{"id":1029,"date":"2019-03-01T12:05:33","date_gmt":"2019-03-01T12:05:33","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=1029"},"modified":"2019-08-02T20:10:19","modified_gmt":"2019-08-02T20:10:19","slug":"le-coaching-individuel-en-entreprise-methodologie-dun-projet-de-developpement-professionnel","status":"publish","type":"post","link":"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/M%C3%A9thodologie-du-projet-de-d%C3%A9veloppement-professionnel-MPC","title":{"rendered":"Le coaching individuel en entreprise: m\u00e9thodologie d&rsquo;un projet de d\u00e9veloppement professionnel"},"content":{"rendered":"<p><em>Par Liliane Held-Khawam, auteur du livre\u00a0<strong><a href=\"https:\/\/hr4free.com\/fr\/Management-Par-le-Coaching\/Livre-MPC%E2%84%A2\" target=\"_blank\" rel=\"noopener noreferrer\" data-cke-saved-href=\"https:\/\/hr4free.com\/fr\/Management-Par-le-Coaching\/Livre-MPC%E2%84%A2\">\u00ab\u00a0Le Management Par le Coaching (MPC): le cadre \u00e0 la recherche de ses rep\u00e8res\u00a0\u00bb<\/a><\/strong><\/em>.<\/p>\n<p><strong>La m\u00e9thodologie du coaching<\/strong><\/p>\n<p>Le processus de coaching que nous appliquons ici est\u00a0bas\u00e9 sur la\u00a0<strong><a href=\"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/Processus-du-Management-Par-le-Coaching-M%C3%A9thode-MPC\" target=\"_blank\" rel=\"noopener noreferrer\" data-cke-saved-href=\"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/Processus-du-Management-Par-le-Coaching-M\u00e9thode-MPC\">m\u00e9thodologie du Management Par le Coaching (MPC)<\/a><\/strong>, qui vise \u00e0 structurer une activit\u00e9 professionnelle, y compris dans un environnement changeant et incertain. Les diverses\u00a0<a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_Management_coaching_schema_processus.pdf\" target=\"_blank\" rel=\"noopener noreferrer\" data-cke-saved-href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_Management_coaching_schema_processus.pdf\"><strong>phases d&rsquo;un processus de coaching MPC (illustration)<\/strong><\/a>\u00a0sont expliqu\u00e9es ci-dessous.<\/p>\n<p><em>L\u2019\u00e9tat des lieux au niveau du coach\u00e9<\/em><\/p>\n<p>Cette premi\u00e8re phase consiste, pour le coach\u00e9, \u00e0 recenser ses r\u00eaves, ses besoins, ses forces et ses faiblesses, tant sur le plan personnel que professionnel. Elle comprend la r\u00e9alisation de deux bilans:<\/p>\n<p>Un\u00a0<em>bilan personnel\u00a0<\/em>qui signifie:<\/p>\n<ul>\n<li>Une connaissance de ses valeurs<\/li>\n<li>Une description de ce que peut \u00eatre un \u00e9quilibre de vie (ceci est tr\u00e8s individuel et varie d\u2019une personne \u00e0 l\u2019autre)<\/li>\n<li>Evaluer ce qui contribue positivement \u00e0 cet \u00e9quilibre de vie<\/li>\n<li>Evaluer ce qui bloque la r\u00e9alisation de cet \u00e9quilibre ainsi que le niveau de stress<\/li>\n<\/ul>\n<p>Un<strong>\u00a0<\/strong><em>bilan professionnel<\/em>\u00a0qui signifie:<\/p>\n<ul>\n<li>La d\u00e9finition de la mission professionnelle id\u00e9ale, coh\u00e9rente avec ce qui pr\u00e9c\u00e8de et qui int\u00e8gre le facteur humain<\/li>\n<li>Une \u00e9valuation des comp\u00e9tences professionnelles (tout le savoir, le savoir-faire)<\/li>\n<li>Une \u00e9valuation du potentiel professionnel personnel (capacit\u00e9s \u00e0 manager, \u00e0 communiquer, \u00e0 travailler avec un groupe, \u00e0 d\u00e9cider, \u00e0 prendre des risques, \u00e0 structurer\u2026)<\/li>\n<\/ul>\n<p><strong>A ce stade, il est imp\u00e9ratif de d\u00e9tecter tout facteur de blocage personnel.