{"id":13811,"date":"2022-12-15T05:01:10","date_gmt":"2022-12-15T03:01:10","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=13811"},"modified":"2022-12-15T06:55:48","modified_gmt":"2022-12-15T04:55:48","slug":"editorial-talent-management-profitabilite-grande-menace","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-talent-management-profitabilite-grande-menace\/","title":{"rendered":"Editorial – Talent Management et Profitabilit\u00e9, la grande menace."},"content":{"rendered":"

\u00ab\u00a0Je te tiens, tu me tiens par la barbichette\u2026 Le premier qui c\u00e9dera aura une\u2026 \u00bb<\/em> M\u00eame si nous plaidons pour sortir d\u00e9finitivement de toute logique d\u2019affrontement lorsqu\u2019il s\u2019agit de la relation employ\u00e9\/employeur, nous pouvons reconna\u00eetre que la tension est r\u00e9elle. Les \u00e9tudes et barom\u00e8tres r\u00e9cents montrent \u00e0 quel point un sentiment d\u2019ins\u00e9curit\u00e9 g\u00e9n\u00e9ralis\u00e9 s\u2019est install\u00e9 durablement sur le march\u00e9 du travail. Ce n\u2019est pas la sensation la plus agr\u00e9able. C\u2019est surtout une vraie source de pr\u00e9occupation au moment o\u00f9 nous nous plaignons du caract\u00e8re anxiog\u00e8ne de la vie quotidienne. Les travailleurs vivent au jour le jour avec l\u2019hypoth\u00e8se d\u2019une chute fatale des revenus et d\u2019un possible licenciement\u2026 Les dirigeants mesurent \u00e0 quel point leur organisation est tributaire de l\u2019implication de leurs collaborateurs qui peuvent, au fil de leurs humeurs, laisser tomber l\u2019entreprise et monnayer leurs talents ailleurs.<\/p>\n

Bref\u2026 Il y a eu la pand\u00e9mie (et son \u00e9ventuelle r\u00e9surgence). Il y a la guerre en Europe et la crise \u00e9nerg\u00e9tique\u2026Et malgr\u00e9 tout, nous savons que la menace qui p\u00e8se le plus lourdement sur la rentabilit\u00e9 de nos entreprises reste leur faible capacit\u00e9 \u00e0 mobiliser les \u00e9quipes. Alors, on fait quoi? Trois pistes de r\u00e9flexion, \u00e7a vous dit?<\/p>\n

Danger sur la transmission du d\u00e9veloppement des comp\u00e9tences et du business<\/em><\/strong><\/p>\n

La fuite des talents constitue avant tout un investissement perdu. Le temps et l\u2019\u00e9nergie consacr\u00e9s en mati\u00e8re de formation d\u2019une part, et les initiatives et relations construites en mati\u00e8re de d\u00e9veloppement du business d\u2019autre part, tout cela part \u00e0 la poubelle lorsqu\u2019un collaborateur performant quitte l\u2019entreprise. Bien s\u00fbr, nous pouvons miser sur un transfert positif du savoir et du r\u00e9seau, mais soyons francs\u2026 Lorsqu\u2019un coll\u00e8gue d\u00e9cide de voler vers d\u2019autres cieux, c\u2019est in\u00e9vitablement une part du business et des savoir-faire de l\u2019entreprise qui s\u2019en va (sans parler m\u00eame des donn\u00e9es que nous n\u2019arrivons pas \u00e0 prot\u00e9ger malgr\u00e9 nos affirmations r\u00e9p\u00e9t\u00e9es quant \u00e0 leur caract\u00e8re pr\u00e9cieux).
\nPeut-on se pr\u00e9munir contre cette perte de valeur? Pas vraiment. Faut-il de temps \u00e0 autre c\u00e9der au chantage? Jamais! Nos moyens d\u2019action existent bel et bien. Place \u00e0 l\u2019anticipation des d\u00e9parts (car il y a toujours des signes annonciateurs) tout en veillant, en parall\u00e8le, \u00e0 \u00e9largir sans cesse la base des talents que nous pouvons d\u00e9velopper. Rien de mieux en effet, pour \u00e9viter que des travailleurs ne nous quittent, que d\u2019investir davantage encore dans leurs comp\u00e9tences et dans celles de leurs coll\u00e8gues.<\/p>\n

La r\u00e9mun\u00e9ration augment\u00e9e, un levier peu efficace tant que la fiscalit\u00e9 n\u2019\u00e9volue pas.<\/em><\/strong><\/p>\n

