{"id":257973,"date":"2023-03-07T14:04:37","date_gmt":"2023-03-07T19:04:37","guid":{"rendered":"https:\/\/fsc-ccf.ca\/future-of-work\/"},"modified":"2023-03-07T14:10:57","modified_gmt":"2023-03-07T19:10:57","slug":"blog-ses","status":"publish","type":"post","link":"https:\/\/fsc-ccf.ca\/fr\/blog-ses\/","title":{"rendered":"Les comp\u00e9tences les plus recherch\u00e9es pour l\u2019avenir du travail ne sont certainement pas \u00ab\u2009non-techniques\u2009\u00bb<\/strong>"},"content":{"rendered":"\n

Dans un contexte d\u2019\u00e9volution rapide et d\u2019incertitude permanente, au sortir de la \u00ab\u2009r\u00e9cession au f\u00e9minin\u2009\u00bb, un changement fondamental s\u2019est op\u00e9r\u00e9 dans la mani\u00e8re dont les employeurs et les employ\u00e9s se pr\u00e9sentent au travail. Alors que nous reconnaissons l\u2019importance de la planification et de la strat\u00e9gie lorsque nous envisageons l\u2019avenir du travail, une question qui pr\u00e9occupe un grand nombre d\u2019employeurs et d\u2019employ\u00e9s est la r\u00e9tention : les avantages et les inconv\u00e9nients de rester ou de partir. Comment nos organisations peuvent-elles s\u2019assurer de garder les membres de leur \u00e9quipe les plus brillants \u00e0 une \u00e9poque o\u00f9 d\u2019autres organisations les incitent \u00e0 se tourner vers d\u2019autres horizons\u2009? Quelles sont les comp\u00e9tences qui comptent le plus\u2009?<\/p>\n\n\n\n

Le co\u00fbt de la perte de personnel est exceptionnellement \u00e9lev\u00e9. Selon les statistiques, la perte d\u2019un employ\u00e9 co\u00fbte \u00e0 une organisation entre 1,5 et 2 fois son salaire. Dans un avenir du travail encore en cours de red\u00e9finition, quelles sont les principales comp\u00e9tences requises pour garder les employ\u00e9s en p\u00e9riode d\u2019instabilit\u00e9 et de changement\u2009? <\/p>\n\n\n\n

Dans les recherches de Catalyst qui sont ax\u00e9es sur notre mission de cr\u00e9er des lieux de travail plus inclusifs, deux \u00ab\u2009comp\u00e9tences relationnelles\u2009\u00bb particuli\u00e8res figurent au premier rang de toutes nos recherches. Ce sont : l\u2019empathie et l\u2019adaptabilit\u00e9. <\/p>\n\n\n\n

Tout sauf le contexte non technique\u2009!<\/strong><\/h3>\n\n\n\n

La tendance \u00e0 les qualifier de \u00ab\u2009comp\u00e9tences non -techniques\u2009\u00bb touche heureusement \u00e0 sa fin. Il est, bien s\u00fbr, assez ironique de constater que la soci\u00e9t\u00e9 a tendance \u00e0 minimiser les comp\u00e9tences qui sont plus typiquement associ\u00e9es aux femmes en les qualifiant de \u00ab\u2009non-techniques\u2009\u00bb ou en en d\u00e9duisant qu\u2019elles sont \u00ab\u2009faciles\u2009\u00bb. Le terme \u00ab\u2009comp\u00e9tences non -techniques\u2009\u00bb d\u00e9value leur signification et leur importance critique. Et, comme nous le constatons dans l\u2019\u00e9volution rapide de l\u2019avenir du travail, ces comp\u00e9tences sont tout sauf non techniques. Elles sont difficiles \u00e0 ex\u00e9cuter. Elles sont essentielles. Et elles ne peuvent pas \u00eatre d\u00e9l\u00e9gu\u00e9es, n\u00e9glig\u00e9es ou minimis\u00e9es. De plus, contrairement \u00e0 des concepts d\u00e9suets que nous avons pu conna\u00eetre, on ne na\u00eet pas avec ou sans elles. Des comp\u00e9tences telles que l\u2019adaptabilit\u00e9 et l\u2019empathie peuvent, devraient et doivent \u00eatre d\u00e9velopp\u00e9es, encadr\u00e9es et cultiv\u00e9es sur le lieu de travail. <\/p>\n\n\n\n

