News from EN3Shttps://en3s.frRSS feeds of EN3S newsen-ENhttps://wordpress.org/?v=4.9.7INNOVATING TO REACH GROUPS THAT ARE DIFFICULT TO COVER : INTERVIEW WITH PATRICK MARX ON THE ISSA SEMINARhttps://en3s.fr/en/2019/07/01/innovating-to-reach-groups-that-are-difficult-to-cover-interview-with-patrick-marx-on-the-issa-seminar/ The ISSA technical seminar, organised in partnership with the National Social Security Fund and the National Health Insurance Fund of Mauritania, took place on 26th and 27th February 2019 in Nouakchott, Mauritania.


Among the international experts present, Patrick Marx, adviser to the ARS Grand Est Quality, Performance and Innovation Department and international expert for EN3S, spoke. He tells us about the issues addressed.


 

The informal sector persists and even prospers in some countries. Faced with this situation, are the States involved making progress towards inclusive social protection ?


The issue of informal work is a recurrent one in many countries. Numerous studies have shown the importance of this sector, which nevertheless remains multifaceted. More than 80% of the employed population in Sub-Saharan Africa is employed in the informal sector. The informal sector is very often associated with poverty. The link is not always correct. However, many officials do not know how to approach the issue and would rather devote their efforts to improving coverage for the identified populations (public sector in particular), which does not seem to me to be in line with the objectives of sustainable development and social protection for all. The road to inclusive social protection is still long and will necessarily have to cross other areas such as the fight against child labour or public policies to eradicate corruption.

What are the difficulties encountered by the countries involved in this extension process ?


The difficulties are both technical and ethical. Our colleagues sometimes have an approach that is too global: they wish to duplicate in their countries a system that exists elsewhere, which is rarely relevant given the particularities of each region. In addition, they overlook the prior analysis of the strengths and weaknesses of their environment, what we call the enabling environment. These technical barriers can be overcome by implementing the ISSA guidelines and our training tools. Thus, the training corpus on extension, developed by the School, now finds its full meaning in this progression.

The ethical barrier lies in the systematic choice of a contributory system to support their social security coverage. The equation: only those who can contribute will benefit from protection is very entrenched. Solidarity with those who have too low an income to contribute remains a concept that is sometimes taboo. However, as we all know, social protection has progressed in Europe thanks to a diversity of approaches: insurance and solidarity. Other countries are finally exploring a third way by offering an optional service, but the penetration rate remains marginal.

Through the sharing of experiences allowed by the seminar format, did you become aware of any initiatives or innovations that could be disseminated ?


We wanted to identify practical examples initiated by some countries to break with this exclusive use of the contributory system.

Algeria proposes a specific regime for self-employed workers that combines a contributory system and solidarity by allowing craftsmen to enjoy social recognition. The Comoros also wish to develop social coverage for coastal fishermen. I also noted the important efforts made by Cameroon in the context of the prevention of occupational accidents. Several countries (Togo, Central Africa, Mauritania) have also understood that the extension of social protection can be done in a modest and pragmatic way by testing micro-social coverage systems in some of their territories or for the benefit of a particular category of their population (accident prevention for Lomé motorcycle taxis, "Snake-Bite" programme in sub-Saharan Africa for banana pickers exposed to the risks of poisonous snake bites). Tested and evaluated, these programmes spread the "social security" culture to populations that sometimes do not even imagine what social security is all about.

Following this intervention, you were accredited as an ISSA expert. In what form(s) do you plan to continue your contribution to the extension of social security coverage ?


This international recognition allows me to work alongside decision-makers and managers and to participate, with them, in this formidable project to extend social protection throughout the world. It is also an opportunity to recall that social protection is not only a question of technology, it is also an ethical ambition. As such, the French experience deserves to be popularized, including in Asia and the Pacific. These meetings are also an opportunity to disseminate, enrich and adapt our international training offer while strengthening the expertise of EN3S, whose image remains very strong.

Find out more about the ISSA Guidelines training courses

 ]]>Mathilde Lignot-Leloup's view on the Major Social Protection Issues conference to take place in Octoberhttps://en3s.fr/en/2019/06/26/mathilde-lignot-leloups-view-on-the-major-social-protection-issues-conference-to-take-place-in-october/Social Protection: What changes after the Great Debate ?" (link in french). Mathilde Lignot-Leloup, Director of Social Security, delivers a speech each year during the conference to present the major developments to come for Social Security

She tells us how important the conference is for the Institution's senior managers at a time when the expectations for a "new social protection" have been strongly expressed.

On 8th October, EN3S is to launch the 34th edition of the Major Social Protection Issues conference. You take part in it each year to present the PLFSS. Why is this event important for senior social protection managers ?


