Skills & Performance in renovation of old buildings

1. Skills & Performance in renovation of old buildings To develop the management skills in masonry work according to the needs of the old buildings renovation sector :

2. Summary • Context of the Equal project • The construction of the Reference Frame of Skills Required • The construction of a course of professionalization and methods of support.

3. Skills & Performance in renovation of old buildings I- Context of the operational project EQUAL European Comissionwith the assistance ofEuropean Social Fund

4. 1.1- National and transnational partners

5. 1.2- Existing problems New Work workers inapt to work in a constraining and complex context An increasing demand for Renovation Necessity to resort to new work workers An insufficient number of Renovation Sector workers Un insufficient number of foremen to guide them to form them …

6. 2 3 1 1.3- Strategy chosen Renovation Sector New Work Sector Low AV Foremen Foremen Better cost/ effectiveness ratio Too expensive Workers Workers

7. 1.4- Objectives • Creation and experimentation of a course of professionalization including the good European practices : Foreman for renovation of old buildings • The implementation of the support methods to encourage its success : The Interfaces of professionalization

8. 9 months max 1 week/month 1.5- Calendar of the experimentation 2006 1st 2007 1st group 2nd group 3rd 2008 2nd group 3rd group

9. Skills & Performance in renovation of old buildings II- The construction of the reference frame of skills European ComissionWith the assistance ofEuropean Social Fund

10. 2.1- Objectives of the reference frame of skills  Tool for positioning the foremen who start the formation Basic tool for building a pertinent professionalization course  Follow-up tool of the formation results

11. 2.2- Supporting structure FFB RPIF FFB UMGOEGF BTPAREF PDSteering group Launching of work and communication Technical committeeof validation Directors HR Managers Site foremen AREF/BATIK Validation of methods and tools Site foremen Foremen Functional managers AREF / BATIK Workgroups Creation of methods and tools

12. 2. 3 – Work group : composition Work group FFB UMGO / EGF R1 R2 R3 R4 13 march, 31 march, 07 april, 14 april 12 employees : 2 CE, 2 ACC, 4 CC, 2 MC, 1 QSE, 1 CT Bouygues, Bateg, Dumez Idf, FLB, Francilia, Lainé Delau, Pradeau Morin, Sicra, Sopac, Spie SCGPM

13. 2.4- The reference frame of key skills (32) Skills • Technical prerogatives 7 • Technical supervision 9 • Organization 7 • Relations 8 • Adaptation 1

14. Skills & Performance in old buildings renovation III- The construction of the course and methods of support European Comissionwith the assistance ofEuropean Social Fund

15. 3.1- Structure of the reference frame of professionalization Harmonization S1 Setting up S 2 Implementation S3 Demolition S4 Italie S5 Materials S6 Pologne S7 Reconstruction S8 Finishing S9 with more precise topics systematically filled 4 maxi atvarious stages ofevolution 3 mini : Concrete Management Organisation 3 topics per trip : Implementation Methodes of Execution Team Management

16. 3.2 Innovating aspects of the project • A variety of topics per week, not just one • The study visit : means of opening to other cultures, other approaches • Inductive methods of training including : • Exchange of practices • Funny-situation approach as preferred to traditional one • Combination of different situations of formation • A support device to optimize the transfers to work situation : • Animation of the fixed meetings by the coordinator of the TC in the week of briefing / debriefing • The tutorial system with pilot tutors and tutors of proximity and a training report book

17. THE TRAINING CENTRE DEVOTES FORMAL TIME TO : THE ENTERPRISE MAXIMIZES THIS TRANSFER BY : THE TRAINEE BECOMES ACTOR OF HIS DEVELOPMENT BY : AREF IS THE GUARANTOR OF THE DEVICE BY : • Exchange of practices • Transfer of the newly- • acquired skills • a concerted mobilization • of the tutors • analysing the situations • taking initiatives • structuring the dialogue • between the TC and the enterprise • controlling the effectiveness • of the interfaces created 3.3- Key factors of the course’s success Interfaces of professionalisation