{"id":17389,"date":"2025-02-19T11:50:01","date_gmt":"2025-02-19T09:50:01","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=17389"},"modified":"2025-02-19T11:50:01","modified_gmt":"2025-02-19T09:50:01","slug":"le-refus-dinvestir-les-roles-de-management-de-la-generation-z-un-reel-souci-pour-nos-entreprises","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/le-refus-dinvestir-les-roles-de-management-de-la-generation-z-un-reel-souci-pour-nos-entreprises\/","title":{"rendered":"Le refus d’investir les r\u00f4les de management de la G\u00e9n\u00e9ration Z, un r\u00e9el souci pour nos entreprises?"},"content":{"rendered":"

La mont\u00e9e du \u00ab\u00a0conscious unbossing\u00a0\u00bb, avec la g\u00e9n\u00e9ration Z qui s’\u00e9loigne consciemment des r\u00f4les de management traditionnels, pousse les organisations \u00e0 r\u00e9\u00e9valuer leurs structures et leurs parcours de carri\u00e8re. Faut-il vraiment essayer d’inverser la tendance?<\/p>\n

Une \u00e9tude men\u00e9e par le sp\u00e9cialiste mondial des solutions de talents Robert Walters montre que 42% des professionnels de la g\u00e9n\u00e9ration Z ne souhaitent pas devenir des cadres (interm\u00e9diaires) et que 74% d’entre eux pr\u00e9f\u00e8rent l’autonomie \u00e0 un poste de manager. Comment les entreprises peuvent-elles tirer parti de cette tendance tout en renfor\u00e7ant leur culture de leadership?<\/p>\n

1. Red\u00e9finir le leadership<\/em><\/strong><\/h3>\n

\u00ab\u00a0La g\u00e9n\u00e9ration Z ne voit pas n\u00e9cessairement le management comme une promotion, mais plut\u00f4t comme une responsabilit\u00e9 suppl\u00e9mentaire avec des avantages limit\u00e9s\u00a0\u00bb<\/em>, explique Kevin Blockx, senior manager chez Robert Walters. \u00ab\u00a0L’\u00e9tude montre que 61 % des personnes interrog\u00e9es de la g\u00e9n\u00e9ration Z consid\u00e8rent que le management interm\u00e9diaire n’est pas attractif en raison du stress \u00e9lev\u00e9 et de la faible r\u00e9mun\u00e9ration. Les organisations peuvent rendre le leadership plus attrayant en abandonnant les hi\u00e9rarchies traditionnelles et en s’orientant vers un leadership partag\u00e9, o\u00f9 les employ\u00e9s ont davantage leur mot \u00e0 dire et plus de responsabilit\u00e9s sans \u00eatre coinc\u00e9s dans une structure descendante.\u00a0\u00bb<\/em><\/p>\n

Conseil : Encouragez le leadership bas\u00e9 sur le coaching et les projets, o\u00f9 les employ\u00e9s assument temporairement un r\u00f4le de leader sans \u00eatre coinc\u00e9s dans un poste de management traditionnel.<\/p>\n

2. Cr\u00e9er des voies de croissance alternatives<\/em><\/strong><\/h3>\n

\u00ab\u00a0Pour de nombreux membres de la g\u00e9n\u00e9ration Z, la croissance est synonyme de d\u00e9veloppement de leur expertise, et non de gestion d’\u00e9quipes. Pas moins de 65% des r\u00e9pondants de la Gen Z pr\u00e9f\u00e8rent une structure bas\u00e9e sur le travail en \u00e9quipe, tandis que seulement 5% optent pour une hi\u00e9rarchie traditionnelle. Les organisations peuvent offrir des alternatives attrayantes pour le d\u00e9veloppement de carri\u00e8re sans faire du management une \u00e9tape obligatoire.\u00a0\u00bb<\/em><\/p>\n

Conseil : d\u00e9veloppez un mod\u00e8le de \u00ab\u00a0double parcours de carri\u00e8re\u00a0\u00bb o\u00f9 les employ\u00e9s peuvent \u00e9voluer en tant que sp\u00e9cialistes ou managers, en fonction de leurs ambitions et de leurs talents.<\/p>\n

3. Cr\u00e9er un environnement de travail flexible et inclusif<\/em><\/strong><\/h3>\n

\u00ab\u00a0La g\u00e9n\u00e9ration Z valorise l’autonomie et une structure organisationnelle plate. Cela ne signifie pas que les managers sont superflus, mais plut\u00f4t que leur r\u00f4le devrait \u00e9voluer vers un leadership facilitateur plut\u00f4t que vers une gestion contr\u00f4lante,\u00a0\u00bb<\/em> note Kevin.<\/p>\n