Mathilde lignot-leLoupThis event provides an opportunity to present the challenges and, above all, to share the transformations taking place in our social protection system. The organizations' senior managers are directly responsible for implementing these transformations, which are numerous and sometimes complex. It is very important that they take ownership of them to facilitate their implementation and meet the needs of policyholders.

Social protection is constantly evolving, what are the key skills that its senior managers must master ?


Senior managers must above all be managers, capable of supporting, but also of explaining the transformations taking place in the field. And more and more, we expect them to be creative in order to innovate, to facilitate the implementation of public policies while simplifying procedures for policyholders as much as possible.

The 2019 edition of the Major Social Protection Issues will highlight the expected developments in social protection at the end of the Great Debate. As Director of Social Security, what do you consider to be the major projects to be carried out within the Institution following the debates that took place ?


The Great Debate highlighted many expectations in the social sphere, but if there is one thing I should remember, it is the need to simplify and further adapt our social protection system to changes in society.

4 examples :

Discover the complete programme of the Major Social Protection Issues Days. (link in french)

* 3 registrations by the same organization = the 4th registration offered]]>What digital transformation for the Cnaf ?https://en3s.fr/en/2019/06/24/what-digital-transformation-for-the-cnaf/
Emmanuelle Maury, head of the human resources department and pilot of the internal Eden project, Karine Nerguararian, change support pilot - Internal digital transformation project and former student of EN3S (class of 47) and Sabrina Hélaine, director of the Eden programme, present us with the developments related to digital within the family branch.

The family branch has been moving towards digital technology for several years, with the introduction of a range of online tools and applications. What role does this digital transformation play in the Cnaf's strategy ?


sabrina helaineSabrina Hélaine: With more than 29 million monthly consultations of the beneficiary account on Caf.fr, 80% of the available procedures carried out online and 7.5 million downloads of the Caf-Mon Compte mobile application... the digital transformation of the Family Branch is now a reality!

While the Family Branch's strategy aims to promote the use of digital technology and contribute to controlling the cost, it is accompanied by a strong focus on ease of use. The latest digital offer: a chatbot. It was generalized in April 2019 to guide the user and answer his most frequently asked questions.

The second structuring axis of our strategy is to ensure the accessibility of services, particularly to audiences furthest from digital, in line with the digital inclusion policy.

Finally, and this is the originality of the Family Branch's approach, the digital strategy is built in an ecosystem by combining digital development and support for its three audiences: users, partners and collaborators.

The Cnaf wishes to integrate collaborative tools, such as office 365, into the managerial practices of the family branch. What impacts do you assess for organizations on a daily basis? What are their advantages ?


EMaury Karine NERGUARARIANEmmanuelle Maury and Karine Nerguararian: Digital transformation is changing the traditional organization of work in many ways. It is leading to a real explosion in teleworking. It makes it possible to rebuild or even create new professional collectives, based on new working methods that are more collaborative and participatory. It also leads to the design of new workspaces that are more open, more user-friendly, promoting exchange and cooperation.

In the end, the organization of work becomes more agile, structured in project mode, more open to an ecosystem, much more efficient, especially for disseminating innovations. The share of tools is important in this evolution, but it is above all a new mode of management and internal operation that allows it.

How does the shift to digital encourage social security organizations to review the way they operate internally? What are the managerial impacts of digital transformation within the family branch ?


Emmanuelle Maury and Karine Nerguararian: The transformation of the managerial model is an important consequence of the digital transformation.  While the fundamentals of what makes a good manager remain the same - orientation/results and people development - managerial skills must evolve to integrate the characteristics of project management, remote management, but also community leadership.

The more information circulates, the more exchanges are encouraged between peers, within teams, the more the managerial posture must evolve towards a function of talent developer, orientation in action and sharing on meaning.

The collaborative management mode is based on the conviction that interaction and collaboration between employees are key to performance. Giving way to the collaborative means changing the paradigm with regard to daily operating methods. More specifically, we strive to empower employees while promoting initiative and autonomy.

As part of this digital transformation, Cnaf has chosen to train its employees with EN3S. Can you come back to this project in more detail? Why is it important for organizations to participate in this training ?


Emmanuelle Maury and Karine Nerguararian: To support the internal digital transformation process and the commitment to a stronger collaborative dynamic at the Branch level, the National Internal Digital Transformation Project was designed in partnership with EN3S. It is a training offer dedicated to managers in the Family branch and focused on the use of advanced collaborative skills.

This training is entitled "Integration of Office 365 collaborative tools into management practices" (link in french).

