The overall execution time for the services of this contract was set at 4 months.
Diagnosis: Casa Transports recently launched a call for tenders to select a specialized firm responsible for carrying out an audit on the human resources management of RATP DEV. This audit aims to analyze in particular the workforce structure, remuneration policies and changes in the payroll.
The local development company (SDL) Casa Transports intends to carry out an in-depth audit of the human resources management and salary structure of the delegatee of the Casablanca tram and bus network (RATP DEV). Casa Transports therefore launched a call for tenders to select a specialized firm responsible for carrying out this audit. The SDL specifies that this audit aims to analyze the organization and management of the delegatee’s human resources, in particular the workforce structure, remuneration policies and the evolution of the payroll as well as to assess the consistency of these elements with regard to the contractual commitments and the financial provisions provided for in the contract. The mission entrusted to the contract holder consists of establishing a detailed diagnosis of human resources management practices, identifying possible anomalies or inconsistencies and formulating recommendations to improve the transparency, consistency and efficiency of the delegatee’s human resources management. Please note that the overall execution time for the services of this contract has been set at 4 months. The delegatee will have to carry out several services, namely the audit of the organization and management of human resources.
In this context, it will have to analyze the organization of the human resources function of the delegatee, in particular the human resources management processes put in place by the delegatee, the relevance of existing positions with regard to contractual commitments, operational requirements and the functions actually carried out. The audit must also verify compliance of the practices observed with the provisions provided for in the personnel statutes and with labor legislation. With regard to the audit of recruitment and integration policies, the incumbent will have to analyze the staff recruitment and integration processes implemented by the delegatee, in particular the recruitment procedures and the candidate selection criteria; initial training and integration systems for new employees as well as skills transfer and staff skills development systems. The audit must also examine the adequacy of the recruited profiles with the requirements of the positions held. Furthermore, the incumbent will be responsible for analyzing initial training and continuing training systems, in this case: the staff training plan, continuing training and professional development systems, professionalization actions for professions linked to operation and maintenance as well as internal mobility and forward-looking management of jobs and skills. The incumbent must also verify compliance with contractual commitments in terms of training. Note that his mission will also be to analyze the delegatee’s remuneration policy, in particular the salary and compensation scale per job, the remuneration structure (base salaries, bonuses, allowances and benefits).
It will analyze the consistency of remuneration between the different categories of staff, taking into account professional experience, level of qualification and responsibilities exercised. The performance evaluation systems put in place by the delegatee will be subject to examination. In this context, the holder will analyze the mechanisms for setting objectives; tools for monitoring and evaluating individual and collective performance; the terms and conditions for awarding performance-related bonuses. A specific analysis of the positions appearing in the delegatee’s organization will be carried out with a view to identifying unplanned and unjustified positions as well as strategic positions remaining vacant over significant periods, the evaluation of the cost of vacancies, the differences between the theoretical workforce, the budgeted workforce and the workforce actually in post. At the end of the mission, the incumbent must identify any anomalies or inconsistencies noted, assess the associated risks and formulate recommendations that will improve human resources management and the consistency of remuneration practices.
