{"id":225,"date":"2018-08-31T09:25:01","date_gmt":"2018-08-31T09:25:01","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=225"},"modified":"2022-08-06T14:23:40","modified_gmt":"2022-08-06T14:23:40","slug":"suivi-du-collaborateur-plan-de-succession-releve-rh-organigramme","status":"publish","type":"post","link":"https:\/\/hr4free.com\/fr\/Suivi-du-collaborateur\/Plan-de-succession-rel%C3%A8ve-RH-organigramme","title":{"rendered":"Le plan de succession RH et la gestion de la rel\u00e8ve &#8211; Exemple"},"content":{"rendered":"<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><span style=\"line-height: 1.538em;\"><strong>L\u2019\u00e9tablissement de plans de succession fait partie int\u00e9grante du conseil au management en mati\u00e8re de d\u00e9veloppement du personnel<\/strong>, activit\u00e9 qui est au centre des activit\u00e9s du DRH moderne.<\/span>\u00a0En se basant sur la strat\u00e9gie de l\u2019entreprise et du<em> budget pr\u00e9visionnel<\/em> qui en d\u00e9coule, celui-ci s\u2019efforcera ainsi d\u2019attirer l\u2019attention de la ligne sur les questions li\u00e9es \u00e0 la rel\u00e8ve. En effet, l\u2019entreprise qui n\u00e9glige cet aspect peut se trouver d\u00e9munie face \u00e0 un changement subit de ses effectifs.<\/span><\/span><\/p>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><strong>Pour \u00e9tablir un plan de succession pr\u00e9cis, il est donc indispensable d\u2019identifier les potentiels de l\u2019entreprise. <\/strong>Nous connaissons, en effet, de nombreuses soci\u00e9t\u00e9s qui engagent du personnel qualifi\u00e9 en r\u00e9serve, sans opportunit\u00e9s concr\u00e8tes de d\u00e9veloppement. Ceci provoque l\u2019insatisfaction des personnes engag\u00e9es et se traduit bien souvent par des d\u00e9missions.<\/span><\/span><\/p>\n<h5 style=\"text-align: center;\"><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 20px;\"><strong>OUTILS<\/strong><\/span><\/span><\/h5>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b><a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_RH_plan_succession_portefeuille.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">Le portefeuille des potentiels (illustration)<\/a><\/b>, inspir\u00e9 de la grille marketing du Boston Consulting Group, permet ainsi de d\u00e9velopper une strat\u00e9gie de d\u00e9veloppement du personnel. Il se base sur les deux \u00e9l\u00e9ments suivants:<\/span><\/span><\/p>\n<ol>\n<li><em><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\">le r\u00e9sultat des \u00e9valuations annuelles du personnel (ratings)<\/span><\/span><\/em><\/li>\n<li><em><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\">la perception subjective du potentiel de d\u00e9veloppement du candidat<\/span><\/span><\/em><\/li>\n<\/ol>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\">Le portefeuille des potentiels se lit comme suit:<\/span><\/span><\/p>\n<ul>\n<li><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b>Quadrant I: <\/b>Ce quadrant repr\u00e9sente graphiquement les personnes \u00e0 <em>bas potentiels<\/em> et dont les ratings sont insuffisants.<\/span><\/span><\/li>\n<li><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b>Quadrant II: <\/b>Nous trouvons ici les personnes \u00e0 <em>haut potentiel<\/em> mais dont les ratings sont faibles. Dans une telle constellation, on peut imaginer une d\u00e9motivation des collaborateurs du fait de leur sous-emploi.<\/span><\/span><\/li>\n<li><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b>Quadrant III:<\/b> Il s\u2019agit des <em>\u00ab\u00a0key-people\u00a0\u00bb<\/em>, les <em>hauts potentiels<\/em> de l\u2019entreprise. La question qui se pose ici est de savoir s\u2019ils sont pr\u00e9vus dans un plan de succession.<\/span><\/span><\/li>\n<li><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b>Quadrant IV:<\/b> Ce sont des collaborateurs qui font preuve d\u2019<em>excellence<\/em> dans leur travail, mais dont le potentiel de d\u00e9veloppement reste faible.