{"id":17315,"date":"2025-01-29T21:24:20","date_gmt":"2025-01-29T19:24:20","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=17315"},"modified":"2025-01-29T21:24:20","modified_gmt":"2025-01-29T19:24:20","slug":"editorial-crispation-autour-de-nos-structures-de-couts-les-entreprises-doivent-maitriser-leurs-donnees-rh-a-la-perfection","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-crispation-autour-de-nos-structures-de-couts-les-entreprises-doivent-maitriser-leurs-donnees-rh-a-la-perfection\/","title":{"rendered":"\u00c9ditorial \u2013 Crispation autour de nos structures de co\u00fbts: les entreprises doivent ma\u00eetriser leurs donn\u00e9es RH \u00e0 la perfection."},"content":{"rendered":"

La culture du chiffre doit s\u2019installer au sein des \u00e9quipes en charge du People Management. Cela n\u2019a jamais \u00e9t\u00e9 vraiment le cas jusqu\u2019\u00e0 pr\u00e9sent. Plusieurs raisons pour cela: une ma\u00eetrise approximative des donn\u00e9es budg\u00e9taires, la complexit\u00e9 r\u00e9glementaire et aussi cette foutue difficult\u00e9 \u00e0 quantifier tout ce que nous pensons immat\u00e9riel (bien-\u00eatre, motivation, cr\u00e9ativit\u00e9, intelligence collective\u2026). Pourquoi est-il important que cela change ?
\nD\u2019une part, parce que, apr\u00e8s avoir tenu bon pendant la pand\u00e9mie et sa phase de reprise, nos structures ne peuvent plus r\u00e9sister \u00e0 la pression terrible des charges qui augmentent sans cesse. Et d\u2019autre part, parce qu\u2019il sera impossible d\u2019impacter positivement le pouvoir d\u2019achat des travailleurs sans jongler parfaitement avec les donn\u00e9es chiffr\u00e9es des co\u00fbts du personnel. Alors, on sort les calculettes et on y va ?<\/p>\n

Il y a toujours des petits diables dans les d\u00e9tails. Il y a souvent une extr\u00eame prudence vis-\u00e0-vis des co\u00fbts li\u00e9s \u00e0 l\u2019humain dans nos entreprises. Le terrain est min\u00e9 par les sables mouvants de l\u2019administration et par l\u2019incertitude. Construire une \u00e9quipe et la r\u00e9mun\u00e9rer ne garantit rien en mati\u00e8re de productivit\u00e9. Et l\u2019enveloppe budg\u00e9taire d\u00e9di\u00e9e \u00e0 cette \u00e9quipe peut exploser sous l\u2019effet d\u2019une indexation, des absences, des accidents de la vie\u2026 Le terrain est min\u00e9 et pourtant, il faudra bien l\u2019explorer en profondeur.<\/p>\n

Des professionnels RH un jour r\u00e9concili\u00e9s avec les chiffres gr\u00e2ce \u00e0 la culture Data?<\/em><\/strong><\/h3>\n

Droit au but : le postulat selon lequel les profils en charge du People Management ne sont pas c\u00e2bl\u00e9s pour jongler avec les chiffres est une pure connerie. Le d\u00e9veloppement d\u2019une forme d\u2019intelligence \u00e9motionnelle et la compr\u00e9hension des dynamiques de groupe n\u2019a jamais interdit \u00e0 quiconque de pouvoir r\u00e9aliser des \u00e9quations plus ou moins simples.<\/p>\n

Imaginer des hypoth\u00e8ses budg\u00e9taires et ma\u00eetriser le d\u00e9tail des co\u00fbts de nos structures n\u2019est pas forc\u00e9ment \u00e0 la port\u00e9e de tous. Mais ce n\u2019est pas non plus une t\u00e2che insurmontable. C\u2019est ce qui est attendu aujourd\u2019hui au sein des comit\u00e9s de direction et des conseils d\u2019administration. Nous pouvons, en mati\u00e8re de RH comme ailleurs, mod\u00e9liser les co\u00fbts des \u00e9v\u00e9nements pr\u00e9visibles. Les recrutements, les d\u00e9parts, les absences et bien s\u00fbr les performances exceptionnelles peuvent \u00eatre chiffr\u00e9es, ce qui permet d\u2019offrir une meilleure s\u00e9curit\u00e9 de gestion \u00e0 l\u2019entreprise dans son ensemble (y compris donc \u00e0 ses collaborateurs). C\u2019est \u00e0 cela, entre autres, que sert la culture de la data que nous d\u00e9fendons souvent.<\/p>\n

Travail flexible et ins\u00e9curit\u00e9<\/strong><\/em><\/h3>\n

La principale difficult\u00e9 que nous pouvons rencontrer sur ce terrain est peut-\u00eatre d\u2019ordre philosophique. L\u2019\u00e9volution de nos organisations du travail repose sur la flexibilit\u00e9. Les co\u00fbts humains p\u00e8sent lourd dans les calculs de rentabilit\u00e9 de nos entreprises. Logiquement, nous cherchons les moyens de les mettre en phase avec des activit\u00e9s qui bougent avec l\u2019\u00e9volution du march\u00e9. Loin d\u2019\u00eatre \u00e9vident\u2026<\/p>\n

