PP-Mieux encadrer le travail pour favoriser la mobilisation. La pandémie a précipité le virage mondial vers le télétravail.
Si les entreprises ont su s’adapter à ce changement abrupt en peu de temps, elles doivent aujourd’hui baliser cette nouvelle approche afin d’en améliorer l’expérience pour l’ensemble de leurs employés. Des études démontrent que 55 % des entreprises nord-américaines garderont au moins la moitié de leur personnel en télétravail à l’issue de la crise sanitaire. Or, seulement la moitié d’entre elles s’est dotée d’une politique claire pour encadrer le travail à distance. PP - Blog-Patrimoine RH - Les grands défis RH pour 2021 — Patrimoine RH. 1.
Christina- Entreprises : les 4 enseignements de la crise sanitaire. L’année 2020 n’a pas fait de cadeaux aux entreprises, qui ont dû faire face à une crise sanitaire inédite.
Pourtant, les difficultés sont devenues autant d’occasions d’apprendre et de progresser pour les organisations les plus agiles : découvrez les enseignements que vous pourriez tirer de la crise. Christina- Santé psychologique au travail : miser sur de saines pratiques de gestion. MONTRÉAL, le 15 mars 2021 /CNW Telbec/ - En raison de la situation anxiogène persistante, l'état de santé psychologique de la population est préoccupant et pourrait générer à long terme des coûts humains, organisationnels et sociétaux inquiétants.
Bien que les organisations y soient de plus en plus sensibilisées, elles doivent continuer à en faire une priorité. Elles doivent miser sur des pratiques de gestion sur lesquelles elles ont un pouvoir direct et qui favorisent le bien-être de leur main-d'œuvre, et le maintien de leur productivité, comme la communication, la gestion de la charge de travail, l'autonomie, la flexibilité et la reconnaissance. Christina- Baromètre Future of HR. Christina- Recrutement : les tendances qui vont dominer en 2021. Le monde n’est certes pas revenu à la normale mais à l’approche de la fin de la pandémie, les acteurs de l’acquisition de talents (TA) peuvent enfin réfléchir à des programmes post-COVID.
Outre le fait que la mode “Casual Everyday” va redevenir le “Casual Friday”, d’autres tendances vont assurément continuer à dominer le marché. Olivier - Deloitte Tendances RH 2021. Olivier - A new digital dashboard to help HR teams improve federal hiring while increasing transparency. Federal agencies need top talent to achieve their missions, but highly qualified candidates often struggle to make it through the hiring process.
A new look at federal hiring data from the past two years suggests why. The Hiring Assessment and Selection Outcome Dashboard, released last month reveals that agencies often use only multiple-choice assessment questionnaires completed by the applicant to evaluate candidates for open positions across government. Olivier - How one federal agency has developed a new pipeline for entry-level talent. Are you an entry-level job seeker with a passion for public service and an interest in finance?
The Federal Deposit Insurance Corporation hires roughly 200 entry-level bank examiners each year, staffing nearly 80 offices nationwide. Christina - Les RH jouent un rôle essentiel aujourd'hui et dans le monde d'après la pandémie. VANCOUVER, BC, le 2 mars 2021 /CNW/ - CRHA Canada, l'association nationale représentant les professionnels des ressources humaines, a commandé un sondage de ses membres à l'automne 2020 afin de comprendre les points de vue de ceux-ci sur les questions liées à la COVID-19.
Ce sondage et les documents relatifs aux interventions économiques face à la pandémie des gouvernements fédéral et provinciaux canadiens ont permis d'établir les conclusions de sa note d'information « Interventions économiques face à la COVID-19 ». Les interventions économiques générales des gouvernements fédéral et provinciaux du Canada se comparent favorablement à celles d'autres pays développés, si on les mesure à la fois en termes de dollars dépensés et en pourcentage du PIB. Olivier - Les agents publics en Europe en 2020. L’année 2020 et la crise de la Covid-19 ont conduit à une mobilisation sans précédent des services publics pour faire face aux besoins en matière de santé, de sécurité, de protection sociale, d’éducation et d’accompagnement des populations et des entreprises.