<\/span><\/span><\/li>\n<\/ul>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><strong>Les regroupements des candidats par \u00ab\u00a0familles\u00a0\u00bb (en bleu) servent, quant \u00e0 eux, \u00e0 d\u00e9finir les grands axes de la politique de d\u00e9veloppement de l&rsquo;entreprise<\/strong>. Finalement, il est \u00e0 noter que l\u2019on peut recourir \u00e0 diverses <em>techniques d\u2019\u00e9valuation<\/em> (<strong><a href=\"https:\/\/hr4free.com\/fr\/Tests-aptitudes-professionnelles\" target=\"_blank\" rel=\"noopener noreferrer\">tests d&rsquo;aptitudes<\/a><\/strong>, <b><a href=\"https:\/\/hr4free.com\/fr\/Outils-du-Gestionnaire-RH\/Assessment-Development-Center\" target=\"_blank\" rel=\"noopener noreferrer\">Assessment Centers<\/a><\/b>\u2026) pour objectiver la perception du potentiel des diff\u00e9rents candidats.<\/span><\/span><\/p>\n<h5 style=\"text-align: center;\"><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 20px;\"><strong>PRATIQUE<\/strong><\/span><\/span><\/h5>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\">Apr\u00e8s avoir d\u00e9termin\u00e9 les <em>postes-cl\u00e9s<\/em> pour lesquels un plan de succession doit \u00eatre pr\u00e9vu, on d\u00e9terminera, sur la base du <em>portefeuille des potentiels<\/em>, deux successeurs pour pallier au d\u00e9part \u00e9ventuel de chacun des titulaires:<\/span><\/span><\/p>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><strong>1. Le successeur A:<\/strong> Il s\u2019agit de la personne qui serait la plus \u00e0 m\u00eame de reprendre le poste consid\u00e9r\u00e9. On tiendra compte des <em>qualifications professionnelles <\/em>et <em>humaines<\/em> et, \u00e9ventuellement, de l\u2019<em>\u00e2ge du candidat<\/em>.<\/span><\/span><\/p>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\">Si ce candidat n\u2019est pas encore apte \u00e0 reprendre imm\u00e9diatement cette fonction, un syst\u00e8me de gestion des comp\u00e9tences permettra de d\u00e9tecter les lacunes et de mettre sur pied un <b><a href=\"http:\/\/www.hr4free.com\/fr\/Suivi-du-collaborateur\/Plan-de-formation-et-processus-de-d%C3%A9veloppement-des-comp%C3%A9tences\" target=\"_blank\" rel=\"noopener noreferrer\">plan de d\u00e9veloppement des comp\u00e9tences (exemple)<\/a>\u00a0<\/b>pr\u00e9parant le candidat \u00e0 sa future fonction.<\/span><\/span><\/p>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b>2. Le successeur B:<\/b> C\u2019est un candidat qui poss\u00e8de l\u2019<em>exp\u00e9rience <\/em>n\u00e9cessaire pour remplir la fonction consid\u00e9r\u00e9e, mais seulement \u00e0 titre d\u2019int\u00e9rim. Il peut s\u2019agir d\u2019un candidat disposant de quelques ann\u00e9es de services, mais qui ne dispose pas des qualifications n\u00e9cessaires au <em>d\u00e9veloppement de la fonction<\/em>.<\/span><\/span><\/p>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><strong>Les successeurs (surtout dans la cat\u00e9gorie A) seront id\u00e9alement choisis parmi les \u00ab\u00a0key-people\u00a0\u00bb de l\u2019entreprise<\/strong> <b><a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_RH_plan_succession_portefeuille.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">(Quadrant III)<\/a><\/b>. En l\u2019absence d\u2019une telle possibilit\u00e9, on se reportera sur les quadrants adjacents <b><a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_RH_plan_succession_portefeuille.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">(Quadrants II et IV)<\/a><\/b>, selon le<em> profil<\/em> recherch\u00e9 et la<em> temporalit\u00e9 <\/em>\u00e0 disposition.