Il faudrait pouvoir r\u00e9agir sans d\u00e9lai lorsque le march\u00e9 va mal. Idem lorsque la demande explose.
\nLes solutions que nous avons imagin\u00e9es pour faire face \u00e0 l\u2019incertitude reposent sur des statuts et des mod\u00e8les d\u2019organisation flexibles. Et nous avons \u00e9t\u00e9 tr\u00e8s cr\u00e9atifs. L\u2019effet sur les travailleurs de cette flexibilit\u00e9 de statut et de r\u00e9mun\u00e9ration, c\u2019est une sensation de pr\u00e9carit\u00e9. Celle-ci est renforc\u00e9e par notre mod\u00e8le de soci\u00e9t\u00e9 qui consid\u00e8re que la s\u00e9curit\u00e9 d\u2019emploi existe encore. Il suffit de faire l\u2019exp\u00e9rience d\u2019une demande de cr\u00e9dit bancaire pour s\u2019en rendre compte. Solliciter une banque avec un statut flexible est une punition. Le d\u00e9calage entre la r\u00e9alit\u00e9 de nos entreprises et celle de nos vies administratives est trop grand. Changeons cela.<\/p>\n

L\u2019id\u00e9e insupportable d\u2019\u00eatre consid\u00e9r\u00e9s comme des variables d\u2019ajustement<\/em><\/strong><\/h3>\n

Dans un contexte de crise \u00e9conomique, le r\u00e9flexe naturel de l\u2019entreprise consiste \u00e0 r\u00e9duire ses co\u00fbts fixes. Simple\u2026 et inqui\u00e9tant pour les \u00e9quipes qui font n\u00e9cessairement partie de cette cat\u00e9gorie de co\u00fbts. Cela reste probl\u00e9matique de vivre et de travailler avec l\u2019\u00e9tiquette de \u2018variable d\u2019ajustement\u2019 lorsque la situation se d\u00e9grade.
\nEn plus de repr\u00e9senter un centre de co\u00fbts peu mall\u00e9able, les frais de personnels augmentent r\u00e9guli\u00e8rement au fil des indexations ou via la b\u00eate mise en application des \u00e9chelles bar\u00e9miques. Qui croit encore par ailleurs \u00e0 une r\u00e9forme fiscale qui permettrait d\u2019all\u00e9ger le poids de la taxation sur le travail pour nos entreprises? Personne.<\/p>\n

Au final, il semble impossible de r\u00e9pondre \u00e0 la fois aux attentes des travailleurs en mati\u00e8re de pouvoir d\u2019achat et \u00e0 la n\u00e9cessit\u00e9 de \u2018serrer\u2019 les co\u00fbts lorsque la rentabilit\u00e9 est menac\u00e9e.
\nNous pouvons cependant y arriver, \u00e0 condition de r\u00e9ussir \u00e0 int\u00e9grer dans nos politiques de r\u00e9mun\u00e9ration une part tangible qui soit li\u00e9e aux r\u00e9sultats (concentr\u00e9e \u00e0 coup s\u00fbr sur les plus hauts revenus) et de pr\u00e9voir que celle-ci soit suffisante pour r\u00e9sister lorsque les temps sont durs.<\/p>\n

La ma\u00eetrise des co\u00fbts humains de nos organisations s\u2019impose, aujourd\u2019hui plus que jamais, comme une discipline essentielle. La ma\u00eetrise des chiffres est la condition sine qua non au d\u00e9veloppement d\u2019une facult\u00e9 d\u2019anticipation qui nous a tellement manqu\u00e9 lors de toutes les crises pr\u00e9c\u00e9dentes.
\nEt malgr\u00e9 tout, rappelons-nous que les chiffres ne sont jamais une finalit\u00e9. Ils ne servent qu\u2019\u00e0 accro\u00eetre notre capacit\u00e9 \u00e0 nous projeter vers un avenir prometteur. Une traduction binaire de notre leadership.<\/p>\n

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

La culture du chiffre doit s\u2019installer au sein des \u00e9quipes en charge du People Management. Cela n\u2019a jamais \u00e9t\u00e9 vraiment le cas jusqu\u2019\u00e0 pr\u00e9sent. Plusieurs raisons pour cela: une ma\u00eetrise approximative des donn\u00e9es budg\u00e9taires, la complexit\u00e9 r\u00e9glementaire et aussi cette […]<\/p>\n","protected":false},"author":2,"featured_media":17316,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[979,3811,113,508,754,2956,370],"yoast_head":"\n\u00c9ditorial \u2013 Crispation autour de nos structures de co\u00fbts: les entreprises doivent ma\u00eetriser leurs donn\u00e9es RH \u00e0 la perfection. - 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-crispation-autour-de-nos-structures-de-couts-les-entreprises-doivent-maitriser-leurs-donnees-rh-a-la-perfection\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u00c9ditorial \u2013 Crispation autour de nos structures de co\u00fbts: les entreprises doivent ma\u00eetriser leurs donn\u00e9es RH \u00e0 la perfection. - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"La culture du chiffre doit s\u2019installer au sein des \u00e9quipes en charge du People Management. Cela n\u2019a jamais \u00e9t\u00e9 vraiment le cas jusqu\u2019\u00e0 pr\u00e9sent. 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