Lasting one day and organized as an intra-organization, the training focuses its learning on the daily life of a top manager and the main uses of advanced collaboration:

  • To situate the uses in the context of the Family Branch;

  • Understand the impact of these tools on managerial practices,

  • Manipulate SharePoint, Teams and Yammer tools during the session

  • Understand the operating dynamics with the new branch portal and the future corporate social network

  • Understand the value of these tools and plan for a broader deployment within the organization.


This training therefore has both an operational dimension linked to the use of tools (as recommended by the branch) and a strategic dimension, to guide top managers in defining and implementing their managerial policies for the benefit of employees.]]>Mooc - Understanding the challenges of Social Securityhttps://en3s.fr/en/2019/02/05/mooc-understanding-the-challenges-of-social-security/The agricultural regime in 2019: meeting with François-Emmanuel Blanc, head of CCMSAhttps://en3s.fr/en/2019/02/05/the-agricultural-regime-in-2019-meeting-with-francois-emmanuel-blanc-head-of-ccmsa/

You have just arrived at the head of MSA, what are the major projects and projects that await you in the coming months?


First of all, of course, to ensure the implementation of reforms affecting social protection as a whole: withholding tax; DSN on recovery; contemporaneity of housing allowances on the family branch; preparation of pension reform; implementation of the transformation of the health system. Managing retirement, family, health and recovery logically gives us an extremely busy agenda at a time of intense government reform.

In addition to extreme vigilance on these projects already underway, it is of course the establishment of contact with all the caisses and elected officials; it is the contribution to our strategic plan for 2025 entitled "MSA 2025", whose consultation process is scheduled to be completed at our General Assembly in June. It is also already the preparation of our elections, which will give rise to intense institutional communication and the consolidation of our role as a public service actor, a reference in social protection for the territories, in cooperation with all branches of the general system.

MSA has made digital technology an important focus in the organisation of its activity, in particular with the deployment of the portal mesdroitssociaux.gouv.fr and more generally in the service offer offered to your users. How can digital technology be a solution to maintain a service link with rural populations?


Digital is nowadays essential and it is an essential "plus" service. We are very much in favour of it, but for us, digitisation must not mean dehumanisation. The service link with rural populations also involves maintaining a direct physical presence, through our reception centres, but also through the development of project engineering capacity: support for CPTS projects and support for city/local hospital links, support for territorial contracts for children and families; prevention for elderly people; occupational injury prevention and medicine; additional service provision: integration, micro-nurseries, MARPA, MEP, home help, "Présence Verte", MSAP.

We often talk about the digital divide, is it a reality in the rural world?


Yes, of course. In two respects: first of all, the digital social divide. We have our part to play and we are fighting through inclusion initiatives. Secondly, the territorial fracture, due to the white areas. We naturally call for the continued implementation of the new communication infrastructures essential to the territories.

Through its training courses, EN3S provides senior managers in the social protection sector with access to a space for inter-regime and inter-divisional exchanges. MSA has the particularity of being a "one-stop shop" within the Social Security universe. In what way are transversality and decompartmentalization necessary today for the institution's professionals?


If you talk about exchanges of practices between professionals and leaders from different contexts within social protection, but also within public administration and private services, we all know that these exchanges are extremely fruitful. Benchmarking is a valuable tool for enriching our practices: in this sense, exchanges with other social protection sectors are an accelerator of change.

With regard to our model, transversality and decompartmentalization are more than essential, they are embedded in the genes of MSA.
The global service to people throughout their lives, which is an attribute of the single desk, makes us the permanent partner of our members. In terms of social protection, too, since the whole (the global service) is more than the sum of its parts (the pension service, the family service, the health service, the recovery service), we help to create a specific identity. That of a reference public service for the rural world, a tool and manufacturer of the social and territorial cohesion that our society so badly needs.

Finally, transversality and decompartmentalization are essential for our managers at the managerial level: managing the multiple interfaces of an MSA (takeover bid, elected officials, representatives of the State and public policies) requires 360-degree, systemic, agile and cooperative management.

EN3S has a privileged relationship with MSA in the professional training of its managers and executives. What does this collaboration bring to MSA network?


First of all, a quality training! I was able to appreciate the high level of it in all my professional experiences: on the state side as well as on the private side. The level of excellence EN3S confers allows us in MSA to benefit from successive generations of high-performing senior executives who are totally at ease with our values.

We can only welcome this and aware of this opportunity, we deploy for our breeding ground a personalized support with opportunities and experiences very stimulating, mobilizing and equal to their desires and potentials.

How do you imagine the evolution of this relationship?