<\/span><\/span><\/p>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\">Cet exercice permet ainsi de d\u00e9celer les lacunes de rel\u00e8ve \u00e0 l\u2019int\u00e9rieur d\u2019une entreprise. Si aucun candidat A ou B ne peut \u00eatre trouv\u00e9, une recherche sur le march\u00e9 s\u2019imposera. <strong>Dans l&rsquo;organigramme, on inscrira sous l\u2019intitul\u00e9 du poste le mot \u00ab\u00a0SEARCH\u00a0\u00bb<\/strong> (par exemple), ce qui permettra au DRH d\u2019\u00e9tablir une sorte de <em>carnet de commandes <\/em>de recrutement.<\/span><\/span><\/p>\n<h5 style=\"text-align: center;\"><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 20px;\"><b>EXEMPLE<\/b><\/span><\/span><\/h5>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\">Nous vous soumettons ci-dessous un <em>organigramme<\/em> incluant une <b><a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_RH_plan_succession_organigramme.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">planification de succession (organigramme)<\/a><\/b>. Dans cet exemple, nous nous contentons des deux premiers niveaux de conduite. <b>C\u2019est l\u2019entreprise qui d\u00e9cidera des niveaux pour lesquels elle veut pr\u00e9voir un plan de succession.<\/b><\/span><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\">Finalement, voici une <a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_Management_MD_tableau.pdf\" target=\"_blank\" rel=\"noopener noreferrer\"><b>matrice de r\u00e9partition des responsabilit\u00e9s du processus de d\u00e9veloppement du personnel (exemple)<\/b><\/a>, qui structure un <em>plan de rel\u00e8ve et de d\u00e9veloppement<\/em>. Cet exemple est tir\u00e9 d&rsquo;un cas r\u00e9el.<\/span><\/span><\/p>\n<p><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><strong>L\u00e9gende<\/strong><\/span><\/span><\/p>\n<table border=\"0\" width=\"0\" cellspacing=\"0\" cellpadding=\"0\">\n<tbody>\n<tr>\n<td><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b><span style=\"text-decoration: none;\">Responsabilit\u00e9s<\/span> \u00a0<\/b><\/span><\/span><\/td>\n<td><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b>\u00a0<span style=\"text-decoration: none;\">Publics<\/span><\/b><\/span><\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"text-align: left;\"><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b>G:<\/b> Gestion du processus (initialisation et contr\u00f4le)<br \/>\n<b>S:<\/b> Support en comp\u00e9tences<br \/>\n<b>R:<\/b> R\u00e9alisation de l&rsquo;activit\u00e9<br \/>\n<b>D:<\/b> D\u00e9cision par rapport \u00e0 l&rsquo;activit\u00e9<br \/>\n<b>I:<\/b> Investissement dans le d\u00e9veloppement et le financement<\/span><\/span><\/td>\n<td style=\"text-align: left;\"><span style=\"font-family: lucida sans unicode,lucida grande,sans-serif;\"><span style=\"font-size: 16px;\"><b>I:<\/b> Cadres de Direction<br \/>\n<b>II:<\/b> Responsables de D\u00e9partements<br \/>\n<b>III:<\/b> Chefs d\u2019\u00e9quipe et de services<br \/>\n<\/span><\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n","protected":false},"excerpt":{"rendered":"<p>L\u2019\u00e9tablissement de plans de succession fait partie int\u00e9grante du conseil au management en mati\u00e8re de d\u00e9veloppement du personnel, activit\u00e9 qui est au centre des activit\u00e9s du DRH moderne.\u00a0En se basant sur la strat\u00e9gie de l\u2019entreprise et du budget pr\u00e9visionnel qui en d\u00e9coule, celui-ci s\u2019efforcera ainsi d\u2019attirer l\u2019attention de la ligne sur les questions li\u00e9es \u00e0 [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":226,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16,4],"tags":[128,425,129,124],"class_list":["post-225","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-suivi-du-collaborateur","category-articles-a-la-une","tag-developpement-strategique","tag-evaluation-de-potentiel","tag-gestion-des-talents","tag-ressources-humaines"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.3 - 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