\u00a0<\/strong>Ceci risque, en effet, d\u2019hypoth\u00e9quer la r\u00e9alisation de la mission professionnelle. Ces facteurs peuvent \u00eatre, par exemple:<\/p>\n<ul>\n<li>Une affirmation de soi exag\u00e9r\u00e9e qui prend l\u2019allure d\u2019un autoritarisme, d\u2019une suffisance ou d\u2019un manque d\u2019\u00e9coute<\/li>\n<li>Une \u00e9motivit\u00e9 trop forte<\/li>\n<li>Une \u00e9coute d\u00e9faillante<\/li>\n<li>Une ind\u00e9pendance trop pouss\u00e9e<\/li>\n<li>Une distance insuffisante face \u00e0 l\u2019\u00e9v\u00e9nement<\/li>\n<li>Un manque de vision globale<\/li>\n<li>Une difficult\u00e9 \u00e0 prendre des d\u00e9cisions<\/li>\n<li>\u2026<\/li>\n<\/ul>\n<p><em>L\u2019\u00e9tat des lieux au niveau du projet<\/em><\/p>\n<p><strong>L\u2019activit\u00e9 professionnelle du coach\u00e9 sera abord\u00e9e en tant que projet, et ce quelles que soient l\u2019organisation et la culture qui lui sont li\u00e9es.<\/strong>\u00a0Dans cet \u00e9tat des lieux, il s\u2019agira d\u2019identifier:<\/p>\n<ul>\n<li><em>les clients\u00a0<\/em>avec leurs attentes<\/li>\n<li><em>les partenaires<\/em>\u00a0qui participent \u00e0 la r\u00e9alisation du projet<\/li>\n<li><em>toutes les donn\u00e9es favorables \u00e0 la r\u00e9alisation du projet\u00a0<\/em>(techniques et humaines)<\/li>\n<li><em>toutes les donn\u00e9es probl\u00e9matiques\u00a0<\/em>(techniques et humaines) qui pourraient handicaper le processus.<\/li>\n<\/ul>\n<p>Cette analyse a pour objectif de structurer de mani\u00e8re objective la situation professionnelle tant sur le plan technique que sur le plan humain.<\/p>\n<p><em>D\u00e9finition de la mission<\/em><\/p>\n<p><strong>A ce stade, le coach\u00e9 aura \u00e0 construire la mission du projet<\/strong>\u00a0en y int\u00e9grant au maximum ses\u00a0<em>caract\u00e9ristiques personnelles<\/em>\u00a0et ses\u00a0<em>aspirations\u00a0<\/em>(son id\u00e9al et ses valeurs). La mission est construite souvent sur 3 volets:<\/p>\n<ol>\n<li><em>le positionnement du projet dans la vie de l\u2019entreprise<\/em>\u00a0(identit\u00e9, strat\u00e9gie, culture)<\/li>\n<li><em>l\u2019expression de la dimension professionnelle<\/em>\u00a0(voire technique)<\/li>\n<li><em>l\u2019int\u00e9gration du facteur humain<\/em>\u00a0tant externe (clients) qu\u2019interne (\u00e9quipe du projet, collaborateurs\u2026)<\/li>\n<\/ol>\n<p><strong>Les dimensions humaines et relatives \u00e0 l\u2019identit\u00e9 sont trop fr\u00e9quemment omises dans la d\u00e9finition des missions.<\/strong>\u00a0Ceci pr\u00e9sente le risque de r\u00e9duire le r\u00f4le du coach\u00e9 en tant que pilote du projet qu\u2019il veut r\u00e9aliser. Il est tr\u00e8s important qu\u2019il se positionne dans la vie de l\u2019entreprise et dans le\u00a0<em>flux humain<\/em>\u00a0inh\u00e9rent au projet.<\/p>\n<p><em>Objectifs et flux d\u2019activit\u00e9<\/em><\/p>\n<p><strong>A ce stade, on d\u00e9gage de la mission les objectifs \u00e0 court, moyen et long terme qui vont permettre la r\u00e9alisation du projet.<\/strong>\u00a0Ces objectifs sont souvent plus ou moins connus. Ce qui manque fr\u00e9quemment, ce sont les objectifs li\u00e9s \u00e0 l\u2019humain (par exemple: le d\u00e9veloppement de la relation avec les clients, le d\u00e9veloppement des comp\u00e9tences de l\u2019\u00e9quipe de projet, etc.).<\/p>\n<p>Ces objectifs se d\u00e9clinent en flux d\u2019activit\u00e9s: il s\u2019agit l\u00e0 de d\u00e9rouler le processus qui lie et ordonne les activit\u00e9s qui vont permettre la r\u00e9alisation des objectifs.\u00a0<strong>On a ainsi une vision globale du flux et du positionnement des r\u00f4les des diff\u00e9rents acteurs.<\/strong>\u00a0Etonnamment, ceci est souvent disponible dans la mesure o\u00f9 beaucoup de grandes entreprises ont v\u00e9cu un processus de reengineering.