{"id":132,"date":"2014-08-19T10:40:41","date_gmt":"2014-08-19T08:40:41","guid":{"rendered":"http:\/\/www.peoplesphere.be\/wp\/?p=132"},"modified":"2014-10-03T14:46:31","modified_gmt":"2014-10-03T12:46:31","slug":"acquisitions-deux-tiers-des-entreprises-ne-remunerent-pas-les-collaborateurs-impliques","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/acquisitions-deux-tiers-des-entreprises-ne-remunerent-pas-les-collaborateurs-impliques\/","title":{"rendered":"Acquisitions: deux tiers des entreprises ne r\u00e9mun\u00e8rent pas les collaborateurs impliqu\u00e9s"},"content":{"rendered":"<div class=\"chapeau\">Alors que les entreprises se disent elles-m\u00eames bien pr\u00e9par\u00e9es pour se lancer dans un processus d\u2019acquisition, il semble en aller tout autrement dans la pratique. Un tiers des entreprises n\u2019\u00e9valuent pas a posteriori si une acquisition a atteint les r\u00e9sultats escompt\u00e9s. La moiti\u00e9 d\u2019entre elles n\u00e9glige les exp\u00e9riences ant\u00e9rieures lors d\u2019une nouvelle acquisition.<!--more--><\/div>\n<p>C\u2019est ce qui ressort d\u2019une \u00e9tude r\u00e9alis\u00e9e par le cabinet de conseil Mercer aupr\u00e8s de 70 multinationales, qui repr\u00e9sentent ensemble plusieurs millions de travailleurs. The Well-Prepared Dealmaker, tel est le nom de cette \u00e9tude qui analyse la mani\u00e8re dont les multinationales font face \u00e0 des acquisitions. Les chercheurs ont interrog\u00e9 des professionnels des Ressources Humaines, ainsi que des experts en fusions et acquisitions, afin de dresser l\u2019inventaire des facteurs d\u00e9terminants pour mener \u00e0 bien une prise de contr\u00f4le. Il apparait donc qu\u2019un solide plan d&rsquo;acquisition et une \u00e9valuation approfondie, notamment en vue d&rsquo;une plus grande efficacit\u00e9 lors d\u2019une \u00e9ventuelle nouvelle acquisition dans le futur, constituent les deux facteurs cl\u00e9s du succ\u00e8s.<\/p>\n<p>Selon Mandy Schreuder, consultant en fusions et acquisitions chez Mercer, le probl\u00e8me majeur n&rsquo;est pas de trouver les experts au sein de l\u2019entreprise pour accompagner une acquisition. \u00ab\u00a0Le fait est que cela se produit souvent de mani\u00e8re ponctuelle et que le personnel concern\u00e9 doit par cons\u00e9quent r\u00e9aliser tout ce travail d&rsquo;accompagnement en plus de ses activit\u00e9s r\u00e9guli\u00e8res. Ce n&rsquo;est pas bon pour le processus d&rsquo;acquisition. Cela explique aussi pourquoi il n\u2019y a pratiquement jamais d\u2019\u00e9valuation a posteriori. Une fois l&rsquo;acquisition termin\u00e9e, les collaborateurs impliqu\u00e9s retournent \u00e0 leur routine quotidienne. C\u2019est dommage car une telle \u00e9valuation est extr\u00eamement pr\u00e9cieuse pour qu\u2019une prochaine acquisition soit conclue plus facilement et rapidement et co\u00fbte donc moins cher.\u00a0\u00bb Une raison suppl\u00e9mentaire au manque d&rsquo;\u00e9valuation est que les entreprises ne savent pas, selon leurs propres termes, ce qu\u2019elles doivent exactement \u00e9valuer. Et cela alors que 80% des r\u00e9pondants avaient indiqu\u00e9 avoir d\u00e9fini avant le deal les crit\u00e8res mesurables et les ICP (Indicateurs cl\u00e9s de performance).