Homemade training with onions

The creation by local authorities of internal training systems is not totally new. In the 1990s, the urban community of Lyon was already training its scrappers, maintenance workers and their supervisors. In 2010, it set up a management school, just like the Vosges department a year earlier.

However, it was only at the turn of the mid-2010s that the phenomenon began to gain momentum. When local authorities had to find agile ways to develop the skills of agents almost continuously, but also to (re)create a common culture, following territorial reorganizations in particular. Capitalizing on knowledge has also become an issue.

Knowledge transfer

“I wanted to organize the sharing of experiences and the transfer of knowledge between the agents”, illustrates Bernard Agarini, director general of the services of Caluire-et-Cuire (600 agents, 42,800 inhabitants, metropolis of Lyon). With internal schools, the idea is not to cover all needs, but to broaden the possibilities to make training more attractive and accessible.

“We designed our system as a complement to the CNFPT, in particular to provide a response to agents who encounter difficulties in moving around or being absent for too long. Our training budget has not decreased, there is no economic purpose”, reports Bernard Agarini.

The local authority’s internal offer, baptized “TRUC²”, for “useful meeting time to get to know and understand each other”, brings together around sixty training courses (getting started with computer tools, business skills, topical conferences, preparation for competitions, eco-gestures, co-development), largely provided by the 33 internal trainers. According to a survey carried out in 2021 among trained agents, 85% of respondents felt that they had acquired useful skills for their professional activity.

Evolution of professions

Beyond the practical aspect of the intra, the “in-house” training makes it easy to adapt the offer to the realities of the community. “We can offer tailor-made solutions applied to our operation and our practices. For example, we have a complete corpus in project mode. Training on our tools also makes it immediately operational”, reports Bernard Agarini.

“School of know-how”, launched by Seine-Saint-Denis (8,000 agents) in September 2021 for agents from colleges and central kitchens (i.e. more than 1,400 agents), will be used to train in the ecological transition, while the department intends to switch to 100% organic and/or short circuit school catering by 2027. More generally, Seine-Saint-Denis wants to enable the staff concerned to develop their skills and prepare to the development of professions.

“Our objective is to diversify the existing offer by offering, for example, an ‘entry course’ for taking up a position (in an establishment other than one’s own), meetings between professions and establishments, internal competitions, mentoring, YouTube channel with tutorials…” explains Samira Ouardi, head of the “reception, sustainable catering, maintenance” service for the colleges. The program will be co-constructed with the agents and renewed each quarter. “We must transform the ways of training to mobilize”, says Samira Ouardi.

Revisited offer

“Initially, the internal schools used relatively traditional training methods. Today, they are moving more and more towards innovative approaches, through training-action and personal development, with coaching in particular”, observes Guillaume Colinmaire, head of the Manag’Est mission (school of managers ) to the Grand Est region (7,500 agents), coordinator of the network of local authority internal management schools.

This is demonstrated by the metropolis of Lyon (59 municipalities, 9,400 agents, 1.4 million inhabitants), which has completely revisited the offer of its internal management school around five blocks: learning about oneself, the basics, work situation, others, continuously. “Behind these cobblestones, we have various systems such as, in particular, the ‘primomanager’, ‘project management’ or ‘to be or not to be a manager’ courses”, explains Catherine Todini, training manager.

A twelve-day course, called “the managers’ campus”, is also offered to twelve supervisors, on a different theme for each class, defined by the participants themselves. “We model the course according to the needs expressed and, at the end, they must propose a deliverable which will be used by other managers or will challenge the administration”, indicates Fabien Trévisan, in charge of training.

The offer evolves almost constantly, to adapt to needs, which themselves evolve. In particular, a management training center is planned in order to bring an even more operational character to the training.

“The manager has to question his practices regularly and, at the same time, he has little time. We must offer formats that allow training to be more efficient, ”says Catherine Todini.

Using a repository

Internal training schools are not, unlike other training organizations, subject to Qualiopi certification, but nothing prevents local authorities from drawing inspiration from its reference system.

Guide of the national Qualiopi reference system”.

Networked communities

Initiated in November 2020, the network of internal local authority management schools, “Remix”, currently brings together nearly fifty local authorities. Open to structures of all sizes, it was created to share and initiate innovative practices in management, training and support for supervisors. The letter x of the acronym refers to the “desire to cross universes”.

A first working seminar, organized on March 25 at the public innovation laboratory of the National Center for the Territorial Public Service, notably made it possible to discuss the dynamics of innovation at work in the field of territorial management and on the links between the internal training systems of local authorities and the offer of the CNFPT.

A catalog of 80 courses

Laura Vildar, shared human resources director

[Ville, CA et CCAS de Pau (Pyrénées-Atlantiques) 31 communes • 3 000 agents • 161 900 hab.] Pau’s internal training system was launched in 2017. It is intended for all agents, with a section dedicated to management. The catalog has been expanded and offers 80 courses, provided by internal and external trainers. An offer that the general manager wanted to revitalize. “We had to rethink the content and formats to make them more effective,” reports Laure Vildari, HRD shared with the city, the agglo and the municipal center for social action. The deployment will take place between 2022 and 2024, with the opening of a dedicated location in 2023.

“The idea is to create a space where people will want to talk. We want to give it a cultural dimension through theater and writing workshops, to offer personal development…” explains the HRD. Also planned is a digital platform for e-learning and experiential training via augmented reality and fun education. The goal: to develop public-private partnerships, to offer career paths in shortage occupations within the framework of internal mobility, training.

Contact : Laure Vildari, l.vildari@agglo-pau.fr

Varied teaching methods, discussed with the directors

Hortense de Royer, director of human resources

[Isère 4 650 agents • 1,26 million d’hab.] The department of Isère launched its executive campus in January 2022. This internal training system is aimed at strategic supervisors (directors and assistants), intermediaries (department heads and assistants), proximity (heads of division, heads operations, etc.) and certain non-managerial executives (project managers and project managers). A skills development officer was recruited for training engineering and project structuring. Project set up with the help of a group of directors who continue to be involved in the process. They are consulted each month on orientations and training courses.

“We test our proposals with them. By being informed in advance, they can promote the offer to their executives,” says Hortense de Royer, director of human resources. This offer is being rolled out gradually, with a leitmotif: the variety of teaching methods. A new program will be developed each semester in order to “cause interest and that everyone can draw according to their individual needs”.

Conferences, co-development sessions and video coaching with the seven internal coaches are already offered. The “primomanager” course will be launched at the end of May. At the same time, the community is working on a system for detecting future supervisors. “The executive campus is part of our desire to give priority to internal mobility and to develop career paths,” emphasizes Hortense de Royer.

Contact : Hortense de Royer,

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