{"id":18720,"date":"2005-10-25T00:00:00","date_gmt":"2005-10-25T00:00:00","guid":{"rendered":"http:\/\/cmg.ca\/fr\/2005\/10\/25\/rabinovitch-revele-ses-faiblesses-lors-dune-entrevue-a-la-radio-de-cbc-2\/"},"modified":"2023-06-03T15:41:40","modified_gmt":"2023-06-03T19:41:40","slug":"rabinovitch-revele-ses-faiblesses-lors-dune-entrevue-a-la-radio-de-cbc-2","status":"publish","type":"post","link":"https:\/\/cmg.ca\/fr\/nouvelles\/rabinovitch-revele-ses-faiblesses-lors-dune-entrevue-a-la-radio-de-cbc-2\/","title":{"rendered":"Rabinovitch r\u00e9v\u00e8le ses faiblesses lors d\u2019une entrevue \u00e0 la radio de CBC"},"content":{"rendered":"<p><i>Par Lise Lareau<br \/>\nPr\u00e9sidente nationale de la GCM<\/i><\/p>\n<p>Comment une organisation vient-elle \u00e0 bout d\u2019un lock-out de huit semaines quand son PDG refuse de reconna\u00eetre que cette d\u00e9cision \u00e9tait une erreur ? Quand les raisons qu\u2019il donne pour le lock-out sont tout simplement sans bon sens ? Plus important, comment d\u00e9velopper des relations plus positives entre le syndicat et la direction quand le pr\u00e9sident dit qu\u2019il aurait besoin de plus de ce qu\u2019il n\u2019a pas pu obtenir par le biais du lock-out ? Ce sont certaines des questions importantes qui ont \u00e9t\u00e9 soulev\u00e9es par le pr\u00e9sident de la SRC\/CBC, Robert Rabinovitch, le 17 octobre dernier lors de son entrevue \u00e0 l\u2019\u00e9mission The Current \u00e0 la radio de CBC.<\/p>\n<p>Rabinovitch a sugg\u00e9r\u00e9 qu\u2019il ne lui restait aucun choix sauf celui de d\u00e9cr\u00e9ter le lock-out. \u00ab Nous avions une annonce tr\u00e8s claire d\u2019un mandat de gr\u00e8ve de 87% et des publicit\u00e9s dans le journal d\u00e9clarant que le syndicat allait faire une gr\u00e8ve sur ces questions \u00bb, a-t-il dit \u00e0 Anna Maria Tremonti. Selon Rabinovitch, c\u2019\u00e9tait donc question de <i>timing<\/i> : ou bien laisser le syndicat choisir le moment, ou bien contrecarrer sa strat\u00e9gie par le biais d\u2019un lock-out pr\u00e9ventif.<\/p>\n<p>Son affirmation est des plus trompeuse parce que c\u2019est la direction elle-m\u00eame qui a orchestr\u00e9 le moment choisi. Elle a cr\u00e9\u00e9 la date butoir du 15 ao\u00fbt en d\u00e9posant une demande de conciliation au mois de mai dernier. \u00c0 cause de cela, le syndicat devait tenir un vote de gr\u00e8ve. Mais il est de plus en plus \u00e9vident que le mandat de gr\u00e8ve n\u2019avait pas d\u2019importance; la direction discutait d\u2019un lock-out d\u00e9j\u00e0 au mois de juin \u00e0 la r\u00e9union du conseil d\u2019administration de la Soci\u00e9t\u00e9, sinon avant. Il est donc trompeur et sans fondement de rejeter la responsabilit\u00e9 sur le mandat de gr\u00e8ve. <\/p>\n<p>Ce qui \u00e9tait encore plus troublant \u00e9tait la r\u00e9ponse de Rabinovitch \u00e0 savoir s\u2019il ferait la m\u00eame chose de nouveau. \u00ab Sachant ce que je sais maintenant, rien ne change \u00bb, a-t-il r\u00e9pondu. Nous faisions encore face \u00e0 une situation o\u00f9 les n\u00e9gociations n\u2019avan\u00e7aient pas. \u00bb<\/p>\n<p>En fait, les pourparlers n\u2019avan\u00e7aient pas parce que la Guilde a refus\u00e9 de capituler devant la revendication patronale d\u2019une concession importante. La direction de la SRC\/CBC revendiquait un nombre infini d\u2019employ\u00e9s \u00e0 contrat dans beaucoup de classifications de travail. Elle continuait de revendiquer cette concession apr\u00e8s le d\u00e9but du lock-out et, malgr\u00e9 un l\u00e9ger mouvement, jusqu\u2019\u00e0 la derni\u00e8re fin de semaine du conflit.