a0\u00bb regroupant toutes les informations utiles \u00e0 la mise en \u0153uvre les dispositions RH d\u2019accompagnement du PCA.<\/p>\n

Sous la forme de fiches pratiques, de proc\u00e9dures et de mod\u00e8les types, cette \u00ab\u00a0bo\u00eete \u00e0 outil RH\u00a0\u00bb vise \u00e0 accro\u00eetre l\u2019efficacit\u00e9 et la sensibilit\u00e9 des acteurs RH et de leurs suppl\u00e9ants et, plus largement, \u00e0 renforcer le dispositif de continuit\u00e9 \u00e9labor\u00e9\u00a0:<\/p>\n

    \n
  • Proc\u00e9dures de mise \u00e0 jour des intranets, extranets, num\u00e9ros verts sous la responsabilit\u00e9 de la fili\u00e8re RH, dans le cadre de la communication de crise<\/li>\n
  • Proc\u00e9dures d\u2019extraction et des coordonn\u00e9es personnelles des collaborateurs<\/li>\n
  • Liste et coordonn\u00e9es des partenaires sociaux, IRP<\/li>\n
  • Liste et coordonn\u00e9es des partenaires externes et conseils RH<\/li>\n
  • D\u00e9marche de mise en place d\u2019une cellule de soutien psychologique<\/li>\n
  • Courriers, lettres de mission et mod\u00e8les d\u2019avenants types<\/li>\n
  • Support type pour les communications aupr\u00e8s des IRP<\/li>\n
  • Proc\u00e9dures d\u00e9rogatoires types \u00e0 communiquer \u00e0 l\u2019Inspection du Travail ou aux IRP<\/li>\n
  • Etc.<\/li>\n<\/ul>\n

    Impliquer et sensibiliser le management et les instances repr\u00e9sentatives du personnel (IRP)<\/h2>\n

    Au regard des impacts potentiels des diff\u00e9rentes dispositions RH envisageables, il convient de pr\u00e9senter et d\u2019arbitrer avec le management les modes de r\u00e9ponse \u00e0 retenir dans le contexte de l\u2019organisation. Par ailleurs, la substance de ces dispositions devra \u00eatre \u00e9voqu\u00e9e aux Instances Repr\u00e9sentatives du Personnel (IRP) afin de clarifier les principes RH pressentis en cas de d\u00e9clenchement du PCA.<\/p>\n

    Ces pr\u00e9sentations constituent pour le Responsable PCA une tr\u00e8s belle opportunit\u00e9 de sensibilisation au PCA et \u00e0 ses enjeux, \u00e9tant entendu qu\u2019il ne s\u2019agit pas de modifier les conditions de travail mais d\u2019identifier les ajustements provisoires d\u00e9ploy\u00e9s pour contribuer \u00e0 assurer la survie de l\u2019organisation. L\u2019exp\u00e9rience montre que, m\u00eame si les collaborateurs font souvent preuve de compr\u00e9hension et d\u2019empathie lors de sinistres, l\u2019anticipation et la pr\u00e9paration des situations facilitent le traitement de la crise.<\/p>\n

    In fine, la mobilisation de la fili\u00e8re RH permet d\u2019affiner si n\u00e9cessaire la strat\u00e9gie de continuit\u00e9 en l\u2019alignant avec la r\u00e8glementation et les pratiques RH de l\u2019organisation mais surtout de la l\u00e9gitimer aupr\u00e8s de l\u2019ensemble des collaborateurs. Enfin, cette contribution doit s\u2019inscrire dans la dur\u00e9e, en impliquant la fili\u00e8re RH dans la gouvernance dela Continuit\u00e9d\u2019activit\u00e9.<\/p>\n","protected":false},"excerpt":{"rendered":"

    Si la construction, le pilotage et le maintien en conditions op\u00e9rationnelles des Plans de Continuit\u00e9 d\u2019Activit\u00e9 (PCA) s\u2019articulent naturellement autour du M\u00e9tier et des Syst\u00e8mes d\u2019Information, les probl\u00e9matiques RH en d\u00e9coulant sont trop souvent occult\u00e9es ou insuffisamment trait\u00e9es. Cet aspect…<\/p>\n","protected":false},"author":19,"featured_media":6344,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[3222,36,34],"tags":[131,595,3304],"coauthors":[928],"class_list":["post-2192","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-cyberrisk-management-strategy","category-cybersecurity-digital-trust","category-strategie-d-entreprise","tag-pca","tag-pra","tag-risk-management-strategy-governance"],"acf":[],"yoast_head":"\nContinuit\u00e9 d\u2019activit\u00e9 : n\u2019oubliez pas d\u2019impliquer les ressources humaines ! - RiskInsight<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2012\/09\/continuite-dactivite-noubliez-pas-dimpliquer-les-ressources-humaines\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Continuit\u00e9 d\u2019activit\u00e9 : n\u2019oubliez pas d\u2019impliquer les ressources humaines ! - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"Si la construction, le pilotage et le maintien en conditions op\u00e9rationnelles des Plans de Continuit\u00e9 d\u2019Activit\u00e9 (PCA) s\u2019articulent naturellement autour du M\u00e9tier et des Syst\u00e8mes d\u2019Information, les probl\u00e9matiques RH en d\u00e9coulant sont trop souvent occult\u00e9es ou insuffisamment trait\u00e9es. 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