Les recherches de Catalyst r\u00e9v\u00e8lent que l\u2019empathie n\u2019est plus seulement un \u00e9l\u00e9ment agr\u00e9able \u00e0 poss\u00e9der sur le lieu de travail, mais un imp\u00e9ratif strat\u00e9gique. Nos recherches r\u00e9v\u00e8lent que l\u2019empathie est un moteur essentiel de l\u2019innovation, de l\u2019engagement et de l\u2019inclusion sur le lieu de travail. L\u2019empathie \u00e9tant au c\u0153ur des comp\u00e9tences professionnelles, les employ\u00e9s s\u2019attendent et exigent que leurs leaders et leurs organisations se soucient d\u2019eux. Cela rejoint le concept de qualit\u00e9 de l\u2019emploi, qui d\u00e9passe le cadre des salaires et des avantages sociaux, et qui constitue une priorit\u00e9 strat\u00e9gique pour le Centre des Comp\u00e9tences futures (CCF). Plusieurs organisations m\u00e8nent actuellement des recherches en collaboration avec le CCF afin de mieux d\u00e9finir, comprendre et mesurer les niveaux de qualit\u00e9 de l\u2019emploi existant dans notre \u00e9conomie.<\/p>\n\n\n\n

L\u2019empathie favorise l\u2019engagement<\/strong><\/h3>\n\n\n\n

Les leaders empathiques se montrent attentifs, essaient de comprendre les autres et \u00e9tablissent des relations avec eux selon trois dimensions : cognitive, \u00e9motionnelle et comportementale. Nos recherches dans ce domaine r\u00e9v\u00e8lent que l\u2019empathie stimule la productivit\u00e9 : les employ\u00e9s dont les gestionnaires et les leaders font preuve d\u2019empathie sont plus innovants et plus engag\u00e9s dans leur travail que ceux dont les gestionnaires et les leaders sont moins empathiques. En outre, lorsque les leaders mettent en pratique leurs comp\u00e9tences en mati\u00e8re d\u2019empathie, ils constatent que non seulement les employ\u00e9s restent dans les organisations, mais qu\u2019ils sont \u00e9galement plus productifs. Nos chercheurs consid\u00e8rent l\u2019empathie comme un super pouvoir organisationnel, en particulier en p\u00e9riode de crise ou de changement. <\/p>\n\n\n\n

La n\u00e9cessit\u00e9 de s\u2019adapter<\/strong><\/h3>\n\n\n\n

La capacit\u00e9 de s\u2019adapter est une deuxi\u00e8me comp\u00e9tence professionnelle indispensable. Notre \u00e9tude la plus r\u00e9cente, men\u00e9e aupr\u00e8s de 5\u2009494 employ\u00e9s dans 11 pays, dont le Canada, r\u00e9v\u00e8le que la capacit\u00e9 de s\u2019adapter est une comp\u00e9tence cl\u00e9 en mati\u00e8re de leadership que les gestionnaires doivent poss\u00e9der pour que leurs employ\u00e9s et leurs entreprises puissent prosp\u00e9rer maintenant et dans l\u2019avenir du travail. Nous avons constat\u00e9 qu\u2019en conjonction avec l\u2019empathie, la capacit\u00e9 de s\u2019adapter des gestionnaires favorise les r\u00e9sultats des employ\u00e9s tels que l\u2019inclusion, le bien-\u00eatre et l\u2019intention de rester, et qu\u2019elle r\u00e9duit l\u2019\u00e9puisement professionnel. Pourtant, nos recherches r\u00e9v\u00e8lent que pr\u00e8s de sept employ\u00e9s sur dix affirment que leurs gestionnaires ne s\u2019adaptent pas. Face \u00e0 des d\u00e9fis mondiaux impr\u00e9visibles et sans pr\u00e9c\u00e9dent, les gestionnaires qui peuvent r\u00e9agir de mani\u00e8re efficace et adaptable \u00e0 des situations et \u00e0 des donn\u00e9es nouvelles prendront le dessus et m\u00e8neront leurs \u00e9quipes au succ\u00e8s.<\/p>\n\n\n\n

