{"id":15461,"date":"2023-12-21T05:43:11","date_gmt":"2023-12-21T03:43:11","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=15461"},"modified":"2023-12-21T05:43:11","modified_gmt":"2023-12-21T03:43:11","slug":"editorial-analogie-combien-de-temps-faut-il-pour-etre-un-bon-people-manager","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-analogie-combien-de-temps-faut-il-pour-etre-un-bon-people-manager\/","title":{"rendered":"Editorial & Analogie – Combien de temps faut-il pour \u00eatre un bon People Manager?"},"content":{"rendered":"

Imaginons que chacune de nos entreprises soit un village. Il y a dans chaque village des r\u00f4les embl\u00e9matiques, ce que nous appelons aujourd\u2019hui des \u2018persona’s’: le bourgmestre bien s\u00fbr, l’enseignant, le boulanger, le flic, le juge, le guide spirituel (cur\u00e9, imam, rabbin, grand ma\u00eetre\u2026 c\u2019est comme vous voulez)\u2026 Notre question du jour sera bas\u00e9e sur cette analogie: au sein de votre propre village – de votre entreprise donc -, quel est selon vous le r\u00f4le ou le persona qui correspond le mieux \u00e0 celle ou celui qui prend la responsabilit\u00e9 du People Management et des RH? De notre c\u00f4t\u00e9, c\u2019est celui de l’agriculteur que nous voulons retenir. Celui ou celle qui nourrit les autres, qui cultive la terre et g\u00e8re ses \u00e9levages en esp\u00e9rant jour apr\u00e8s jour que la r\u00e9colte sera fructueuse. Vous voyez l\u2019id\u00e9e? Explications. <\/p>\n

Un m\u00e9tier noble et ingrat<\/em><\/strong><\/h3>\n

Peu importe sa taille et son secteur d\u2019activit\u00e9s, l\u2019entreprise est un condens\u00e9 de notre soci\u00e9t\u00e9, compos\u00e9 de personnes qui se retrouvent et vivent ensemble. Qu\u2019y a-t-il de plus fondamental, au sein d\u2019un groupe, que de cultiver et de nourrir? Il s\u2019agit d\u2019une mission noble\u2026 qui peut rapidement devenir un fardeau. Nous sommes concr\u00e8tement responsables d\u2019un territoire sur lequel nous essayons de servir nos semblables. Comment y arriver? Nous avons besoin de temps pour chercher les meilleurs dosages, pour voir pousser nos plantations et in fine, organiser la r\u00e9colte avant de repartir dans un nouveau cycle. Et celui-ci se r\u00e9p\u00e8te inlassablement, ann\u00e9e apr\u00e8s ann\u00e9e.<\/p>\n

Les r\u00e9sultats de nos efforts se mesurent bien s\u00fbr gr\u00e2ce \u00e0 la satisfaction imm\u00e9diate affich\u00e9e par nos coll\u00e8gues. Ils s\u2019\u00e9valuent aussi \u00e0 la lumi\u00e8re du d\u00e9veloppement \u00e0 long terme de ces derniers.
\nCette double gestion du temps, \u00e7\u00e0d r\u00e9ussir \u00e0 cumuler les court et long termes, est peut-\u00eatre le coeur du People Management, au m\u00eame titre que la conciliation des int\u00e9r\u00eats individuels et collectifs.<\/p>\n

Plus vite, plus loin, plus fort\u2026 Quitte \u00e0 perturber les \u00e9quilibres naturels?<\/em><\/strong><\/h3>\n

