{"id":128387,"date":"2020-08-11T18:13:01","date_gmt":"2020-08-11T22:13:01","guid":{"rendered":"https:\/\/fsc-ccf.ca\/references\/quelle-entreprises-pratiques-la-gestion-des-competences-2\/"},"modified":"2020-08-11T18:13:00","modified_gmt":"2020-08-11T22:13:00","slug":"quelle-entreprises-pratiques-la-gestion-des-competences-2","status":"publish","type":"reference","link":"https:\/\/fsc-ccf.ca\/fr\/references\/quelle-entreprises-pratiques-la-gestion-des-competences-2\/","title":{"rendered":"Quelle entreprises pratiques la gestion des comp\u00e9tences?"},"content":{"rendered":"

Dans un contexte de ch\u00f4mage \u00e9lev\u00e9, la part des projets de recrutement jug\u00e9s \u00ab difficiles \u00bb par les entreprises fran\u00e7aises a consid\u00e9rablement augment\u00e9 au cours des derni\u00e8res ann\u00e9es, passant de 32,4 % \u00e0 44,4 % entre 2015 et 2018 [1]. La formation insuffisante des candidats et leur manque de comp\u00e9tences figurent parmi les motifs les plus souvent invoqu\u00e9s par les employeurs pour expliquer ce paradoxe. Certains travaux sugg\u00e8rent ainsi que le syst\u00e8me \u00e9ducatif fran\u00e7ais ne parvient pas \u00e0 r\u00e9pondre aux besoins du march\u00e9 du travail [2].
\nFace au d\u00e9calage r\u00e9el entre l\u2019offre et la demande de travail, l\u2019analyse ne peut toutefois pas se limiter \u00e0 souligner les insuffisances des candidats. Elle doit aussi porter sur la capacit\u00e9 des entreprises \u00e0 identifier, \u00e0 mobiliser et \u00e0 faire \u00e9voluer les comp\u00e9tences de leurs salari\u00e9s [3]. Cette \u00ab gestion des comp\u00e9tences \u00bb pr\u00e9sente en effet plusieurs avantages : elle favorise l\u2019embauche des profils dont les entreprises ont besoin, elle permet de mieux absorber les chocs technologiques ou \u00e9conomiques et enfin elle accompagne les changements dans l\u2019organisation du travail.
\nPourtant, seulement un quart des entreprises du secteur priv\u00e9 s\u2019engagent de mani\u00e8re syst\u00e9matique dans une d\u00e9marche de gestion des comp\u00e9tences, avec des \u00e9carts marqu\u00e9s qui tiennent principalement \u00e0 la taille de l\u2019entreprise et au secteur d\u2019activit\u00e9.<\/p>\n","protected":false},"excerpt":{"rendered":"

Dans un contexte de ch\u00f4mage \u00e9lev\u00e9, la part des projets de recrutement jug\u00e9s \u00ab difficiles \u00bb par les entreprises fran\u00e7aises a consid\u00e9rablement augment\u00e9 au cours des derni\u00e8res ann\u00e9es, passant de 32,4 % \u00e0 44,4 % entre 2015 et 2018 [1]. La formation insuffisante des candidats et leur manque de comp\u00e9tences figurent parmi les motifs les plus souvent invoqu\u00e9s par les employeurs pour expliquer ce paradoxe. Certains travaux sugg\u00e8rent ainsi que le syst\u00e8me \u00e9ducatif fran\u00e7ais ne parvient pas \u00e0 r\u00e9pondre aux besoins du march\u00e9 du travail [2].
\nFace au d\u00e9calage r\u00e9el entre l\u2019offre et la demande de travail, l\u2019analyse ne peut toutefois pas se limiter \u00e0 souligner les insuffisances des candidats. Elle doit aussi porter sur la capacit\u00e9 des entreprises \u00e0 identifier, \u00e0 mobiliser et \u00e0 faire \u00e9voluer les comp\u00e9tences de leurs salari\u00e9s [3]. Cette \u00ab gestion des comp\u00e9tences \u00bb pr\u00e9sente en effet plusieurs avantages : elle favorise l\u2019embauche des profils dont les entreprises ont besoin, elle permet de mieux absorber les chocs technologiques ou \u00e9conomiques et enfin elle accompagne les changements dans l\u2019organisation du travail.
\nPourtant, seulement un quart des entreprises du secteur priv\u00e9 s\u2019engagent de mani\u00e8re syst\u00e9matique dans une d\u00e9marche de gestion des comp\u00e9tences, avec des \u00e9carts marqu\u00e9s qui tiennent principalement \u00e0 la taille de l\u2019entreprise et au secteur d\u2019activit\u00e9.<\/p>\n","protected":false},"template":"","reference-tag":[],"reference-type":[436],"class_list":["post-128387","reference","type-reference","status-publish","hentry","reference-type-white-paper"],"acf":{"citation":"Zizzo, C. (2019). Quelle entreprises pratiques la gestion des comp\u00e9tences?. Paris, France: France Strat\u00e9gie . Retrieved from https:\/\/www.strategie.gouv.fr\/sites\/strategie.gouv.fr\/files\/atoms\/files\/fs-na77-2019-gestion-competences-avril.pdf.","authors":"Zizzo, C.","org":"France Strat\u00e9gie","year":"2019","title_fr":null,"editors_hidden":"","publication":"","publication_fr":null,"volume":"","issue":"","Series":"","SeriesNumber":"","page_range":"","publisher_city":"Paris","publisher_state":"France","publisher":"France Strat\u00e9gie","abstract_en":null,"abstract_fr":null,"keywords":"","paywall":"0","doi":"","isbn":"","url":"https:\/\/www.strategie.gouv.fr\/sites\/strategie.gouv.fr\/files\/atoms\/files\/fs-na77-2019-gestion-competences-avril.pdf","url_fr":null,"url_amazon":"","TRACK":"0"},"yoast_head":"\nQuelle entreprises pratiques la gestion des comp\u00e9tences? - Future Skills Centre \u2022 Centre des Comp\u00e9tences futures<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/fsc-ccf.ca\/fr\/references\/quelle-entreprises-pratiques-la-gestion-des-competences-2\/\" \/>\n<meta name=\"twitter:label1\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"1 minute\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/fsc-ccf.ca\\\/fr\\\/references\\\/quelle-entreprises-pratiques-la-gestion-des-competences-2\\\/\",\"url\":\"https:\\\/\\\/fsc-ccf.ca\\\/fr\\\/references\\\/quelle-entreprises-pratiques-la-gestion-des-competences-2\\\/\",\"name\":\"Quelle entreprises pratiques la gestion des comp\u00e9tences? 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