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RATP Group - The issues of professional incapacity and reclassification

Context and objectives


Work disability and reclassification do not usually get the spotlight in HR management. Nevertheless, for large corporations such as RATP, the stakes are significant.


As a result of an occupational illness or an accident at work, a large number of employees of the Parisian transportation authority RATP are temporarily or permanently disabled and have to be repositioned in new jobs.


A complex and time-intensive matter, the reassignment of these employees poses a major operational challenge for the company. Where should employees be reassigned? Would they need training courses to accompany the shift? The questions abound, and the long time it takes to answer these questions has a negative effect on employees’ motivation and engagement, and on the RATP Group as a whole.

« We have a large number of employees whose complex and risky jobs place them in a situation of professional unfitness. This is a primary concern, but it also means that the group has to reassign them and the costs involved are not negligible. »

Laurence Regnier, Head of Operational Excellence and HR Innovation - RATP Group

Work disability, reassignment and skills management


At the heart of the subject lie 3 key notions:


  • Work disability: whether physical or psychological, it refers to the impossibility of a person to exercise – temporarily or permanently – a professional activity that is detrimental to that person’s health.


  • Professional reassignment: it is the act of placing in new positions those employees who have had to give up their previous activity due to work disability or similar situations.


  • Skills management: whether acquired during a previous professional or personal activity, skills are the keystone of internal mobility. While their use varies over the course of an employee’s career, skills are essential to guiding career paths.



Barriers to professional reassignment


Faced with the significant scale involved in the reassignment of employees in a situation of work disability, the Parisian transport authority is faced with two significant obstacles:


  • The operational workload: meetings with the employees concerned, analysis of their skills, study of the potential for redeployment according to medical limitations… The reassignment of employees in situation of work disability is an operational burden for the HR teams.


  • The reassignment period: comprising numerous time-consuming steps, reassignment is a subject that is particularly spread out over time. However, this is not without consequences for the company…



The costs generated by a long reassignment period


The reassignment period, or the time required to reposition a work-disabled employee in a new job, is a real challenge for the RATP group. The longer it takes, the greater its impact on:


  • Humans: the longer the wait for reassignment, the greater the risk of devaluation and/or loss of motivation for employees in situation of work disability.


  • Operations: the situation may generate certain tensions within the teams concerned.


  • Finance: the longer the time taken to reassign, the higher the cost to the group of remunerating employees in a situation of work disability while waiting for reassignment.


In light of this observation, and as part of its commitment to social responsibility, the corporation has decided to take action to reduce the time it takes to reassign work-disabled employees.





Thanks to Boostrs, the Parisian transportation authority has overhauled its jobs and skills repository and aims to implement a new system that would make it possible to reduce by a factor of 8 the time it takes to reassign employees in situation of work disability.



Reduce the reassignment period in 3 steps


From the redesign of the jobs and skills repository to the matching with new adapted business lines, here are the 3 key stages of this project:


  • Redesign the jobs and skills repository: matching the RATP group’s 5,500 job titles with jobs and skills. This is a foundational, essential to the project’s success.


  • Deployment to employees in situation of work disability: include employees by allowing them to take control of their profile and add their previous experience. This is a pivotal step that enables them to identify new skills and to nourish their career path.


  • Matching with new adapted jobs: offering each work-disabled employee reassignment options compatible with his or her skills and incapacity – thanks to job pages enriched with the skills required for their practice – and cross-referenced with the positions available within the group.


The matches on Boostrs have thus replaced the most time-consuming tasks and will enable the HR teams to become more efficient and relevant when reassigning employees.

« The tailor-made Boostrs approach, based on the mastery of business and skills data, is really in line with what we were looking for. »

Laurence Regnier, Head of Operational Excellence and HR Innovation - RATP Group



A few key figures that illustrate this collaboration:


  • 8 weeks: the time it took to overhaul the RATP group’s jobs and skills repository, i.e. the matching of 5,500 job titles with 240 jobs and their skills.


  • From 24 to 3 months: the time target of the Parisian transport authority to reassign employees who were in situation of work disability.


  • 1 trophy: the Trophée Innovation start-up/HRD “Espoir” in the Recruitment, Mobility and GPEC category won by Boostrs and the RATP group in 2019.


The transport authority commits to deploying the solution to employees in incapacity situations – via dedicated workshops and by training referents and department managers.


Thanks to the solutions offered by Boostrs, it plans to halve the number of employees in a situation of permanent incapacity.


In a second phase, the group plans to roll out Boostrs to other departments and to encourage international mobility within the group.

« Thanks to Boostrs, we have been able to achieve our goal of significantly facilitating but also making the internal process efficient and sustainable. »

Laurence Regnier, Head of Operational Excellence and HR Innovation - RATP Group


Thanks again to Laurence Regnier and her teams for their trust,

we’re proud to build this project alongside you.


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