A cet égard, la crise pourrait être un catalyseur pour les agents publics, accélérant l’adoption de nouveaux modes de travail et du digital, pour leur permettre de mener à bien leurs missions de proximité, d’écoute et d’appui des publics fragiles. L'étude menée par BearingPoint dans 8 pays européens (Allemagne, France, Irlande, Italie, Pays-Bas, Royaume-Uni, Suède, Suisse) à, auprès de 3500 agents publics œuvrant dans les secteurs de la santé, de l'éducation, de la protection sociale, des services d'incendie et de secours ainsi que d'administration générale, met en lumière un engagement des agents et des attentes fortes dans 4 domaines :
Olivier - Six things to consider when using algorithms for employment decisions. 18 December 2020 When developed and used responsibly, algorithms can transform society for the better.
But there is also significant risk that algorithms can exacerbate issues of fairness and inequality. This often impacts the most vulnerable or marginalised people. Algorithms do not just impact society; society also impacts the use of algorithms. Alexandru - Resilience in Public Sector Managers. Olivier - AIHR HR Competency Framework.
Présenter les 5 grandes compétences (T-Shaped HR Professionals) et de rester schématique. Expliquer aussi qu'une competency framework (matrice de compétences?) se décline en compétences, dimensions pour chacune de compétences, et comportement ou performance attendus. Donner quelques exemples concrets. – observgo
Olivier - 2021 Resilience Report. Mélodie - post pandemic business playbook. Des projets de recherche explorent l’avenir des compétences et du travail dans une économie numérique. À mesure que les technologies numériques transforment notre économie, de nouvelles possibilités qui révolutionnent notre façon de travailler sont offertes aux employés, aux employeurs et aux responsables de l’établissement de politiques. Afin d’apprécier ce que cela signifie pour les Canadiens et de mieux comprendre l’incidence de la pandémie de COVID-19 sur le passage à une économie numérique, le Conseil de recherches en sciences humaines (CRSH) et le Centre des Compétences futures ont lancé un concours pour attribuer des subventions de synthèse des connaissances portant sur les compétences et le travail dans l’économie numérique. Le 2 février 2021, le CRSH et le CCF ont annoncé les résultats de ce concours. 36 subventions ont été accordées, chacune pour un montant de 30 000 dollars pour une année.
Pour de plus amples renseignements sur le processus de concours des Subventions de Synthèse des Connaissances, veuillez communiquer avec nous à l’adressesuivante : ksg-ssc@sshrc-crsh.gc.ca. Mélodie - Psychological Health - Primer Moving to Action. Mélodie - Intelligence emotionnelle en emploi (mind across cnd en) Mélodie - Trends for the next normal. Mélodie - Download i4cp’s 2021 Priorities & Predictions Report. Download i4cp’s 2021 Priorities & Predictions Report The COVID-19 pandemic has forever altered work as we know it. While where works gets done has received the most attention in 2020, we’ve also seen dramatic changes in the type of work that gets done and when, how, and who gets the work done. The changes to the work environment are as extraordinary as we’ve ever seen. This year's Priorities & Predictions look at the year ahead through the distinct perspective of senior leaders who serve on i4cp's six executive Boards, which include heads of HR, talent, learning, talent acquisition, DEI, and people analytics.
Mélodie - Sustaining the Positive Lessons COVID-19 Has Taught Our Organizations. This year has delivered an abundance of opportunities to develop new skills and new business strategies in response to the confluence of the COVID-19 pandemic, social unrest, shifting work practices, changes in our personal lives, and many other challenges. After years of focus on learning and development research at the Institute for Corporate Productivity (i4cp), I can’t help but wonder what will happen to all the lessons we’re learning in 2020 once we are able to move beyond the crisis-response focus this year has demanded. We’ve seen that while lower-performing organizations may deliver knowledge-building content and development opportunities, they often struggle to sustain the learning that took place.
These days, we often hear people voicing the desire to “get back to normal.” In other words, back to the way we used to do things before normal exploded right in front of us. Sure, there are many things we used to do that we look forward to resuming at some point. A few examples: Mélodie - Linking COVID-19 Vaccinations To Workforce Well-Being Offers Advantages. To encourage … or to require? A new survey by the Institute for Corporate Productivity (i4cp) found that employers are far more comfortable with encouraging (68%) employees to receive the COVID-19 vaccine once it’s widely available than they are requiring inoculation (5%). Having settled on encouragement, organizations have answered a core question.