Conseil : donnez aux \u00e9quipes plus d’autonomie gr\u00e2ce \u00e0 des groupes de travail autog\u00e9r\u00e9s et encouragez la coop\u00e9ration horizontale au lieu de stricts niveaux hi\u00e9rarchiques.<\/p>\n

4. Fournir un soutien et un d\u00e9veloppement sur mesure<\/em><\/strong><\/h3>\n

\u00ab\u00a0La g\u00e9n\u00e9ration Z souhaite se d\u00e9velopper et acqu\u00e9rir de nouvelles comp\u00e9tences, mais pas n\u00e9cessairement dans un poste de management traditionnel. C’est pourquoi il est important d’investir dans des parcours de d\u00e9veloppement individuels qui correspondent \u00e0 leurs objectifs personnels et professionnels.\u00a0\u00bb<\/em><\/p>\n

Conseil : Proposez un mentorat et un coaching aux jeunes professionnels, avec des coll\u00e8gues exp\u00e9riment\u00e9s qui les guident \u00e0 la fois dans leurs comp\u00e9tences en mati\u00e8re de leadership et dans leur d\u00e9veloppement personnel.<\/p>\n

5. Rendre le management plus attractif<\/em><\/strong><\/h3>\n

\u00ab\u00a0L’image n\u00e9gative des cadres interm\u00e9diaires peut \u00eatre renvers\u00e9e en positionnant mieux la fonction et en fournissant le soutien ad\u00e9quat. Notre \u00e9tude montre que 22% des membres de la g\u00e9n\u00e9ration Z consid\u00e8rent la prise de d\u00e9cision limit\u00e9e comme une contrainte, tandis que 13% d’entre eux voient le manque de cr\u00e9ativit\u00e9 comme un obstacle. Il est possible d’y rem\u00e9dier en divisant les t\u00e2ches plus efficacement et en donnant aux managers plus d’espace de d\u00e9cision.\u00a0\u00bb<\/em><\/p>\n

Conseil : r\u00e9duisez la bureaucratie et donnez aux cadres interm\u00e9diaires plus d’autonomie et d’influence strat\u00e9gique afin que leur r\u00f4le apporte une r\u00e9elle valeur ajout\u00e9e.<\/p>\n

La procrastination n’est pas une solution<\/em><\/strong><\/h3>\n

\u00ab\u00a0Au lieu de consid\u00e9rer la tendance du \u00ab\u00a0conscious unbossing\u00a0\u00bb comme une menace, les organisations peuvent l’utiliser pour moderniser leurs structures. En red\u00e9finissant le leadership et en cr\u00e9ant un environnement de travail inclusif, les entreprises peuvent non seulement attirer et retenir la g\u00e9n\u00e9ration Z, mais aussi construire une organisation \u00e0 l’\u00e9preuve du temps. Il ne s’agit pas d’un probl\u00e8me \u00e0 long terme – il faut agir maintenant. Si nous n’agissons pas \u00e0 temps, nous risquons d’avoir un avenir avec trop peu de leaders forts et un manque de mentors pour la prochaine g\u00e9n\u00e9ration de managers\u00a0\u00bb<\/em>, conclut Kevin.<\/p>\n","protected":false},"excerpt":{"rendered":"

La mont\u00e9e du \u00ab\u00a0conscious unbossing\u00a0\u00bb, avec la g\u00e9n\u00e9ration Z qui s’\u00e9loigne consciemment des r\u00f4les de management traditionnels, pousse les organisations \u00e0 r\u00e9\u00e9valuer leurs structures et leurs parcours de carri\u00e8re. Faut-il vraiment essayer d’inverser la tendance?<\/p>\n","protected":false},"author":2,"featured_media":17390,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,10],"tags":[24,3708,243,189,183],"yoast_head":"\nLe refus d'investir les r\u00f4les de management de la G\u00e9n\u00e9ration Z, un r\u00e9el souci pour nos entreprises? - 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\/le-refus-dinvestir-les-roles-de-management-de-la-generation-z-un-reel-souci-pour-nos-entreprises\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le refus d'investir les r\u00f4les de management de la G\u00e9n\u00e9ration Z, un r\u00e9el souci pour nos entreprises? - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"La mont\u00e9e du \u00ab\u00a0conscious unbossing\u00a0\u00bb, avec la g\u00e9n\u00e9ration Z qui s’\u00e9loigne consciemment des r\u00f4les de management traditionnels, pousse les organisations \u00e0 r\u00e9\u00e9valuer leurs structures et leurs parcours de carri\u00e8re. 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