Probl\u00e8me d\u00e9j\u00e0 \u00e9voqu\u00e9 : les r\u00e9ticences \u00e0 augmenter les salaires ne sont pas une preuve de l’avarice cong\u00e9nitale des patrons. Elles trouvent leur origine dans l\u2019impossibilit\u00e9 de faire marche arri\u00e8re. Une revalorisation salariale devra \u00eatre assum\u00e9e pour des si\u00e8cles et des si\u00e8cles, quels que soient les r\u00e9sultats futurs de l\u2019entreprise. Ils peuvent \u00eatre parfaitement raisonnables aujourd\u2019hui et devenir totalement insupportables d\u00e8s l\u2019ann\u00e9e prochaine.
\nSi nous pouvions travailler sur une r\u00e9mun\u00e9ration variable d\u00e9fiscalis\u00e9e et\/ou exon\u00e9r\u00e9e de charges sociales, directement li\u00e9e aux r\u00e9sultats op\u00e9rationnels de la bo\u00eete, nous aurions \u00e0 la fois une solution de r\u00e9partition des profits, avec un vrai impact en cash net pour les travailleurs et en ligne avec la sant\u00e9 de l\u2019entreprise. La participation b\u00e9n\u00e9ficiaire co\u00fbte aujourd\u2019hui beaucoup trop cher aux employeurs pour un impact concret limit\u00e9 aupr\u00e8s des travailleurs. Les premiers b\u00e9n\u00e9ficiaires des profits g\u00e9n\u00e9r\u00e9s sont actuellement les actionnaires (pas d\u2019hypocrisie entre nous) et l\u2019Etat (solidarit\u00e9 oblige et c\u2019est bien comme cela). Si nous voulons agrandir le cercle des b\u00e9n\u00e9ficiaires et y inviter les travailleurs, il sera n\u00e9cessaire de revoir la donne sur le plan fiscal. Cela reste \u00e0 ce jour le seul moyen de ne pas handicaper \u00e0 long terme la structure de co\u00fbts de nos entreprises voire de perdre la ma\u00eetrise des r\u00e9mun\u00e9rations.<\/p>\n

Talents fatigu\u00e9s, revenus mitig\u00e9s…<\/em><\/strong><\/p>\n

Notre r\u00e9alit\u00e9 est faite de hauts et de bas dans les performances. Difficile de performer \u00e0 un niveau r\u00e9gulier. Or, le principal ennemi de la s\u00e9r\u00e9nit\u00e9, c\u2019est l\u2019inconstance\u2026 La question que nous invitons \u00e0 poser est celle de la gestion raisonnable des efforts et du capital \u2018\u00e9nergie\u2019 au sein de nos \u00e9quipes. Se pose naturellement aussi celle de la mani\u00e8re dont ces efforts sont r\u00e9partis au sein du collectif\u2026
\nEssayons donc d\u2019\u00eatre plus attentifs encore \u00e0 la forme affich\u00e9e par nos coll\u00e8gues. M\u00eame si nous n\u2019avons pas de mesure concr\u00e8te \u00e0 ce jour, la fatigue accumul\u00e9e par celles et ceux qui contribuent aux r\u00e9sultats est d\u00e9terminante pour fixer les ambitions de l\u2019ensemble.
\nG\u00e9rer l\u2019\u00e9nergie des effectifs, de fa\u00e7on rationnelle afin d\u2019assurer la profitabilit\u00e9 durable de l’entreprise\u2026 La similitude avec la r\u00e9alit\u00e9 de chaque citoyen est frappante, n\u2019est-elle pas? Vous me direz\u2026 Comparer la gestion des ressources physiques et mentales des travailleurs \u00e0 la mani\u00e8re dont nous consommons le gaz et l\u2019\u00e9lectricit\u00e9? Une bonne id\u00e9e? Disons que la question m\u00e9rite d\u2019\u00eatre pos\u00e9e et que, \u00e0 l\u2019approche des f\u00eates de fin d\u2019ann\u00e9e, peut-\u00eatre avons nous besoin d\u2019un peu de repos\u2026<\/p>\n

Jean-Paul Erhard<\/p>\n","protected":false},"excerpt":{"rendered":"

\u00ab\u00a0Je te tiens, tu me tiens par la barbichette\u2026 Le premier qui c\u00e9dera aura une\u2026 \u00bb M\u00eame si nous plaidons pour sortir d\u00e9finitivement de toute logique d\u2019affrontement lorsqu\u2019il s\u2019agit de la relation employ\u00e9\/employeur, nous pouvons reconna\u00eetre que la tension est […]<\/p>\n","protected":false},"author":2,"featured_media":13812,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[1486,218,30,1002,17,445],"yoast_head":"\nEditorial - Talent Management et Profitabilit\u00e9, la grande menace. - 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\/editorial-talent-management-profitabilite-grande-menace\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Editorial - 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