Mélodie - The Massive and Rapid Shift to Remote Work and Virtual Leadership. The COVID-19 coronavirus has caused a slowly growing trend from the past decade to become a sudden, unchosen reality for millions. Not all jobs and tasks can make the shift to remote work—think retail workers, many manufacturing jobs, or engineers and scientists who work in big labs. But for jobs that mostly require working via computers, phones, and similar common technologies, resistance to working from home was quickly swept aside in the past two weeks out of necessity. Mélodie - Balado 2 - Vers une nouvelle ère de la gestion du changement. Dans un contexte en constant changement, les organisations font face à des enjeux et défis sans précédent ; elles doivent se réinventer et se transformer pour assurer leur pérennité. Entrevue avec Abdallah Ouraghi, Adm.A., C.M.C., conseiller en management et alignement stratégique.
Animé par Béatrice Aubry, le balado Profession gestionnaire aborde toutes les sphères de la gestion et a pour but de vous offrir des entrevues et du contenu permettant de mettre en lumière les pratiques d’aujourd’hui et les tendances de demain. L'écoute des balados de l'Ordre peut être comptabilisée dans le dossier de formation continue*. Balado enregistré à distance. New EU competency framework increases professionalisation in digital, innovative and green public procurement. DHS Employee Morale: Some Improvements Made, but Additional Actions Needed to Strengthen Employee Engagement. What GAO Found The Department of Homeland Security (DHS) and each of its major components face the same key drivers of employee engagement—as measured by the Office of Personnel Management's Federal Employee Viewpoint Survey (OPM FEVS)—as the rest of the federal government (see table). Higher scores on the OPM FEVS indicate that an agency has the conditions that lead to higher employee engagement, a component of morale.
Key Drivers of Employee Engagement across the Federal Government, the Department of Homeland Security (DHS), and within Each DHS Component Agency DHS has implemented department-wide employee engagement initiatives, including efforts to support DHS employees and their families. Additionally, DHS's major operational components, such as U.S. Why GAO Did This Study. Pioneering reforms to boost skills and jobs. Landmark reforms that will transform post-16 education and training, boost skills and get more people into work, have been published today (21 January) by Education Secretary Gavin Williamson.
The government’s Skills for Jobs White Paper enshrines the Prime Minister’s new Lifetime Skills Guarantee, setting out a blueprint for a post-16 education system that will ensure everyone, no matter where they live or their background, can gain the skills they need to progress in work at any stage of their lives. The Lifetime Skills Guarantee will offer tens of thousands of adults the opportunity to retrain in later life, helping them to gain in-demand skills and open up further job opportunities. Pioneering reforms to boost skills and jobs. PP - What it takes to be a public service leader today. This article is written by Toby Fyfe, President, Institute on Governance, Canada.
There are many theories of leadership, and most of them recommend that leaders strengthen their individual positive characteristics and eliminate their negative ones. In fact, public service leaders must project beyond themselves if government is to fulfill its broad societal role. They need to know one critical thing about leadership: it is about understanding, and responding to, the broader context. Want to write for us? Take a look at Apolitical's guide for contributors. Mélodie - REACH OUT: An employer’s guide to using behavioral insights in supporting staff mental health and wellbeing. The Impact of COVID-19 on Mental Health If the country continues to ignore the collateral damage—specifically our nation’s mental health—we will not come out of this stronger.” – Benjamin F.
Miller, PsyD, Chief Strategy Officer at Well Being Trust. The societal side-effects of the COVID-19 pandemic are harmful and wide-reaching. People are living through unprecedented unemployment, economic hardship, and startling increases in domestic and child abuse. Employees are also experiencing these mental health impacts. Checking in with employees may seem insignificant, but small actions can have a meaningful effect on staff wellbeing. Olivier - Agility in the time of COVID-19: Changing your operating model in an age of turbulence. Before the coming of COVID-19, business and technological forces already required organizations to manage change and make decisions more quickly than ever before.
The pandemic has vastly intensified those needs. Never have companies of all sizes felt so much pressure to make their business models fit changing requirements. And the need for speed won’t be temporary—digitization, globalization, automation, analytics, and the other forces of change will go on accelerating too. It’s been said that “The pace of change has never been this fast, yet it will never be this slow again.” That quip dates from 2018 but is even more apt now. To survive and thrive in this more volatile, uncertain, complex, and ambiguous world, leading companies are reaping significant benefits by embracing agility at scale. These teams must all have the same direction, or the organizations that rely on them fall apart.
Olivier - reforming employment status building a stronger foundation for employment rights. Olivier - The economic case for reskilling in the UK: How employers can thrive by boosting workers’ skills. “You must manage human capital as wisely as financial capital.” This is the exhortation of the influential business book Talent Wins. As the authors argue, talent is a critical business input—and companies should deploy analytical rigour to assess, segment, invest in and reallocate human capital, just as they would with financial capital.