<\/p>\n<p>L\u2019\u00e9tude montre \u00e9galement que 70% des entreprises n\u2019accordent pas de r\u00e9tributions suppl\u00e9mentaires \u00e0 leurs employ\u00e9s pour le travail consid\u00e9rable d\u2019accompagnement d\u00fb au processus d\u2019acquisition. Dans les 30% restants, ces incentives ne s&rsquo;appliquent qu&rsquo;aux postes de \u2018high management\u2019 et uniquement lors de la conclusion du march\u00e9 (et donc pas pour le travail d&rsquo;int\u00e9gration qui suit). \u00ab\u00a0Les employ\u00e9s qui accompagnent, dans un groupe de projet, le processus d\u2019acquisition sont n\u00e9anmoins valoris\u00e9s pour le travail suppl\u00e9mentaire que cela occasionne, mais ne re\u00e7oivent aucune compensation formelle \u00e0 cet effet. Pour certains, ce n\u2019est pas si grave; c\u2019est une exp\u00e9rience pr\u00e9cieuse qui leur donne une meilleure compr\u00e9hension des changements dans l\u2019organisation et contribue \u00e9galement \u00e0 leur visibilit\u00e9 au sein de l&rsquo;entreprise. En outre, cela fait bel effet sur un CV. D\u2019un autre c\u00f4t\u00e9, le risque existe que des collaborateurs qui \u00e9taient d\u00e9j\u00e0 peut-\u00eatre d\u00e9moralis\u00e9s et qui n\u2019ont pas vu leur efforts suppl\u00e9mentaires r\u00e9compens\u00e9s, soient susceptibles de quitter l\u2019entreprise. Ne pas r\u00e9compenser l&rsquo;ensemble de l&rsquo;\u00e9quipe impliqu\u00e9e dans un deal depuis les travaux pr\u00e9paratoires jusqu\u2019\u00e0 une int\u00e9gration compl\u00e8te r\u00e9ussie est \u00e9galement une mauvaise id\u00e9e. En le faisant, vous encouragez le travail d&rsquo;\u00e9quipe au sein de la soci\u00e9t\u00e9 et influencez favorablement, en tant qu\u2019entreprise, le succ\u00e8s \u00e0 long terme de l&rsquo;acquisition\u00a0\u00bb, explique Mandy Schreuder.<\/p>\n<p>Par cons\u00e9quent, les chercheurs recommandent aux entreprises qui se sont engag\u00e9es dans une acquisition de trouver un bon \u00e9quilibre entre la r\u00e9tribution et le d\u00e9veloppement personnel des travailleurs et la n\u00e9cessit\u00e9 de les conserver. Cela signifie qu\u2019il ne faut pas seulement s\u2019int\u00e9resser aux r\u00e9compenses \u00e0 court terme, comme un bonus pour la conclusion du deal, mais aussi \u00e0 long terme: comment garder des employ\u00e9s heureux sur le long terme, comment les attacher durablement \u00e0 la l&rsquo;organisation, et comment s\u2019assurer que le but ultime de cette acquisition soit atteint.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Alors que les entreprises se disent elles-m\u00eames bien pr\u00e9par\u00e9es pour se lancer dans un processus d\u2019acquisition, il semble en aller tout autrement dans la pratique. Un tiers des entreprises n\u2019\u00e9valuent pas a posteriori si une acquisition a atteint les r\u00e9sultats [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65],"tags":[31,30],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Acquisitions: deux tiers des entreprises ne r\u00e9mun\u00e8rent pas les collaborateurs impliqu\u00e9s - Peoplesphere<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/peoplesphere.be\/fr\/acquisitions-deux-tiers-des-entreprises-ne-remunerent-pas-les-collaborateurs-impliques\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Acquisitions: deux tiers des entreprises ne r\u00e9mun\u00e8rent pas les collaborateurs impliqu\u00e9s - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"Alors que les entreprises se disent elles-m\u00eames bien pr\u00e9par\u00e9es pour se lancer dans un processus d\u2019acquisition, il semble en aller tout autrement dans la pratique. 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