









{"id":504,"date":"2014-12-11T14:36:22","date_gmt":"2014-12-11T12:36:22","guid":{"rendered":"http:\/\/www.peoplesphere.be\/wp\/?p=504"},"modified":"2015-01-23T14:41:09","modified_gmt":"2015-01-23T12:41:09","slug":"les-salaries-ne-se-sentent-pas-recompenses-a-leur-juste-valeur","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/les-salaries-ne-se-sentent-pas-recompenses-a-leur-juste-valeur\/","title":{"rendered":"Les salari\u00e9s ne se sentent pas r\u00e9compens\u00e9s \u00e0 leur juste valeur !"},"content":{"rendered":"<div class=\"chapeau\">Le Barom\u00e8tre Reward 2014 de PwC \/ISW Limits est disponible. Il r\u00e9v\u00e8le que la moiti\u00e9 de tous les salari\u00e9s sond\u00e9s estime que leurs efforts au travail ne sont pas r\u00e9compens\u00e9s de mani\u00e8re appropri\u00e9e. Par ailleurs, constatation \u00e9tonnante : les \u00e9l\u00e9ments de r\u00e9mun\u00e9ration sont \u00e9valu\u00e9s de la m\u00eame fa\u00e7on, toutes g\u00e9n\u00e9rations confondues.<!--more--><\/div>\n<p><em>\u00ab L\u2019enqu\u00eate fournit des \u00e9l\u00e9ments de compr\u00e9hension cruciaux sur la mani\u00e8re de \u2018retenir\u2019 et de motiver les salari\u00e9s. \u00bb<\/em> d\u00e9clare Bart Van den Bussche, Senior Manager HR Services chez PwC. <em>\u00ab Le Barom\u00e8tre Reward envoie \u00e9galement des signaux d\u2019avertissement aux employeurs. Si l\u2019impact des \u00e9l\u00e9ments financiers du salaire sur la motivation s\u2019est accru, la satisfaction diminue. Le nombre de personnes qui estiment que la politique salariale n\u2019est pas \u00e9quitable \u00e0 l\u2019\u00e9chelle de leur entreprise a \u00e9galement fortement augment\u00e9. \u00bb<\/em><\/p>\n<p><em>\u00ab Cela met en lumi\u00e8re deux questions importantes \u00bb<\/em>, explique-t-il. <em>\u00ab Primo, la pression continue sur les r\u00e9mun\u00e9rations am\u00e8ne les salari\u00e9s \u00e0 consid\u00e9rer que leurs efforts sont de moins en moins r\u00e9compens\u00e9s \u00e0 leur juste valeur. Compte tenu de la r\u00e9duction des possibilit\u00e9s d\u2019avancement au sein de leur propre entreprise, en raison de la situation \u00e9conomique difficile, ils pourraient envisager ainsi de changer d\u2019employeur pour favoriser leur progression professionnelle. \u00bb<\/em><\/p>\n<p>Les conclusions du Barom\u00e8tre peuvent aider les employeurs \u00e0 retenir et \u00e0 motiver les talents. En identifiant les probl\u00e8mes \u00e0 r\u00e9soudre et les leviers disponibles pour r\u00e9\u00e9quilibrer le paquet salarial total propos\u00e9. <em>\u00ab La r\u00e9mun\u00e9ration financi\u00e8re est importante mais le principal moteur de l\u2019engagement au travail est la satisfaction que retire le salari\u00e9 de son emploi \u00bb<\/em>, souligne Inge Van den Brande, Senior Project &#038; Account Manager chez ISW Limits. <em>\u00ab Il doit favoriser un d\u00e9veloppement personnel mais aussi comprendre des t\u00e2ches vari\u00e9es et pertinentes. Les employeurs doivent \u00e9galement am\u00e9liorer leur communication. Aider les salari\u00e9s \u00e0 comprendre la valeur globale de leur paquet salarial peut contribuer sensiblement \u00e0 corriger les perceptions en la mati\u00e8re. \u00bb<\/em><\/p>\n<h2>Gap g\u00e9n\u00e9rationnel \u2013 ou chevauchement g\u00e9n\u00e9rationnel?