<\/p>\n<p>Il est triste de constater que la convention collective n\u00e9goci\u00e9e apr\u00e8s sept semaines de lock-out aurait pu \u00eatre n\u00e9goci\u00e9e alors que les membres de la GCM \u00e9taient toujours au travail. Il y a dix-huit mois, la proposition d\u2019un plafond de 9,5% d\u2019employ\u00e9s \u00e0 contrat aurait repr\u00e9sent\u00e9 la base d\u2019un accord sans conflit de travail. C\u2019est un probl\u00e8me majeur si Rabinovitch ne se rend pas compte du g\u00e2chis et de la perte caus\u00e9s par le lock-out. <\/p>\n<p>Au lieu d\u2019avancer et de pr\u00e9senter au public canadien sa vision d\u2019une SRC\/CBC renouvel\u00e9e, il d\u00e9crit de nouveau une soci\u00e9t\u00e9 gonfl\u00e9e, qui \u00ab n\u2019est pas aussi flexible que je voudrait qu\u2019elle le soit. \u00bb Or, nous savons que ce n\u2019est pas vrai. Les employ\u00e9s de la SRC\/CBC, flexibles \u00e0 l\u2019exc\u00e8s, se sont adapt\u00e9s \u00e0 plus de types de travail, de technologies et de m\u00e9dias que tout autre membre de l\u2019industrie. <\/p>\n<p>Et Rabinovitch a aussi lanc\u00e9 une pointe subtile aux syndicats en g\u00e9n\u00e9ral. Au sujet de ses ant\u00e9c\u00e9dents \u00e0 la Soci\u00e9t\u00e9, y compris une gr\u00e8ve et trois lock-outs, Rabinovitch a dit : \u00ab Cette organisation est syndiqu\u00e9e \u00e0 90%. La BBC l\u2019est \u00e0 44%. \u00bb Il faut se questionner au sujet de la pertinence de ses propos, d\u2019autant plus que le constat est trompeur. Selon le National Union of Journalists, environ 80% de la partie journalistique de la BBC est syndiqu\u00e9 et la plupart des techniciens le sont aussi. Certains des services de la BBC ne sont pas syndiqu\u00e9s (par exemple le service des finances et l\u2019administration) mais ceux-ci n\u2019ont pas rapport lorsque Rabinovitch discute de la flexibilit\u00e9 n\u00e9cessaire pour cr\u00e9er des \u00e9missions. Donc pourquoi pr\u00e9senter ces donn\u00e9es ?<\/p>\n<p>Il faut \u00e9galement mettre en doute le jugement de Rabinovitch au sujet d\u2019autres commentaires, par exemple : \u00ab J\u2019\u00e9tais fier de la qualit\u00e9 des \u00e9missions que nous avons pu diffuser (pendant le lock-out). \u00bb La fausse information ne r\u00e9pare pas les dommages engendr\u00e9s par un lock-out. <\/p>\n<p>En dernier lieu, le lock-out aurait pu \u00eatre \u00e9vit\u00e9. Il s\u2019agissait d\u2019une strat\u00e9gie d\u2019une \u00e9quipe de hauts dirigeants qui avaient un objectif qui ne r\u00e9pondait pas n\u00e9cessairement aux besoins ni de la SRC\/CBC, ni des gens qui g\u00e9n\u00e8rent la programmation. Et ces hauts dirigeants \u00e9taient pr\u00eats \u00e0 risquer l\u2019existence d\u2019une institution canadienne afin de r\u00e9ussir. Au fond, la \u00ab flexibilit\u00e9 \u00bb se r\u00e9sume au pouvoir d\u00e9cisionnel que poss\u00e8de la direction au sujet de savoir qui travaillent dans quels postes, ainsi que d\u2019avoir une main mise sur le contr\u00f4le de ce pouvoir d\u00e9cisionnel. Bref, c\u2019est une question de contr\u00f4le. Et il faut remarquer que c\u2019\u00e9tait la qu\u00eate du contr\u00f4le du processus de n\u00e9gociation, et le refus de travailler \u00e0 l\u2019int\u00e9rieur de celui-ci, qui a men\u00e9 \u00e0 la d\u00e9faite de Rabinovitch en ce qui a trait \u00e0 ce lock-out.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Par Lise Lareau Pr\u00e9sidente nationale de la GCM Comment une organisation vient-elle \u00e0 bout d\u2019un lock-out de huit semaines quand [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ngg_post_thumbnail":0,"_EventAllDay":false,"_EventTimezone":"","_EventStartDate":"","_EventEndDate":"","_EventStartDateUTC":"","_EventEndDateUTC":"","_EventShowMap":false,"_EventShowMapLink":false,"_EventURL":"","_EventCost":"","_EventCostDescription":"","_EventCurrencySymbol":"","_EventCurrencyCode":"","_EventCurrencyPosition":"","_EventDateTimeSeparator":"","_EventTimeRangeSeparator":"","_EventOrganizerID":[],"_EventVenueID":[],"_OrganizerEmail":"","_OrganizerPhone":"","_OrganizerWebsite":"","_VenueAddress":"","_VenueCity":"","_VenueCountry":"","_VenueProvince":"","_VenueState":"","_VenueZip":"","_VenuePhone":"","_VenueURL":"","_VenueStateProvince":"","_VenueLat":"","_VenueLng":"","_VenueShowMap":false,"_VenueShowMapLink":false,"footnotes":""},"categories":[279,280,1],"tags":[],"workplace":[246],"class_list":["post-18720","post","type-post","status-publish","format-standard","hentry","category-a-mon-lieu-de-travail","category-negociations","category-nouvelles","workplace-radio-canada-cbc"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - 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