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Réussir par l'implication du personnel

Le processus RH prend beaucoup d'énergie, tant au management qu'aux collaborateurs. Et quel est le "ROI" chez vous?

Intégrer la gestion de la qualité dans le cycle de performance

Un manager Qualité d’une organisation florissante m’a raconté comment ils accompagnent le personnel dans son entreprise. Au début de chaque année, chaque collaborateur doit avoir un entretien avec son chef direct concernant ses activités de l’année qui commence. C’est l’entretien de fixation des objectifs. Au milieu de l’année suit un entretien de fonctionnement concernant les progrès accomplis et les actions correctives éventuelles. Et à la fin de l’année, il y a un entretien d’évaluation. Afin de ne pas alourdir le processus l’entretien d’évaluation d’une année est combiné avec l’entretien de fixation des objectifs de l’année suivante.

Ce n’est pas une situation unique d’après vous ?

Voici la suite. Mon collègue manager Qualité m’a raconté que ce processus doit être fortement poussé par les RH car le management intermédiaire n’est pas très enthousiaste vis-à-vis de ce système. Ils voient cela comme un processus administratif nécessaire au Service du Personnel. Quelques individus sont favorables à ce processus mais la très grande majorité le voit comme une charge importante. Aussi y consacre-t-on aussi peu de temps que possible.

Ceci aussi, ce n’est pas pour vous une situation unique ?

En voici davantage. D’après mon collègue manager Qualité, les collaborateurs ne sont pas vraiment enthousiastes à propos de ce système. Ils comprennent bien qu’il faille établir des dossiers s’ils veulent une promotion ou un bonus. Mais à côté de cela, c’est une source de stress, de peur de l’entretien, de frustration car ils doivent y consacrer du temps alors qu’il y a tellement de pain sur la planche.

Une entreprise ou l’on investit autant d’énergie et de temps dans un processus qui conduit à l’effet opposé, cela doit bien être une situation unique ?

Les Organisations excellentes valorisent leur personnel. Elles créent une culture d’autonomie en vue d’équilibrer l’intérêt des résultats entre l’Organisation et le personnel. C’est ce que dit le Modèle EFQM 2010. Comment s’y prend-on, alors ?

Déjà plus de 25 ans, je suis un défendeur de l'intégration de la gestion de la qualité dans le système RH. Améliorer n'est pas une excercice gratuite, mais une partie inhérent de chaque fonction. Mais quand je vois la réalisté dans beaucoup d'organisations, j'hésite.

Quel est votre approche? Comment réaliser des résultats excellents grâce à ces collaborateurs?


La différence avec un consultant

Pour une mission à laquelle vous ne pouvez faire face par vous-mêmes, vous engagez un consultant. Vous comparez quelques offres qui se distinguent en général par leurs approches, délivrables et jalons. Et vous choisissez celle qui convient le mieux en ce qui concerne le budget, le timing et la méthode. Vous savez exactement ce que vous recevez pour votre argent et vous le fixez par contrat.

Pour les missions habituellement réalisées par vos collaborateurs, l’approche est toute différente. Il y a les CCT, les procédures internes, la législation sociale et le Département HR…

Si l’approche consultant vous met plus à l’aise, vous pouvez la copier et la transposer à la gestion du personnel. Vous décrivez les profils de fonctions, établissez des accords annuels avec des objectifs SMART, des entretiens de fonctionnement, des entretiens d’évaluation et vous y associez un système de bonus et rémunération variable. Vous considérez vos collaborateurs comme un petit consultant indépendant.

Lire plus...


Partners in Excellence

Est-il possible de procéder à des améliorations sans analyser les problèmes, sans éliminer les causes des problèmes ? Oui.

Il n’est pas besoin de ne se fixer que sur des problèmes. On peut aussi réussir grâce à la force de ses collaborateurs et collègues et adopter une approche qui fonctionne. Le succès se clone très bien.

Lire plus sur "appreciative inquiry".


Good practices from the EFQM Excellence Award 2010 *

* Source: EFQM Recognition Book 2010

Bradstow School

Bradstow is oriented to meeting the needs of a single customer group of students and families, although the day-to-day work is with students. There are a significant number of stakeholders with an interest in our overall performance: in addition to Wandsworth Borough Council, the most important are the referring Local Authorities, relevant social services departments, the DCSF, OFSTED and elements of the National Health Service.

Approach

Bradstow School has a strong culture of openness and participation amongst the staff and students. There is a well- developed recruitment process involving the highly dedicated Board of Governors and a thorough induction programme of 2-3 weeks to ensure people have the right skills and knowledge for their very specialist roles.