<\/h2>\n<p>Le Barom\u00e8tre Reward 2014 a examin\u00e9 les attitudes \u00e0 travers trois g\u00e9n\u00e9rations diff\u00e9rentes : les moins de 35 ans (les \u00ab Millennials \u00bb) ; les 35 \u00e0 50 ans qui sont \u00e0 la moiti\u00e9 de leur carri\u00e8re (\u00ab Generation X \u00bb) et les plus de 50 ans (\u00ab Baby Boomers \u00bb). De mani\u00e8re surprenante, les similitudes entre les g\u00e9n\u00e9rations sont plus significatives que les diff\u00e9rences. Les r\u00e9mun\u00e9rations les plus appr\u00e9ci\u00e9es se retrouvent dans les trois groupes d\u2019\u00e2ge. Ainsi, les trois g\u00e9n\u00e9rations accordent la plus haute importance aux pensions et \u00e0 la couverture m\u00e9dicale, contrairement \u00e0 l\u2019id\u00e9e r\u00e9pandue que les jeunes salari\u00e9s ne sont pas motiv\u00e9s par des avantages \u00e0 long terme. Qui plus est, tous valorisent fortement le d\u00e9veloppement personnel, la vari\u00e9t\u00e9 de leur travail et la signification de leur emploi. Tous sont relativement satisfaits de leur trajet domicile-travail quotidien, les voitures de soci\u00e9t\u00e9 restant une composante appr\u00e9ci\u00e9e de tout paquet salarial. Lorsque des diff\u00e9rences apparaissent, elles ont trait \u00e0 l\u2019engagement \u00e0 l\u2019\u00e9gard de l\u2019entreprise, plus sp\u00e9cifiquement en termes de loyaut\u00e9, qui s\u2019accro\u00eet avec l\u2019\u00e2ge. Sur le plan de l\u2019engagement \u00e0 l\u2019\u00e9gard de l\u2019entreprise et de l\u2019emploi, l\u2019\u00e9cart g\u00e9n\u00e9rationnel est manifeste entre la \u00ab Generation X \u00bb et les \u00ab Baby Boomers \u00bb. La proportion des \u00ab Baby Boomers \u00bb, dont le score est important pour l\u2019engagement \u00e0 l\u2019\u00e9gard de l\u2019entreprise et de l\u2019emploi, est pr\u00e8s de 30 % sup\u00e9rieure \u00e0 celle des \u00ab Generations X &#038; Y \u00bb. Explication d\u2019Inge Van den Brande : <em>\u00ab Les plus de 50 ans dans notre \u00e9chantillon sont, en moyenne, plus satisfaits et enthousiastes \u00e0 l\u2019\u00e9gard de leur emploi, se sentent plus impliqu\u00e9s et y puisent davantage d\u2019\u00e9nergie. Nous observons \u00e9galement qu\u2019ils se sentent plus en phase avec l\u2019entreprise pour laquelle ils travaillent, sont plus satisfaits de leur entreprise en tant qu\u2019employeur et sont plus loyaux. Une des explications possibles de ce r\u00e9sultat positif est \u00ab l\u2019effet du travailleur en bonne sant\u00e9 \u00bb : les salari\u00e9s moins en forme physiquement et mentalement ont d\u00e9j\u00e0 quitt\u00e9 le march\u00e9 du travail. \u00bb<\/em><\/p>\n<p>Ces dimensions g\u00e9n\u00e9rationnelles offrent des enseignements tr\u00e8s utiles aux employeurs. Par exemple : les salari\u00e9s les plus jeunes valorisent eux aussi les avantages \u00e0 long terme. Les conclusions d\u00e9taill\u00e9es de l\u2019enqu\u00eate fournissent \u00e9galement des cl\u00e9s de compr\u00e9hension de la perception des \u00e9l\u00e9ments non financiers de la r\u00e9mun\u00e9ration. <em>\u00ab Ne partez pas du principe qu\u2019ils conviennent \u00e0 tous de la m\u00eame