{"id":15589,"date":"2024-01-25T04:16:25","date_gmt":"2024-01-25T02:16:25","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=15589"},"modified":"2024-01-25T04:55:11","modified_gmt":"2024-01-25T02:55:11","slug":"editorial-le-stress-lennui-et-une-charge-de-travail-si-mal-repartie-entre-collaborateurs","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-le-stress-lennui-et-une-charge-de-travail-si-mal-repartie-entre-collaborateurs\/","title":{"rendered":"\u00c9ditorial \u2013 Le stress, l\u2019ennui et une charge de travail souvent mal r\u00e9partie entre collaborateurs\u2026"},"content":{"rendered":"

Des travailleurs qui peinent \u00e0 faire face au nombre de leurs t\u00e2ches et d\u2019autres qui tra\u00eenent leur ennui\u2026 Dans la m\u00eame entreprise ? Bien s\u00fbr que cela existe. C\u2019est m\u00eame fr\u00e9quent. Mieux r\u00e9partir la charge de travail au sein de nos \u00e9quipes, ce n\u2019est pas seulement une question de bon sens. Si c\u2019\u00e9tait le cas, ce serait un \u2018probl\u00e8me\u2019 de gestion quotidienne assez simple \u00e0 appr\u00e9hender. En l\u2019occurrence, cela touche \u00e0 plusieurs dimensions essentielles du people management : le d\u00e9veloppement des comp\u00e9tences, la planification des effectifs, la performance collective, le bien-\u00eatre et la gestion des \u00e9nergies\u2026 De quoi en faire une \u00e9quation impossible \u00e0 r\u00e9soudre?<\/p>\n

Les \u00e9quipes sont habitu\u00e9es \u00e0 vivre avec ces d\u00e9s\u00e9quilibres. On peut d\u2019ailleurs se demander pourquoi celles et ceux qui travaillent beaucoup acceptent d\u2019\u00e9voluer avec des coll\u00e8gues qui repoussent chaque jour les limites de l\u2019oisivet\u00e9 ou d\u00e9veloppent leurs aptitudes \u00e0 la procrastination. Elles\/ils semblent m\u00eame plut\u00f4t bien vivre ensemble. Pourquoi essayer donc de corriger une situation complexe alors que les r\u00e9sultats ne sont pas forc\u00e9ment mauvais? Voici pourquoi\u2026<\/p>\n

Dimension de justice ?<\/em><\/strong><\/h3>\n

Premier argument : il faut que nous puissions \u00e9voluer ensemble dans un cadre qui est juste. Or, l\u2019entreprise n\u2019est ni un lieu d\u00e9mocratique, ni un environnement fondamentalement \u2018juste\u2019. Il y a des d\u00e9s\u00e9quilibres partout, des traitements de faveur, des inimiti\u00e9s crasses qui polluent la prise de d\u00e9cision rationnelle, et bon nombre d\u2019autres param\u00e8tres \u2018imparfaits\u2019. Le manager, et en particulier le People Manager ou le DRH, n\u2019est pas un justicier. Il n\u2019est pas d\u00e9tenteur du droit, il incarne au mieux une morale partag\u00e9e au sein du collectif. Il y a d\u00e8s lors un premier enjeu de reconnaissance vis-\u00e0-vis de ceux qui performent ET un deuxi\u00e8me d\u00e9fi qui consiste \u00e0 n\u2019abandonner personne au bord de la route. Un grand \u00e9cart permanent.<\/p>\n

Prot\u00e9ger nos \u00e9quipes contre elles-m\u00eames et l\u2019\u00e9puisement garanti<\/em><\/strong><\/h3>\n

