{"id":126464,"date":"2020-08-11T17:58:50","date_gmt":"2020-08-11T21:58:50","guid":{"rendered":"https:\/\/fsc-ccf.ca\/references\/un-referentiel-pour-articuler-les-competences-strategiques-et-individuelles-7-2\/"},"modified":"2020-08-11T17:58:50","modified_gmt":"2020-08-11T21:58:50","slug":"un-referentiel-pour-articuler-les-competences-strategiques-et-individuelles-7-2","status":"publish","type":"reference","link":"https:\/\/fsc-ccf.ca\/fr\/references\/un-referentiel-pour-articuler-les-competences-strategiques-et-individuelles-7-2\/","title":{"rendered":"Un r\u00e9f\u00e9rentiel pour articuler les comp\u00e9tences strat\u00e9giques et individuelles 7"},"content":{"rendered":"<p>La question de l\u2019articulation des comp\u00e9tences individuelles et strat\u00e9giques (pilotage des comp\u00e9tences) attend de recevoir des r\u00e9ponses \u00e0 la fois th\u00e9oriques et op\u00e9rationnelles. Un des enjeux majeurs consiste dans la construction d\u2019un r\u00e9f\u00e9rentiel commun pour tous les niveaux de la comp\u00e9tence. En effet, m\u00eame si la GRH b\u00e9n\u00e9ficie de tr\u00e8s nombreux r\u00e9f\u00e9rentiels, ils sont inop\u00e9rants pour l\u2019articulation : ils n\u2019ont pas \u00e9t\u00e9 con\u00e7us pour cette finalit\u00e9 mais pour l\u2019\u00e9valuation des comp\u00e9tences individuelles. Ainsi, le r\u00e9f\u00e9rentiel propos\u00e9 devra \u00eatre capable de servir une double finalit\u00e9 de pilotage et d\u2019\u00e9valuation des comp\u00e9tences. L\u2019\u00e9tude de cas comparative r\u00e9alis\u00e9e ici vise pr\u00e9cis\u00e9ment \u00e0 proposer des \u00e9l\u00e9ments de r\u00e9ponse originaux \u00e0 cette finalit\u00e9.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>La question de l\u2019articulation des comp\u00e9tences individuelles et strat\u00e9giques (pilotage des comp\u00e9tences) attend de recevoir des r\u00e9ponses \u00e0 la fois th\u00e9oriques et op\u00e9rationnelles. Un des enjeux majeurs consiste dans la construction d\u2019un r\u00e9f\u00e9rentiel commun pour tous les niveaux de la comp\u00e9tence. En effet, m\u00eame si la GRH b\u00e9n\u00e9ficie de tr\u00e8s nombreux r\u00e9f\u00e9rentiels, ils sont inop\u00e9rants pour l\u2019articulation : ils n\u2019ont pas \u00e9t\u00e9 con\u00e7us pour cette finalit\u00e9 mais pour l\u2019\u00e9valuation des comp\u00e9tences individuelles. Ainsi, le r\u00e9f\u00e9rentiel propos\u00e9 devra \u00eatre capable de servir une double finalit\u00e9 de pilotage et d\u2019\u00e9valuation des comp\u00e9tences. L\u2019\u00e9tude de cas comparative r\u00e9alis\u00e9e ici vise pr\u00e9cis\u00e9ment \u00e0 proposer des \u00e9l\u00e9ments de r\u00e9ponse originaux \u00e0 cette finalit\u00e9.<\/p>\n","protected":false},"template":"","reference-tag":[],"reference-type":[435],"class_list":["post-126464","reference","type-reference","status-publish","hentry","reference-type-journal-article"],"acf":{"citation":"Rouby, E., Oiry, E., and Thomas, C. (2012). Un r\u00e9f\u00e9rentiel pour articuler les comp\u00e9tences strat\u00e9giques et individuelles 7. Revue Management & Avenir, 57(7), 37-56. 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