A staff representative maintains a regular conflictual relationship with management.

He complains of not being treated “properly” by his management and by the management, and of suffering greatly from it to the point of obtaining a long-term work stoppage. The occupational doctor expressed his concern to the HRD about his moral state, fearing even the worst, but the report of one of the internal monitoring and reporting procedures of RPS gives a divergent opinion and leaves room for doubt. . In tense economic and relational contexts, HRDs find themselves confronted with the distrust of social partners who militate, in their own way, against the toxicity of the company towards employees?

More generally, how to revitalize relations with these key partners (protected employees, occupational physicians, labor inspection, trade unions, police)?

How to make constraints strategic levers to consider a healthy management of the conflict or mistrust?