mani\u00e8re. Concevoir sur mesure certains \u00e9l\u00e9ments non financiers pour des groupes d\u2019\u00e2ge sp\u00e9cifiques peut faire une diff\u00e9rence significative \u00bb<\/em>, commente Bart Van den Bussche. <em>\u00ab Ainsi, les jeunes accordent une plus grande importance aux possibilit\u00e9s de carri\u00e8re et \u00e0 un bon \u00e9quilibre vie priv\u00e9e-vie professionnelle, alors que l\u2019importance d\u2019une bonne ambiance de travail et d\u2019un nombre de cong\u00e9s suffisant s\u2019accro\u00eet avec l\u2019\u00e2ge. En revanche, cette importance d\u00e9cro\u00eet avec l\u2019\u00e2ge s\u2019agissant de la valeur des \u00e9l\u00e9ments financiers du paquet salarial. \u00bb<\/em><\/p>\n<p><strong>A signaler par ailleurs parmi les principales conclusions cl\u00e9s du Barom\u00e8tre Reward 2014<\/strong>, seuls 15 % des r\u00e9pondants se d\u00e9clarent tr\u00e8s satisfaits des efforts de leur employeur pour optimiser l\u2019efficience fiscale de leur r\u00e9mun\u00e9ration. Les employeurs pourraient faire davantage d\u2019efforts pour communiquer la valeur v\u00e9ritable des paquets salariaux.<\/p>\n<p>Enfin, il ressort que 38 % des salari\u00e9s pensent que leur entreprise est incapable de retenir des travailleurs talentueux. Plus de la moiti\u00e9 estiment qu\u2019ils pourraient gagner la m\u00eame r\u00e9mun\u00e9ration ou plus chez un autre employeur. Pr\u00e8s d\u2019un quart des r\u00e9pondants d\u00e9clare envisager de changer d\u2019employeur, contre 22 % en 2013. Il semble, d\u2019apr\u00e8s le barom\u00e8tre, que les employeurs ont beaucoup de travail \u00e0 accomplir s\u2019ils veulent retenir leurs salari\u00e9s talentueux. Des constats confirm\u00e9s par notre dossier de d\u00e9cembre de Peoplesphere, consacr\u00e9 au calcul du ROI sur les processus de recrutement et de gestion durable des carri\u00e8res\u2026<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Le Barom\u00e8tre Reward 2014 de PwC \/ISW Limits est disponible. Il r\u00e9v\u00e8le que la moiti\u00e9 de tous les salari\u00e9s sond\u00e9s estime que leurs efforts au travail ne sont pas r\u00e9compens\u00e9s de mani\u00e8re appropri\u00e9e. Par ailleurs, constatation \u00e9tonnante : les \u00e9l\u00e9ments [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Les salari\u00e9s ne se sentent pas r\u00e9compens\u00e9s \u00e0 leur juste valeur ! - 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\/les-salaries-ne-se-sentent-pas-recompenses-a-leur-juste-valeur\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Les salari\u00e9s ne se sentent pas r\u00e9compens\u00e9s \u00e0 leur juste valeur ! - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"Le Barom\u00e8tre Reward 2014 de PwC \/ISW Limits est disponible. Il r\u00e9v\u00e8le que la moiti\u00e9 de tous les salari\u00e9s sond\u00e9s estime que leurs efforts au travail ne sont pas r\u00e9compens\u00e9s de mani\u00e8re appropri\u00e9e. 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Il r\u00e9v\u00e8le que la moiti\u00e9 de tous les salari\u00e9s sond\u00e9s estime que leurs efforts au travail ne sont pas r\u00e9compens\u00e9s de mani\u00e8re appropri\u00e9e. 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