Will the Mettling report change the way the digital transformation is conducted in business? And does it boil down to adapting people to digital machinery, whose market development is essential and good? Or is it the other way around?
Bruno Mettling, Deputy CEO of Orange, presented Myriam El Khomri, Minister of Labour, Employment, Vocational Training and Social Dialogue, with a report last September on the effects of the digital transformation on work. It recommends in particular from "Supplement the right to lockout/tagout with an employee's duty to lockout/tagout"... and The aim is to "professionalize employees and, as a priority, managers in order to accelerate the digital evolution".
L’he objective of this study was to identify new forms of work, the transformations carried out by companies and their future initiatives to restore meaning to work and improve the well-being of employees.
To this end, Bruno Mettling focused on working conditions in 2015 (particularly with the massive spread of new technologies), work organisation, management (new skills, new jobs, new forms of non-wage work, etc.). The Medef was associated with the work carried out by Bruno Mettling, as part of the mission entrusted to him by the Minister of Labour, on the impact of the digital transformation on work. The FO, CGT, CFDT and CFE-CGC trade union associations also contributed.
The uninterrupted processes of innovation, use and improvement of digital tools are presented by Bruno Mettling as natural and enormous sources of "value creation". But for this to happen, several conditions must be met:
- Train pupils, students, managers and managers throughout the hierarchy in the use and improvement of digital tools;
- Getting everyone on board;
- Adapting the law to optimize the use of work :
- to "secure" the day-package;
- Develop the "porosity" between salaried and non-salaried workers (especially UBERISATION), including by relying on tax measures and the support of local authorities;
- Removing de facto constraints on working hours and pay ;
- To complete the existing means of ensuring the total traceability of each worker (student, employee, unemployed, self-employed, etc.);
- Developing the digital "partnership" with trade unions ;
But without leading to the disappearance of any social insurance system, by organising the private social insurance market and, to take account of the risks of destruction of human resources, resorting to individual training, the signing of "charters", the development of corporate "good practices" and recommendations based on quantified "indicators".
This report is divided into three main parts that examine the effects of the digital transformation. First, it lists the main impacts of digitalisation. On management, but also on the work of executives and on business lines. It also takes into account the new forms of non-wage work.
In the second part, the report analyses the effects of digital technology on the evolution of the working environment (place and working time), on the quality of life at work (workload, health at work) and on the managerial function (proximity management, participative management and management of teleworkers).
The third part makes proposals for successful digital transformation into business; proposals on digital literacy, adaptation of the working environment, quality of life at work and co-innovation.
In conclusion, the report presents 36 recommendations to accompany this digital transformation of companies.
Interview of Bruno Mettling on Radio-Classique in September 2015
Several studies on the impact of digital technology have already been conducted in the fields of the economy or knowledge. The Mettling Report is the first in France to focus exclusively on business and the world of work. Finally, a second report on the effect of the digital transformation on employment will be submitted in December 2015, demonstrating the political awareness of the major societal impact of digital technology.