Vou have set up a psychological support platform for healthcare workers. What is the the state of HR in hospitals and the medical-social sector? ?

Tvery early, via our contacts hospital and EHPAD, it became clear to us that the health situation generated a largeandpsychological tension among lcare workers. Thanks to thanks to financial support of the Bettencourt family, we were to coordinate the development of the SPS platform, platform already existed. En a very short time, ne have federatedé many partners : unions, federations, institutions...who acted as relays to spread the word about the hotline. The platform offers caregivers, who feel they are suffering, d'contact with psychologistss 24/7.We received over 3,000 calls.

Ao look at the figures, we can see that the health crisis has impactimpactedment lnurses and laids and, to ato a lesser extent, lphysicians. Danagement phoned to accompany lur teams or because were themselves difficulty. We also also recorded an increase in calls from professionals from professionals.

"We have noted a worsening trend over the past six weeks. Around 15% of callers are in a critical situation that requires to be referred to their doctor, a psychologist or a psychiatrist."

We know that the health crisis will last and lresumption of normal activity will add to COVID's burden. Dwo organizationss will clash; COVID teams consider that they have priority. On the other hand, lhe return of transferred staff or those who were unable to work for important personal reasons may give rise to some resentment: "I was there, you weren't".This period is likely to be a source of tension and anxiety. That's why wee conducting a survey1 to define the need forpsychological support dhe caregivers, at complement platform.

"The first results show a strong re-interrogation of management. The highly vertical management style will inevitably be questioned, with the emphasis shifting from team leadership to team support."  

In terms of HR, what lessonss lessons from the crisis?

Unquestionably, in the underlying crisis that preceded COVID, the hospital sector had a sense of a loss of meaning. One ofone assumptions, widely shared, was thatwe needed to find a system of governance and decision-making that balanced the roles of caregivers and administration so that hospital and healthcare establishments in general can function on their two pillars which are the care projects and the economic aspect.

And yet, during the crisis, power was very much taken back by the caregivers. Lhe organizational methods put in place overnight, such as stopping surgery or transforming an anesthesia department into an intensive care unit, have been taken up by caregivers, who demonstrated a capacity for analysis, collective decision-making and speed that hospital structures, especially public ones, are not familiar with.ssent where everything where everything is long, complicated and hierarchical...

"The crisis demonstrated an incredible ability to mobilize and innovate. Caregivers played a major role alongside managers. Everyone has found their rightful place.  

Dn the post-COVID era that is now taking shape, if we don't take these new new and go back to the old days, that's for sure, there will be disappointments, tensions and misunderstandings. So.., lhe simmering crisis risks being exacerbated.

What skills will will to rely in the coming months ?

Qhe medical and social sector for the elderly or disabled or in the healthcare sector, it is essential that existing existing skills to express themselves. The crisis has just shown us that: imagination starts in the field. Lhe organization and collaboration are in the territories. The challenge is to " lifting the lid a little" to promoter a more collective collective, based on the field.

"I'm convinced that there will be a real evolution
of skills around medical management.

Until now, managers were asked to act as relays for the administration rather than coaches for the care teams., who show the way, reflect and work collectively, and take into account expression of the whole. Our system has ended up molding brilliant people with no room to express their skills. Today, wee need to support these skills, in other words nwe don't change people, we support them.

This raises questions any l'internal organization. The crisis has shown that is possible to work differently and to release ballast the professionalson the ground. We must allow the freedom of action and imagination, as has been has been at the at the height of the crisis. This requires des skills in terms of trust, responsibility, listening and working together.

We need to put breathing space back into the care systems. The other success of crisis management is the decompartmentalization of the different sectors: public, private, healthcare and medico-social sectors. It has beendemonstrated that different types of cooperation are possible.

Cow can we to la the patient's place and the necessary reform of the healthcare systems is followede effects ?

Lhe patient must be taken into account more. The crisis has raised many ethical questions questions: confinement, the decision to leave people in nursing homes and not send them to hospital... In recent months, we've been thinking a lot about the place of the elderly. Whether in in whether in the healthcare or medico-social sectors, the patient must regain a central place in the system.

Ct perhaps paradoxal but It's all the more hopeful that it before. It was already a consensus on the need to build a system of cares more focused on prevention and which meet the needs of users and the expectations of professionals.

"We had reached the end of a cycle. Shaken by the crisis, we proved that we are capable of imagining a different way of working, of collaborating, of breaking down borders... I think this is an opportunity to see important reforms through to the end." 

Towards empowering management

Olivier Clanchin speaks of a real challenge to traditional organization, which is not painless, and requires support, the right to make mistakes and guidance in making choices. This new field of possibilities means that teams have to take responsibility. The condition is to provide the keys within a given framework. He confides that this has led the Group to reflect on a new role for managers: from expert manager to empowering manager, or resource manager, in the vein of agile leadership, with a major training program for managers, to train them to train themselves.