First of all, to continue to ensure, through our active presence in the various bodies of EN3S, that the characteristic values that are necessary for our network are maintained. Secondly, to strengthen our contribution from the field through training and mentoring courses. Increase the opportunities we offer. Finally, more work with the other branches to maintain our respective pools and promote mobility between them!

 

 ]]>Opening Of The Selection To The CapDirigeants Cycle: Interview With Jean-Louis Rey, President Of The Entry Juryhttps://en3s.fr/en/2019/02/05/opening-of-the-selection-to-the-capdirigeants-cycle-interview-with-jean-louis-rey-president-of-the-entry-jury/

Jean-Louis Rey, in your capacity as Chairman of the entry jury for the CapDirigeants cycle, can you review the profiles of the candidates from the last selection? What trends can you identify?


The jury had the satisfaction of having selected 24 good candidates for this 5th session with a sufficient diversity of profiles and origins. Given the potential of the 176,000 employees of the Social Security system, this figure may seem low, hence a call for the management of the organizations to be proactive in identifying and orienting good potentials. This selection was also a source of satisfaction in terms of perseverance. The encouraging successes of candidates in the second or third attempt are evidence of the candidates' ability to progress and refine their preparation to reveal their true potential. Indeed, this is the case of 4 admitted, 3 of whom were admitted for which it was the third attempt. The last satisfaction was the possibility of finally being able to retain candidates who started their careers in the Institution "at the beginning", including 3 admitted who started as technicians.

Two levers are inseparable in the registration of candidates: the appetite of the person concerned for management, and the detection of potential by his hierarchy, the organization's management. In order to enlighten potential candidates, what are the qualities and skills sought for the CapDIR cycle?


More than just appetite for management, we are looking for candidates with the ability to demonstrate this managerial ability in current or past positions. Being selected will mean that the jury has considered that the candidate has already acquired sufficient elements of the management agent's posture.

As mentioned above, the detection of potential by the director or management of the organization is very important. This means, in particular, that the written opinion of the Director must not be limited to a short approval but must be based on the merits of the application.

The jury also expects appetence for the strategic dimension of an organization's life, this ability to extract itself from the operational to take on the multiple tasks that constitute its daily life. He must constantly know how to place his action in the context of the life and roadmap of his organization

More generally, the candidate must demonstrate his or her interest and knowledge of the strategy of his or her branch and scheme, as well as of the national social security policy pursued. He must invest the news of his branch and of Social Security as a whole.

The candidate is expected to demonstrate and maintain the necessary intellectual curiosity that should animate the senior manager. For those already in management positions, they must consider their motivations for professional mobility and the transferability of the skills acquired in their position.

A l’occasion de l’ouverture des inscriptions sur la liste d’aptitude L3 (et donc au cycle), quels conseils pourriez-vous donner aux futurs candidats ?



  • Gain height and have an analytical and critical look at your professional background and current work.

  • Make the operational and strategic part of your current activity;

  • Position your activity within the framework of your organization, and that of your Social Security branch or regime;

  • Measure the difference between the current functions and those of a management agent;

  • And on this basis, assess the remaining work to be done and its possible degree of achievement and the time required to achieve it. It is essential in this process to be helped by the eyes of trustworthy people who know how to say things clearly.


If this examination/assessment of his situation and potential is conclusive, I invite the person to submit his application and prepare him seriously by:

  • Paying all the necessary attention to the development of the core of the application file, the cover letter and the curriculum vitae;

  • Working on oral expression, the introductory intervention which must be equally convincing and spontaneous;

  • Refining its arguments on its managerial capacities and on what should be highlighted in terms of selection, motivation and professional project, without unnecessary repetition in relation to the application file;

  • Finally, to invest the news of its branch and/or its regime and in that of Social Security as a whole.


How could you summarize the objectives of the training?


The training aims to help the candidate to complete the acquisition or consolidation of a management agent position for which it is recognised from his selection that he has already acquired sufficient elements of this position. First of all, the objective is to work on team management, know-how and just as much on interpersonal skills. The cycle must help the person concerned to position himself concretely as an actor in the strategy of an organisation (how to be part of the design of this strategy and its development, how to ensure its implementation and participate in it...).

CapDIR highlights the great diversity and interest of the professions that make up the richness of the life of an organization, a branch or a social security system. The training must convince the trainee that, once the training is completed, he/she must integrate new functions, in a new field, in another branch or regime, or even in another region: the CapDIR makes it possible to acquire a culture of mobility and to be a direct vehicle for it. Mobility, which in all its components, is still too low in the world of social security.

Ultimately, the objective of the cycle is to put the candidate in a position to convince the directors of organizations to come and work in their teams, at their side.

 

For more information on the cycle and selection: click here (in french)]]>