<\/p>\n<p><em>Moyens et structure<\/em><\/p>\n<p>A ce stade, on recense tous les moyens qui vont permettre la r\u00e9alisation de la mission. Ils sont de deux ordres:<\/p>\n<p><strong>1) Les moyens techniques<\/strong>. On peut relever:<\/p>\n<ul>\n<li>les outils de travail<\/li>\n<li>les informations professionnelles<\/li>\n<li>l\u2019infrastructure\u2026<\/li>\n<\/ul>\n<p><strong>2) Les moyens humains<\/strong>. Ils peuvent \u00eatre:<\/p>\n<ul>\n<li>la gestion du client<\/li>\n<li>le marketing du projet<\/li>\n<li>la communication autour du projet<\/li>\n<li>le management de l\u2019\u00e9quipe du projet\u2026<\/li>\n<\/ul>\n<p><strong>Le management de l\u2019\u00e9quipe de projet<\/strong>\u00a0est \u00e9galement un axe fondamental dans le coaching. Il pr\u00e9suppose:<\/p>\n<ul>\n<li>une coh\u00e9sion de l\u2019\u00e9quipe autour de la mission<\/li>\n<li>une d\u00e9finition des r\u00f4les de chacun<\/li>\n<li>une appropriation des r\u00f4les par les partenaires<\/li>\n<li>une communication interne et externe<\/li>\n<li>un d\u00e9veloppement des comp\u00e9tences de l\u2019\u00e9quipe du projet<\/li>\n<li>une gestion des tensions potentielles<\/li>\n<\/ul>\n<p><strong>Quant \u00e0 la structure, elle consiste \u00e0 formaliser et positionner le r\u00f4le de chacun de mani\u00e8re claire et transparente.<\/strong>\u00a0Ceci favorise le d\u00e9veloppement de la\u00a0<em>d\u00e9l\u00e9gation<\/em>\u00a0et d&rsquo;une\u00a0<em>vision d\u2019ensemble<\/em>\u00a0structur\u00e9e.<\/p>\n<p><em>Plan d\u2019action<\/em><\/p>\n<p>Il vise la concr\u00e9tisation de la mission. Sans cette \u00e9tape et sa r\u00e9alisation, le coaching ne sert \u00e0 rien. Il est indispensable qu\u2019il d\u00e9bouche rapidement sur des\u00a0<em>actions concr\u00e8tes<\/em>. Ce\u00a0<a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_Management_coaching_plan_action.pdf\" target=\"_blank\" rel=\"noopener noreferrer\" data-cke-saved-href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_Management_coaching_plan_action.pdf\"><strong>plan d\u2019action (exemple)<\/strong><\/a>\u00a0comprend deux volets:<\/p>\n<ol>\n<li><em>un plan d\u2019action personnel<\/em><\/li>\n<li><em>un plan d\u2019action de projet<\/em><\/li>\n<\/ol>\n<p><strong>Le plan d\u2019action personnel vise \u00e0 construire un \u00e9quilibre de vie.<\/strong>\u00a0Ce dernier s\u2019appuie sur des hobbies et \u00ab\u00a0passions\u00a0\u00bb personnels, ainsi que sur la correction des faiblesses que le coach\u00e9 a estim\u00e9es importantes pour le projet et pour lui-m\u00eame. Voici quelques exemples de\u00a0<em>points faibles<\/em>\u00a0travaill\u00e9s dans ce contexte:<\/p>\n<ul>\n<li>r\u00e9gler les tensions et conflits latents<\/li>\n<li>apprendre \u00e0 d\u00e9velopper une vision d\u2019ensemble<\/li>\n<li>se lib\u00e9rer du stress<\/li>\n<li>renoncer \u00e0 \u00eatre parfait et \u00e0 ce que les autres le soient<\/li>\n<li>renoncer \u00e0 \u00eatre dans le \u00ab\u00a0sc\u00e9nario de la victime\u00a0\u00bb<\/li>\n<li>positionner correctement sa vie professionnelle par rapport \u00e0 sa vie priv\u00e9<\/li>\n<li>\u2026<\/li>\n<\/ul>\n<p>En parall\u00e8le, le coach\u00e9 aura \u00e0 introduire dans la semaine des activit\u00e9s qui lui procurent du plaisir et un\u00a0<em>\u00e9quilibre de vie<\/em>\u00a0(c.f. tableau pr\u00e9c\u00e9dent). Le but recherch\u00e9 \u00e0 travers ce travail personnel est le d\u00e9veloppement:<\/p>\n<ul>\n<li>du bien-\u00eatre<\/li>\n<li>de l\u2019approche relationnelle \u00ab\u00a0gagnant-gagnant\u00a0\u00bb<\/li>\n<li>de la cr\u00e9ativit\u00e9<\/li>\n<li>de l\u2019autonomie<\/li>\n<li>de l\u2019esprit d\u2019entrepreneur<\/li>\n<li>de la prise de risque<\/li>\n<li>\u2026<\/li>\n<\/ul>\n<p>Tous ces d\u00e9veloppements sont possibles \u00e0 la condition expresse d\u2019avoir une motivation profonde; sans cela, le coach ne peut rien faire.\u00a0<strong>Finalement, le coaching a pour but ultime d\u2019accompagner l\u2019individu \u00e0 devenir acteur (et non plus victime) du changement.