{"id":19365,"date":"2026-07-08T16:14:40","date_gmt":"2026-07-08T14:14:40","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=19365"},"modified":"2026-07-08T16:14:40","modified_gmt":"2026-07-08T14:14:40","slug":"editorial-dites-rassurez-nous-votre-strategie-de-gestion-des-competences-elle-est-bien-hybride","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-dites-rassurez-nous-votre-strategie-de-gestion-des-competences-elle-est-bien-hybride\/","title":{"rendered":"\u00c9ditorial \u2013 Dites, rassurez-nous\u2026 Votre strat\u00e9gie de gestion des comp\u00e9tences, elle est bien hybride?"},"content":{"rendered":"

La mise \u00e0 jour des comp\u00e9tences de nos \u00e9quipes internes est une course sans fin dans laquelle il ne faut pas n\u00e9cessairement entrer. Toutes les entreprises n\u2019ont pas les moyens de s\u2019y engager. Les efforts de formation sont rarement suffisants pour faire face \u00e0 la mont\u00e9e en puissance rapide de nouvelles disciplines et aux besoins de comp\u00e9tences qui en d\u00e9coulent. La course effr\u00e9n\u00e9e aux comp\u00e9tences ne se gagne pas aujourd\u2019hui sans aller chercher des renforts ext\u00e9rieurs.<\/p>\n

Avec une strat\u00e9gie hybride en mati\u00e8re de gestion des talents et des comp\u00e9tences, chaque organisation peut rester en phase avec ses march\u00e9s, ses clients ainsi qu\u2019avec les attentes de ses propres collaborateurs. Alimenter la base de connaissances avec une culture de l\u2019apprentissage et de la mobilit\u00e9 professionnelle bien s\u00fbr, mais aussi en injectant des profils externes qui n\u2019ont pas vocation \u00e0 rester dans la maison\u2026 C\u2019est le temps de l\u2019agilit\u00e9. Tout est permis, sauf l\u2019inaction.<\/p>\n

Les acad\u00e9mies internes, un pilier incontournable et une grande source d\u2019innovation<\/em><\/strong><\/h3>\n

Qui n\u2019a pas encore son acad\u00e9mie? L\u2019outil est devenu un incontournable dans les politiques de formation de nos entreprises. Bien s\u00fbr, parce qu\u2019il permet de structurer une d\u00e9marche coh\u00e9rente en mati\u00e8re d\u2019apprentissage mais aussi parce qu\u2019il constitue une fondation importante dans la construction \u00e0 long terme d\u2019une culture forte en mati\u00e8re de d\u00e9veloppement personnel et collectif.<\/p>\n

Il y a aujourd\u2019hui un r\u00f4le suppl\u00e9mentaire \u00e0 confier \u00e0 nos acad\u00e9mies. R\u00e9pondre aux demandes et besoins de formation de l\u2019entreprise ne suffit plus. C\u2019est l\u00e0 que s\u2019anticipent les projets de transformation et que se pr\u00e9parent les disruptions \u00e0 venir. Le mode r\u00e9actif, c\u2019est termin\u00e9 depuis un moment d\u00e9j\u00e0. L\u2019innovation -technologique, organisationnelle, humaine\u2026- se pr\u00e9pare via le d\u00e9veloppement des comp\u00e9tences et les acad\u00e9mies sont des creusets parfaits pour remplir cette mission. A condition de les concevoir comme des espaces ouverts \u00e0 des savoirs et des profils qui peuvent parfois appara\u00eetre hors scope par rapport \u00e0 nos organisations.<\/p>\n

Attirer aussi des p\u00e9pites ind\u00e9pendantes<\/em><\/strong><\/h3>\n

Au fil des projets et des transformations qui se succ\u00e8dent, il y a des comp\u00e9tences rares qui semblent s\u2019imposer avec un sentiment d\u2019urgence absolue. L\u2019ultimatum pos\u00e9 par l\u2019adoption forc\u00e9e de l\u2019Intelligence Artificielle est une parfaite illustration de ce ph\u00e9nom\u00e8ne.<\/p>\n