Faire face au changement et \u00e0 l\u2019incertitude <\/strong><\/h3>\n\n\n\n

Enfin, conform\u00e9ment \u00e0 la mission de Catalyst, qui consiste \u00e0 cr\u00e9er des lieux de travail favorables aux femmes, nous sugg\u00e9rons que la capacit\u00e9 d\u2019adaptation des gestionnaires est essentielle pour diriger des \u00e9quipes diversifi\u00e9es. Selon les donn\u00e9es, les \u00e9quipes diversifi\u00e9es sur le plan racial et ethnique sont plus innovantes lorsqu\u2019elles ont des leaders adaptables. Les leaders adaptables favorisent l\u2019inclusion des employ\u00e9s marginalis\u00e9s sur le plan racial et ethnique qui travaillent au sein d\u2019\u00e9quipes diverses.<\/p>\n\n\n\n

Alors que nous c\u00e9l\u00e9brons la Journ\u00e9e internationale de la femme le 8 mars, voici quatre points \u00e0 retenir pour tous les leaders afin de les aider \u00e0 d\u00e9velopper leurs comp\u00e9tences en mati\u00e8re d\u2019empathie et d\u2019adaptabilit\u00e9 :<\/p>\n\n\n\n

    \n
  1. Il convient de cultiver la conscience de soi et de r\u00e9fl\u00e9chir \u00e0 sa capacit\u00e9 \u00e0 faire face \u00e0 l\u2019incertitude et au changement. <\/li>\n\n\n\n
  2. Instaurer un climat de croissance.<\/li>\n\n\n\n
  3. Cr\u00e9er un climat de s\u00e9curit\u00e9 psychologique qui favorise l\u2019expression des diff\u00e9rences. <\/li>\n\n\n\n
  4. Faire preuve de curiosit\u00e9 \u00e0 l\u2019\u00e9gard de ce que l\u2019on sait et de ce que l\u2019on ne sait pas. <\/li>\n<\/ol>\n\n\n\n

    Vos \u00e9quipes, vos coll\u00e8gues et vos pairs vous en remercieront. En pla\u00e7ant l\u2019empathie au c\u0153ur du monde du travail, les leaders peuvent accomplir de grands progr\u00e8s pour attirer et retenir les employ\u00e9s. Ce qui, \u00e0 son tour, ouvre la voie \u00e0 un milieu o\u00f9 la qualit\u00e9 de l\u2019emploi est la colle qui maintient la coh\u00e9sion de l\u2019organisation. <\/p>\n\n\n\n

    Julie Cafley, PhD, est la directrice g\u00e9n\u00e9rale de Catalyst Canada, une organisation qui cr\u00e9e des lieux de travail plus inclusifs et diversifi\u00e9s par le biais de la recherche, de l\u2019apprentissage et d\u2019\u00e9v\u00e9nements. Elle est \u00e9galement la pr\u00e9sentatrice de la troisi\u00e8me saison du balado<\/a> du Centre des Comp\u00e9tences futures.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

    Dans un contexte d\u2019\u00e9volution rapide et d\u2019incertitude permanente, au sortir de la \u00ab\u2009r\u00e9cession au f\u00e9minin\u2009\u00bb, un changement fondamental s\u2019est op\u00e9r\u00e9 dans la mani\u00e8re dont les…<\/p>\n","protected":false},"author":16,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"ob_guten_meta_block":[],"footnotes":""},"categories":[1],"tags":[],"region":[211],"populations":[],"themes":[1538],"class_list":["post-257973","post","type-post","status-publish","format-standard","hentry","category-null","region-across-canada","themes-inclusive-economy"],"acf":{"thumbnail_image":{"ID":257965,"id":257965,"title":"People skills soft 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14:02:04","post_date_gmt":"2023-03-07 19:02:04","post_content":"","post_title":"Julie Cafley","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"julie-cafley","to_ping":"","pinged":"","post_modified":"2023-03-07 14:07:55","post_modified_gmt":"2023-03-07 19:07:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/fsc-ccf.ca\/team\/julie-cafley\/","menu_order":80,"post_type":"team","post_mime_type":"","comment_count":"0","filter":"raw"}],"report":false},"yoast_head":"\nLes comp\u00e9tences les plus recherch\u00e9es pour l\u2019avenir du travail ne sont certainement pas \u00ab\u2009non-techniques\u2009\u00bb - Future Skills Centre \u2022 Centre des Comp\u00e9tences futures<\/title>\n<meta name=\"description\" content=\"Dans un contexte d\u2019\u00e9volution rapide et d\u2019incertitude permanente, au sortir de la \u00ab\u2009r\u00e9cession au f\u00e9minin\u2009\u00bb, un changement fondamental s\u2019est 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