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Olivier - Les agents publics en Europe en 2020. 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.

Olivier - Six things to consider when using algorithms for employment decisions

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.

Gestion des finances

Alexandru - Resilience in Public Sector Managers. Olivier - AIHR HR Competency Framework. Christina- 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.

Des projets de recherche explorent l’avenir des compétences et du travail dans une économie numérique

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. Mélodie - Psychological Health - Primer Moving to Action. Mélodie - Intelligence emotionnelle en emploi (mind across cnd en) Mélodie - Trends for the next normal. Businesses have spent much of the past nine months scrambling to adapt to extraordinary circumstances.

Mélodie - Trends for the next normal

While the fight against the COVID-19 pandemic is not yet won, with a vaccine in sight, there is at least a faint light at the end of the tunnel—along with the hope that another train isn’t heading our way. Audio 2021 will be the year of transition. Barring any unexpected catastrophes, individuals, businesses, and society can start to look forward to shaping their futures rather than just grinding through the present. The next normal is going to be different. 2021 will be the year of transition. In this article, we identify some of the trends that will shape the next normal. How the COVID-19 crisis and the recovery are shaping the global economy The return of confidence unleashes a consumer rebound. 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.

Mélodie - Download i4cp’s 2021 Priorities & Predictions Report

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.

Mélodie - Sustaining the Positive Lessons COVID-19 Has Taught Our Organizations

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. Mélodie - Linking COVID-19 Vaccinations To Workforce Well-Being Offers Advantages. To encourage … or to require?

Mélodie - Linking COVID-19 Vaccinations To Workforce Well-Being Offers Advantages

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. But that opens another: How to encourage? Providing employees with information about the vaccine and its merits is the leading strategy companies report that they are already deploying (and plan to continue) to promote vaccination. 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.

Mélodie - The Massive and Rapid Shift to Remote Work and Virtual Leadership

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. Such were the findings of a new survey conducted by the Institute for Corporate Productivity (i4cp), which asked participants about the percentage of their organizations’ workforces that were already working remotely before the COVID-19 outbreak and what percent is doing so today.

The numbers are striking. Mélodie - Balado 2 - Vers une nouvelle ère de la gestion du changement. 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).

DHS Employee Morale: Some Improvements Made, but Additional Actions Needed to Strengthen Employee Engagement

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. 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.

Pioneering reforms to boost skills and jobs

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.

PP - What it takes to be a public service leader today

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. 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. 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. Over recent years, trends such as digitisation have widened the skills gap—the distance between actual and required skills—in UK organisations. Controlling salary costs. 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. Olivier - The Internal Talent Marketplace: Evolution and Future.

As internal talent marketplace strategies rapidly evolve, iterative design can accelerate adoption and transform the way organizations think about the future of work, the workforce, and the workplace. As Carl, a regional product manager with a media and technology company, prepares for 2021, he’s assessing what talent strategies worked well this year. His team faced increased demand, and he had to redeploy employees from other departments with transferable capabilities overnight. Fortunately, he was able to post critical projects on the company’s recently launched gig platform and quickly find capable internal talent. Whitney works in the finance department of a regional bank. Inspired by others, she wanted to contribute to society through some meaningful work. Both of the above scenarios highlight a concept that organizations across industries and geographies are exploring: the internal talent marketplace.

Olivier - Has COVID-19 Redefined the Role Of HR? Although most Canadians believe the primary functions of HR include recruitment and hiring, overseeing payroll and benefits and planning for long-term staffing, less than half recognize responsibilities like conducting performance evaluations and creating workplace policies, training new and current employees, providing recognition for performance or scheduling fall under HR's authority.

Bearing this in mind, it's not surprising that 48 percent of Canadians do not know how their workplace would be impacted if HR were to leave suddenly. "HR's role has become increasingly challenging over the last several months, yet a lack of understanding and awareness of the important role of HR persists in Canada. The role of HR professionals is so much more than just recruitment and payroll – HR is critical to building a positive workplace culture, maintaining employee engagement, and to the success of every organization," says Heather Haslam, Vice President, Marketing at ADP Canada. 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. This strategy will take us closer to being the equitable, diverse and inclusive organisation we strive to be. AG - “Bridging the Digital Talent Gap - Towards Successful Industry-University Partnerships” - Workshop proposes solutions to boost Europe’s digital talent pool.

Closer cooperation between businesses and universities is the key element to boost the education offer in key digital technologies and attract talent. This is one of the findings of a workshop co-organised by Informatics Europe and the European Commission in Rome on 31 October 2019. 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. What story will people tell about your organization over the next ten years? Will they celebrate an enthusiastic innovator that thrived by adapting workforce skills and ways of working to the demands of the new economy? Or will they blame poor financial or operational results, unhappy employees, and community disruption on a short-sighted or delayed talent strategy? Our modeling shows that by 2030, up to 30 to 40 percent of all workers in developed countries may need to move into new occupations or at least upgrade their skill sets significantly. 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. À mesure que la crise de la COVID-19 évolue, on oppose de plus en plus au Québec le « bon » leadership du premier ministre François Legault et de son équipe et celui critiqué du gouvernement de Justin Trudeau.

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. Mélanie : Improving 21st Century Skills in the U.S. Air Force. Mélanie : HR and Leadership Catalyst for Innovation Capabilities. 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