In this article, we present the findings of our analysis of talent in the United Kingdom, and show that there is a strong economic case for reskilling current employees or promising new hires. We define reskilling in a broad sense, including both upskilling—advancing workers’ current skills—and retraining, the provision of new skills to enable a change in role. Our research shows that, for UK employers, reskilling would yield positive economic returns in about three-quarters of cases. Mélanie - Télétravail. Mélodie - The day is dawning on a four-day work week. Like any crisis, the COVID-19 pandemic is an opportunity to rethink how we do things. As we near the 100-day mark since the pandemic was declared, one area getting a significant attention is the workplace, where a window is opening for good ideas to move from the fringes to the mainstream.
For example, when millions more Canadians started working from home, many businesses were forced to experiment with telecommuting. Interestingly, many now say they’ll continue after the pandemic passes, because it benefits employers and employees alike. Another idea, less widely tested than telecommuting, is generating buzz: the four-day work week. New Zealand Prime Minister Jacinda Ardern raised the possibility of a shortened work week as a way to divvy up jobs, encourage local tourism, help with work-life balance and increase productivity.
As a sociologist who teaches about work and wrote a book about productivity, I believe she’s right. Not a compressed schedule. Olivier - The Internal Talent Marketplace: Evolution and Future. Olivier - Has COVID-19 Redefined the Role Of HR? Olivier - CRHA Guide Teletravail NM. Mélanie - Les quatre métacompétences du futur. Patrick - Stratégies relatives aux employés en prévision de la reprise après la COVID-19. Olivier - Deloitte - Résilience organisationnelle. PP - guide manager teletravail externe region Grand Est. PP: Saturation du changement organisationnel- dossier complet: Sommaire Gestion Été 2020 - Volume 45, n°2. PP -processus de recrutement: le digital est il un atout pour le tri des candidats? Olivier - Diversity Wins : How Inclusion Matters. Olivier - Consumer-goods companies and operating models for the next normal. Olivier - Human Capital Trends 2020.
Olivier - HR Success Profile guides. Olivier - Defra group equality, diversity and inclusion strategy 2020 to 2024. AG - “Bridging the Digital Talent Gap - Towards Successful Industry-University Partnerships” - Workshop proposes solutions to boost Europe’s digital talent pool. AG - Interview : Learning Work Organizations: Issues and Challenges for France. Alex - 2019 Human Capital Review Summary Report. Alex - ey parker review 2020 report final. Getting practical about the future of work. Olivier - CIPD Manifesto for work 2020. Pierre : Les défis du leadership en temps de crise - un exemple interessant d'ajustement en termes de leadership en periode de crise. La méthode "Combine" Nouvelle : Humilité des leaders rime avec performance : If Humility Is So Important, Why Are Leaders So Arrogant?
Mélanie : ComprendreL’avenirDeCompétences FPP JAN2020. PIERRE - BNQ rh sante mieux etre. Mélanie : Talent Board 2019.
Le Talent Board 2019 est sorti. Il s'agit d'un document important qui recense les dernières tendances, technologies et pratiques qui mènent à une meilleure expérience des candidats Cette recherche de signature couvre les meilleures pratiques, plateformes et processus qui permettent aux entreprises de fournir une expérience de recrutement exemplaire à leurs candidats. Présentant les principaux résultats de la recherche issus des dernières recherches du Talent Board, le rapport présente les principaux facteurs qui influent sur l'expérience des candidats aujourd'hui, de la pré-candidature à l'intégration. – observgo
Mélanie : Improving 21st Century Skills in the U.S. Air Force. Mélanie : HR and Leadership Catalyst for Innovation Capabilities.
La référence est très solide, mais elle date de 2018 – observgo
Olivier : Beyond matrix organization, the helix organization.
Nous avons des doutes car l'approche Hélix (hélice) est une approche développée par la firme. Nous le laissons, Alexandru, afin qu'on puisse en discuter. C'est délicat selon nous... – observgo
Olivier : McKinsey Talks Talent: The new science of talent, from roles to returns.
De Olivier Nous avons des doutes sur cette référence, notamment parce qu'il s'agit d'une entrevue avec deux experts d'une firme. Par ailleurs, il s'agit d'un podcast, c'est original. Aussi la thématique est très pertinente. – observgo