\u00catre agriculteur aujourd\u2019hui, cela n\u2019a plus grand chose \u00e0 voir avec la repr\u00e9sentation du fermier \u00e0 l\u2019ancienne. C\u2019est un ing\u00e9nieur, soumis \u00e0 des imp\u00e9ratifs de productivit\u00e9 et \u00e0 des (r)\u00e9volutions technologiques fr\u00e9quentes. C\u2019est aussi un acteur majeur de la durabilit\u00e9. Les parall\u00e8les avec nos m\u00e9tiers nous semblent \u00e9vidents. A l\u2019heure o\u00f9 l\u2019Intelligence Artificielle occupe toutes les conversations et que les data s\u2019installent pour de bon dans le cockpit de pilotage de l\u2019entreprise.
\nLa technologie vient soutenir avec une belle efficacit\u00e9 notre recherche de productivit\u00e9. Attention, cependant… A force de pousser nos ressources aux limites de leur rentabilit\u00e9 imm\u00e9diate, nous savons que nous entamons s\u00e9rieusement leur seuil de r\u00e9sistance \u00e0 l\u2019effort.<\/p>\n

Accepter d\u2019\u00eatre soumis aux temp\u00eates et de tout perdre<\/em><\/strong><\/h3>\n

Enfin, lorsqu\u2019on s\u00e8me quelques graines, c\u2019est bien entendu toujours avec la perspective de voir \u00e9clore les semences et d\u2019\u00eatre au premier rang lorsque sera venu le temps de la r\u00e9colte. Mais il n\u2019y a aucune garantie. Tant qu\u2019\u00e0 verser dans la m\u00e9taphore, le d\u00e9r\u00e8glement climatique est une r\u00e9alit\u00e9. Les catastrophes \u2019naturelles\u2019 sont de plus en plus nombreuses. Nous vivons exactement les m\u00eames ph\u00e9nom\u00e8nes dans nos entreprises. Les temp\u00eates plus ou moins pr\u00e9visibles se succ\u00e8dent et menacent r\u00e9ellement la continuit\u00e9 des activit\u00e9s. Au gr\u00e9 d’une pand\u00e9mie, d\u2019un conflit international ou d’une crise \u00e9nerg\u00e9tique, la gestion d\u2019une entreprise est aujourd\u2019hui la qu\u00eate d\u2019un \u00e9quilibre fragile. Quant aux \u00e9quipes qui vivent ces crises dans leur chair, elles envisagent de partir vers d\u2019autres cieux qu\u2019elles esp\u00e8rent moins hostiles. Le risque de tout perdre est omnipr\u00e9sent. Il faut vivre avec et \u00eatre pr\u00eat \u00e0 tout reconstruire.<\/p>\n

Le temps n\u00e9cessaire pour devenir un bon people manager n\u2019est pas uniquement celui qui consiste \u00e0 accumuler du v\u00e9cu et des exp\u00e9riences. C\u2019est \u00e0 la fois celui qu\u2019il faut pour apprendre \u00e0 faire face \u00e0 toutes les \u00e9ventualit\u00e9s (les catastrophes et les opportunit\u00e9s) ET celui dont nos coll\u00e8gues ont besoin pour r\u00e9colter les fruits de ce que nous avons sem\u00e9 pour eux. Parfois, sous la pression des r\u00e9sultats, il arrive que nous perdions de vue la finalit\u00e9 de l\u2019ensemble de nos efforts. Le bon sens fermier peut alors nous ramener dans le droit chemin. Le People Manager, \u00e0 l\u2019instar de son cousin agriculteur, est l\u00e0 pour cultiver et nourrir, au sens propre comme au sens figur\u00e9. Un r\u00f4le indispensable aujourd\u2019hui et pour longtemps.<\/p>\n

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

Imaginons que chacune de nos entreprises soit un village. Il y a dans chaque village des r\u00f4les embl\u00e9matiques, ce que nous appelons aujourd\u2019hui des \u2018persona’s’: le bourgmestre bien s\u00fbr, l’enseignant, le boulanger, le flic, le juge, le guide spirituel (cur\u00e9, […]<\/p>\n","protected":false},"author":2,"featured_media":15462,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[47,303,189,232],"yoast_head":"\nEditorial & Analogie - Combien de temps faut-il pour \u00eatre un bon People Manager? - 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-analogie-combien-de-temps-faut-il-pour-etre-un-bon-people-manager\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Editorial & Analogie - Combien de temps faut-il pour \u00eatre un bon People Manager? - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"Imaginons que chacune de nos entreprises soit un village. 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