Deployment

Each employee, in both the educational and care sections, has a clearly defined career path, supported by a well-defined training plan. Targets at individual level are set for each employee, cascaded down from Bradstow School strategy and reviewed each school term as well as yearly with the line manager. Leaders encourage people to take responsibility for their own development and actively support them to achieve their plans and targets, e..g. degree level training where appropriate.

Staff at all levels is involved in improvements and encouraged to make positive contributions and suggestions. People work in an atmosphere of trust and are motivated and empowered to make decisions. They are organised in inter-departmental teams in order to maximise students’ performance.

Assessment and Refinement

There are many different communication channels, e.g. “ra ra” sessions and weekly whole school assemblies, to ensure information and best practices are shared within Bradstow School.

Iimpact on performance

The people satisfaction survey across a wide range of indicators shows very high satisfaction levels.

Olabide ikastola

(sector education, Spain, Basque)

Approach

Olabide promotes continuous improvement and the potential and active involvement of its people is maximised through a culture of trust, openness and empowerment. This is reflected in various, well-appreciated ways, such as process management participation, training, recognition and improvement and suggestion systems. People are active and enthusiastic participants in improving the quality of the school. Some approaches are innovative. For example, there is an opportunity for managers to opt out of the management team and another staff member is democratically elected to join the management team.

Deployment

The Deployment of people approaches is systematically done and implemented in all areas after piloting them if necessary.

Assessment and Refinement

Assessment and Refinement is continuously performed through the management system and leaders are engaged and committed to improving the school. People satisfaction surveys have been conducted at Olabide regularly for 10 years and have been reviewed.

Impact on performance

The overall degree of people satisfaction and the degree of satisfaction with the work being done has reached the best-in- class value for the last 4 years. In addition, this approach has engendered great loyalty and pride in staff who choose to remain with the school. Key results are improving and there is a clear link between these results and the efforts made by staff to ensure the school continues to be successful and in maintaining the image of Olabide as a role model in the local society.

VAMeD-KMB

(VAMED-KMB is responsible for building services as well as for structural engineering and maintenance of about 48,000 medical-technical devices in the General Hospital in Vienna.)

Approach

VAMED-KMB has put in place a strong system for HR planning 3 years in advance of change and based firmly in their strategy. In consequence they are able to align the quantity and quality of their people resources directly with strategic needs. This alignment is reinforced by the existence of an Employee.

Orientation Platform and a Leadership Platform, both of which are used to inform all employees about strategy and align people to the strategic targets of VAMED-KMB; as well as the more regular and general communication needs between employees and the leadership team.

The requirements and capabilities of every employee are defined in job descriptions and specifications. Job descriptions are reviewed and updated annually, which represents excellent practice in ensuring that strategic objectives are always reflected in the day-to-day roles in the organisation and that employees are clear and up to date about their roles and responsibilities. This is all supported by a comprehensive and generous approach to training and development; and employees are encouraged to train on skills outside of their immediate work area which gives them flexibility over future roles. The employees value this aspect of training very highly. VAMED-KMB works in partnership with VAMED-AG to identify high potential employees and future succession needs and these employees are able to join the VAMED-AG Leadership Development Programme.

The company operates a very open culture in which employees are encouraged to be involved. This is fostered by such initiatives as shop floor talks, the leaders’ platform, employee advisory board and participating in assessments. There was clear evidence that changes affecting employees were accompanied by communication strategies to explain the reason for planned changes. This is particularly appreciated by the employees. The company has put in place an innovative staff bonus system which is a blend of fixed annual bonuses that depend on the overall performance of the company, and ‘share’ certificates which reward individual performance. These share certificates can have the effect of doubling individual annual bonuses. Again this approach is very highly valued by employees. The company has also created Club Lifetime to promote health and lifestyle related activities for VAMED-KMB employees and their families and friends. This is one way in which VAMED-KMB demonstrates that it cares for its people beyond work related issues.

Deployment

The Strategic objectives are broken down to the Competence Centres and then integrated into the individual targets for the employees during the annual appraisal interview. Appraisal interviews also include the performance appraisal and are documented and tracked. There is clear evidence that this approach is highly valued and used by employees and leaders alike.

At the site visit, it was clearly evident that all of the approaches were deployed extensively, and that employees were extremely satisfied with the improvements that have been made to their employment conditions over the last few years. Assessment and Refinement The approaches described above were all developed as a direct result of continuous Self-Assessment and through ideas generated within the company in response to its business needs.

Assessment & Refinement is a major strength throughout the company, and is particularly well illustrated within VAMED-KMB’s dealings with its employees.

impact on performance

VAMED-KMB has a well-motivated workforce. As a consequence of these approaches and their extensive deployment, VAMED- KMB enjoys a strong and happy relationship with its employees. In turn, this clearly impacts on the performance of the company, particularly relating to their customer and key performance results as they are able to retain highly skilled staff in a competitive employment marketplace.