<\/strong><\/p>\n<p><strong><a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_Management_coaching_plan_action.pdf\" target=\"_blank\" rel=\"noopener noreferrer\" data-cke-saved-href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_Management_coaching_plan_action.pdf\">Le double plan d\u2019action du projet (exemple)<\/a><\/strong>:\u00a0avec le plan d\u2019action, on arrive \u00e0 la phase ultime de l\u2019organisation du projet.\u00a0Il deviendra l\u2019outil de pilotage du projet qui met en sc\u00e8ne la mission, les objectifs, les r\u00f4les, les outils et les moyens de chacun.\u00a0<strong>Il permet d\u2019introduire la temporalit\u00e9 en tenant compte des \u00e9ch\u00e9ances obligatoires (deadlines).\u00a0<\/strong>Enfin, le chef de projet peut, gr\u00e2ce \u00e0 ce plan, \u00e9valuer le suivi du projet. Il a aussi la possibilit\u00e9 d\u2019y adjoindre des indicateurs de contr\u00f4le et de suivi.<\/p>\n<p><em>Th\u00e8me pr\u00e9c\u00e9dent:<\/em><\/p>\n<ul>\n<li><a href=\"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/D%C3%A9finition-et-objectifs-de-la-m%C3%A9thode-MPC\" target=\"_blank\" rel=\"noopener noreferrer\" data-cke-saved-href=\"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/D\u00e9finition-et-objectifs-de-la-m\u00e9thode-MPC\"><strong>D\u00e9finition et objectifs du coaching en entreprise<\/strong><\/a><\/li>\n<\/ul>\n<p><em>Th\u00e8me suivant:<\/em><\/p>\n<ul>\n<li><strong><a href=\"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/Profil-et-%C3%A9thique-du-coach-dur%C3%A9e-m%C3%A9thode-MPC\" target=\"_blank\" rel=\"noopener noreferrer\" data-cke-saved-href=\"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/Profil-et-%C3%A9thique-du-coach-dur%C3%A9e-m%C3%A9thode-MPC\">Profil du coach, \u00e9thique et dur\u00e9e du processus de coaching<\/a><\/strong><\/li>\n<\/ul>\n<p><em>Retour \u00e0 l&rsquo;article principal:<\/em><\/p>\n<ul>\n<li><strong><a href=\"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/Objectifs-M%C3%A9thodologie-Exemple-Plan-action-MPC\" target=\"_blank\" rel=\"noopener noreferrer\" data-cke-saved-href=\"https:\/\/hr4free.com\/fr\/Techniques-coaching-professionnel\/Objectifs-M%C3%A9thodologie-Exemple-Plan-action-MPC\">Le coaching individuel en entreprise<\/a><\/strong><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Par Liliane Held-Khawam, auteur du livre\u00a0\u00ab\u00a0Le Management Par le Coaching (MPC): le cadre \u00e0 la recherche de ses rep\u00e8res\u00a0\u00bb. La m\u00e9thodologie du coaching Le processus de coaching que nous appliquons ici est\u00a0bas\u00e9 sur la\u00a0m\u00e9thodologie du Management Par le Coaching (MPC), qui vise \u00e0 structurer une activit\u00e9 professionnelle, y compris dans un environnement changeant et incertain. [&hellip;]<\/p>\n","protected":false},"author":3,"featured_media":4562,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[134],"tags":[90,95,98],"class_list":["post-1029","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-coaching-individuel","tag-coaching","tag-developpement-des-competences","tag-management-par-le-coaching"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Le coaching individuel en entreprise: m\u00e9thodologie d&#039;un projet de d\u00e9veloppement professionnel - HR4Free<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le coaching individuel en entreprise: m\u00e9thodologie d&#039;un projet de d\u00e9veloppement professionnel - HR4Free\" \/>\n<meta property=\"og:description\" content=\"Par Liliane Held-Khawam, auteur du livre\u00a0\u00ab\u00a0Le Management Par le Coaching (MPC): le cadre \u00e0 la recherche de ses rep\u00e8res\u00a0\u00bb. La m\u00e9thodologie du coaching Le processus de coaching que nous appliquons ici est\u00a0bas\u00e9 sur la\u00a0m\u00e9thodologie du Management Par le Coaching (MPC), qui vise \u00e0 structurer une activit\u00e9 professionnelle, y compris dans un environnement changeant et incertain. 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