C\u2019est \u00e0 ce moment-l\u00e0 qu\u2019il importe d\u2019\u00eatre en capacit\u00e9 d\u2019identifier et d\u2019int\u00e9resser des experts qui viendront, plus ou moins momentan\u00e9ment, \u00e9toffer l\u2019\u00e9ventail des comp\u00e9tences sur lesquelles l\u2019entreprise peut compter. Il est assez peu fr\u00e9quent que cet appel d\u2019air soit confirm\u00e9 dans la dur\u00e9e. Excellente raison pour se tourner alors vers des profils ind\u00e9pendants, parfaitement conscients que leur r\u00f4le consiste \u00e0 transmettre et \u00e0 dispara\u00eetre.<\/p>\n

Nos entreprises doivent cocher deux cases essentielles (et sans doute quelques autres encore) pour attirer les meilleurs profils et leurs comp\u00e9tences de pointe : offrir un d\u00e9fi passionnant ainsi qu\u2019un cadre ouvert pour les \u2018\u00e9trangers\u2019 de passage d\u2019une part et fixer des termes clairs afin que chacun puisse pr\u00e9parer la fin de l\u2019histoire, d\u2019autre part.<\/p>\n

Et le risque de d\u00e9ficit de comp\u00e9tences internes ?<\/em><\/strong><\/h3>\n

Une strat\u00e9gie hybride de gestion des comp\u00e9tences comporte des risques, \u00e0 commencer par celui qui consiste \u00e0 externaliser les disciplines et les projets qui rendent les coll\u00e8gues plus intelligents. Lorsque les savoirs de demain appartiennent \u00e0 des experts qui gravitent autour de l\u2019organisation sans y jouer un r\u00f4le \u2018stable\u2019, (en ce compris les agents IA ),l\u2019entreprise ne s\u2019expose-t-elle pas \u00e0 un danger d\u2019extinction trop important ?<\/p>\n

La r\u00e9ponse est oui, si l\u2019entreprise n\u2019est pas pens\u00e9e comme un village ouvert sur le monde, dot\u00e9 d\u2019une identit\u00e9 forte et en m\u00eame temps hyper r\u00e9ceptif aux influences ext\u00e9rieures. La s\u00e9curit\u00e9 des comp\u00e9tences est une notion vague, qui nous invite \u00e0 privil\u00e9gier sans rel\u00e2che le collectif, le partage, la transmission ainsi que le droit \u00e0 aller bien au-del\u00e0 des fronti\u00e8res de l\u2019organisation. Et \u00e0 donner aux meilleurs talents l\u2019envie de travailler avec elle, sans pour autant les recruter et les enfermer dans de petites cages dor\u00e9es\u2026<\/p>\n

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

La mise \u00e0 jour des comp\u00e9tences de nos \u00e9quipes internes est une course sans fin dans laquelle il ne faut pas n\u00e9cessairement entrer. Toutes les entreprises n\u2019ont pas les moyens de s\u2019y engager. Les efforts de formation sont rarement suffisants […]<\/p>\n","protected":false},"author":2,"featured_media":19366,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[47,48,1904,285,3357],"yoast_head":"\n\u00c9ditorial \u2013 Dites, rassurez-nous\u2026 Votre strat\u00e9gie de gestion des comp\u00e9tences, elle est bien hybride? - 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-dites-rassurez-nous-votre-strategie-de-gestion-des-competences-elle-est-bien-hybride\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u00c9ditorial \u2013 Dites, rassurez-nous\u2026 Votre strat\u00e9gie de gestion des comp\u00e9tences, elle est bien hybride? - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"La mise \u00e0 jour des comp\u00e9tences de nos \u00e9quipes internes est une course sans fin dans laquelle il ne faut pas n\u00e9cessairement entrer. 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