Deuxi\u00e8me dimension, pour suivre (et survivre): la durabilit\u00e9. Le c\u00f4t\u00e9 ironique de l\u2019histoire, c\u2019est que les deux comportements extr\u00eames (la surcharge et l\u2019ennui au travail) d\u00e9livrent le m\u00eame engrenage au final : le d\u00e9sengagement progressif qui m\u00e8ne au rejet du travail. La raison pour laquelle nous devons agir est simple : le c\u0153ur du People Management consiste \u00e0 pr\u00e9server \u2013 et dans le meilleur des cas, \u00e0 am\u00e9liorer \u2013 l\u2019int\u00e9grit\u00e9 physique et mentale de chacune et de chacun \u00e0 l\u2019int\u00e9rieur des organisations qui nous sont confi\u00e9es. Il nous appartient d\u2019installer une d\u00e9marche pr\u00e9ventive qui concerne tous les travailleurs sans exception et dont l\u2019objectif simple consiste \u00e0 les soutenir lorsque c\u2019est n\u00e9cessaire. Ensuite, nous pouvons viser plus haut, en pariant sur l\u2019\u00e9panouissement des individus et sur le partage d\u2019une exp\u00e9rience positive.<\/p>\n

Performance collective, \u00e9videmment<\/em><\/strong><\/h3>\n

Synchroniser les \u00e9quipes et les efforts est (devenu) un art. Nous \u00e9voquons souvent l\u2019individualisation de la relation de travail qui se manifeste non seulement dans les \u00e9l\u00e9ments qui r\u00e9gissent le contrat employeur\/employ\u00e9 mais aussi dans les prestations quotidiennes. En cons\u00e9quence, nous devons accepter avec chaque collaborateur qu\u2019il y ait des temps forts et des temps faibles. Il reste ensuite \u00e0 veiller \u00e0 ce qu\u2019ils soient r\u00e9partis \u00e9quitablement au sein des \u00e9quipes\u2026 La planification des effectifs ne suffit pas pour que la performance soit au rendez-vous. Ce sont les interfaces qui m\u00e9ritent notre attention. Quel que soit le terme utilis\u00e9 – alignement, communication, solidarit\u00e9 -, il y a un travail \u00e0 r\u00e9aliser sur le plan organisationnel pour que les efforts des un.e.s ne soient pas ruin\u00e9s par l\u2019apathie des autres.<\/p>\n

La gestion (pas si) simple d\u2019une charge de travail mieux r\u00e9partie exige que nous puissions chercher sans rel\u00e2che la bonne articulation entre les besoins individuels et collectifs ainsi que la coordination des efforts de chacun afin que ceux-ci se r\u00e9pondent et se compl\u00e8tent.
\nAu fond, il y a de la frustration lorsque nous devons constater que des r\u00f4les, des responsabilit\u00e9s, des processus que nous avons d\u00e9crits en long et en large ne se d\u00e9roulent pas comme pr\u00e9vu. L\u2019auto-r\u00e9gulation naturelle ne fonctionne que rarement. La collaboration, comme r\u00e9sultat de l\u2019addition de nos temps forts et de nos temps faibles doit \u00eatre stimul\u00e9e. Est-ce une priorit\u00e9 pour un People Manager dot\u00e9 d\u2019un niveau d\u2019ambition raisonnable ? Allez! Question suivante.<\/p>\n

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

Des travailleurs qui peinent \u00e0 faire face au nombre de leurs t\u00e2ches et d\u2019autres qui tra\u00eenent leur ennui\u2026 Dans la m\u00eame entreprise ? Bien s\u00fbr que cela existe. C\u2019est m\u00eame fr\u00e9quent. Mieux r\u00e9partir la charge de travail au sein de […]<\/p>\n","protected":false},"author":2,"featured_media":15590,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[746,20,839,3964,109,18],"yoast_head":"\n\u00c9ditorial \u2013 Le stress, l\u2019ennui et une charge de travail souvent mal r\u00e9partie entre collaborateurs\u2026 - 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-le-stress-lennui-et-une-charge-de-travail-si-mal-repartie-entre-collaborateurs\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u00c9ditorial \u2013 Le stress, l\u2019ennui et une charge de travail souvent mal r\u00e9partie entre collaborateurs\u2026 - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"Des travailleurs qui peinent \u00e0 faire face au nombre de leurs t\u00e2ches et d\u2019autres qui tra\u00eenent leur ennui\u2026 Dans la m\u00eame entreprise ? 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