{"id":7519,"date":"2015-03-27T08:00:22","date_gmt":"2015-03-27T07:00:22","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=7519"},"modified":"2015-03-19T18:05:14","modified_gmt":"2015-03-19T17:05:14","slug":"dsi-responsabilisez-les-managers-en-tant-que-relais-rh","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/03\/dsi-responsabilisez-les-managers-en-tant-que-relais-rh\/","title":{"rendered":"DSI : responsabilisez les managers en tant que relais RH"},"content":{"rendered":"<p><em>Qu\u2019il s\u2019agisse de <a title=\"Transformation RH de votre DSI\u00a0: posez une cible et une feuille de route gr\u00e2ce \u00e0 la GPEC\" href=\"http:\/\/www.solucominsight.fr\/2015\/02\/transformation-rh-de-votre-dsi-posez-une-cible-et-une-feuille-de-route-grace-a-la-gpec\/\" target=\"_blank\">d\u00e9finir une cible r\u00e9aliste<\/a>, de mener les actions de transformation au plus pr\u00e8s du terrain ou <a title=\"DSI\u00a0: \u00e9valuez et r\u00e9compensez le progr\u00e8s de vos collaborateurs\u00a0!\" href=\"http:\/\/www.solucominsight.fr\/2015\/03\/dsi-evaluez-et-recompensez-le-progres\/\" target=\"_blank\">d\u2019\u00e9valuer et r\u00e9compenser le progr\u00e8s<\/a>, les managers de proximit\u00e9 sont au c\u0153ur du dispositif. C\u2019est \u00e0 eux qu\u2019incombe la double responsabilit\u00e9 paradoxale d\u2019animer l\u2019activit\u00e9 op\u00e9rationnelle courante et d\u2019\u00eatre les relais locaux de la strat\u00e9gie de transformation. \u00c0 la fois stabilisateurs et v\u00e9ritables courroies de transmission du changement, c\u2019est au final leur implication qui fera le succ\u00e8s ou l\u2019\u00e9chec de la transformation.<\/em><\/p>\n<h2>La gestion RH, premi\u00e8re responsabilit\u00e9 du manager<\/h2>\n<p>C\u2019est aux managers qu\u2019appartient la responsabilit\u00e9 d\u2019aider leurs \u00e9quipes \u00e0 s\u2019inscrire dans la trajectoire globale de transformation de la DSI. Afin d\u2019atteindre les objectifs fix\u00e9s, la strat\u00e9gie RH doit \u00eatre individualis\u00e9e en fonction des comp\u00e9tences et des aspirations de chacun. C\u2019est le r\u00f4le des managers que de transformer la trajectoire en actions tr\u00e8s op\u00e9rationnelles et coh\u00e9rentes, non seulement compr\u00e9hensibles et acceptables, mais <em>in fine<\/em>, naturelles et \u00e0 valeur ajout\u00e9e pour les collaborateurs.<\/p>\n<p>Ils servent ainsi de guides pour les collaborateurs avec qui ils doivent construire les parcours les mieux adapt\u00e9s pour les accompagner vers la cible, mais aussi de garde-fou pour la Direction, qu\u2019ils doivent alerter sur la faisabilit\u00e9 et le r\u00e9alisme des ambitions.\u00a0En un mot, si la Direction doit penser et planifier la transformation, c\u2019est bien le management interm\u00e9diaire qui r\u00e9alise cette transformation. Le choix des managers sur des crit\u00e8res de comp\u00e9tence et d\u2019app\u00e9tence \u00e0 la gestion des ressources humaines est ainsi particuli\u00e8rement critique.<\/p>\n<p>En ce sens, la valorisation des parcours d\u2019expertise ou de gestion de projets par exemple, ou la valorisation de nouveaux r\u00f4les cl\u00e9s, se r\u00e9v\u00e8lent \u00e0 nouveau \u00eatre des atouts majeurs pour les DSI. Elle leur permet en effet de s\u2019affranchir de l\u2019obligation morale qu\u2019ils se faisaient de confier des responsabilit\u00e9s d\u2019encadrement \u00e0 leurs meilleurs techniciens et non pas aux collaborateurs les plus aptes \u00e0 endosser ce r\u00f4le \u00e0 forte composante RH. La DSI a besoin de \u00ab vrais managers \u00bb comme elle a besoin de \u00ab vrais experts \u00bb sur des missions cl\u00e9s de la DSI.<\/p>\n<h2>Les managers, premiers clients des leviers de transformation RH<\/h2>\n<p>L\u2019exercice, en soi, est d\u00e9j\u00e0 p\u00e9rilleux : pris en porte-\u00e0-faux entre les exigences strat\u00e9giques de la DSI et les contraintes de la r\u00e9alit\u00e9 du terrain, ce sont en effet les managers qui auront le plus \u00e0 p\u00e2tir des changements mal conduits. \u00c0 cela s\u2019ajoute une dimension de gestionnaire RH \u00e0 laquelle tous ne sont pas a priori pr\u00e9par\u00e9s.<\/p>\n<p>Il s\u2019agit donc d\u2019appliquer prioritairement \u00e0 ces managers, cl\u00e9s de vo\u00fbte de la transformation, les leviers m\u00eames de la transformation ; ils doivent ainsi b\u00e9n\u00e9ficier d\u2019actions de d\u00e9veloppement et de reconnaissance de leur r\u00f4le de gestionnaire des ressources humaines.<\/p>\n<h2>Le r\u00f4le majeur des \u00e9quipes RH\u00a0de proximit\u00e9<\/h2>\n<p>Mais tous ces moyens, m\u00eame efficacement mis en \u0153uvre pour aider le manager \u00e0 jouer son r\u00f4le de gestion RH, s\u2019av\u00e8rent tr\u00e8s rarement suffisants. Au quotidien, ces accompagnateurs doivent donc eux-m\u00eames \u00eatre accompagn\u00e9s par ceux dont la gestion RH est le m\u00e9tier. On l\u2019oublie bien souvent : les \u00e9quipes RH de proximit\u00e9 doivent ainsi en premier lieu soutenir et conseiller le management sur l\u2019ensemble des questions li\u00e9es \u00e0 la gestion RH. Ils doivent le faire autant que de besoins mais \u00e9galement et surtout sur le long terme, \u00e0 travers la construction et le partage de processus RH clairs et d\u2019un outillage adapt\u00e9 : \u00e9valuation et suivi des collaborateurs, outils de gestion de la mobilit\u00e9, etc.<\/p>\n<p>Au sein des DSI, garantir cette bonne collaboration p\u00e9renne entre les managers op\u00e9rationnels et les acteurs RH de proximit\u00e9 est un challenge essentiel \u00e0 relever.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Qu\u2019il s\u2019agisse de d\u00e9finir une cible r\u00e9aliste, de mener les actions de transformation au plus pr\u00e8s du terrain ou d\u2019\u00e9valuer et r\u00e9compenser le progr\u00e8s, les managers de proximit\u00e9 sont au c\u0153ur du dispositif. C\u2019est \u00e0 eux qu\u2019incombe la double responsabilit\u00e9&#8230;<\/p>\n","protected":false},"author":120,"featured_media":7522,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1782,35,34],"tags":[1728,51,494],"coauthors":[967],"class_list":["post-7519","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ressources-humaines","category-strategie-projets-it","category-strategie-d-entreprise","tag-drh","tag-dsi","tag-gpec"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>DSI : responsabilisez les managers<\/title>\n<meta name=\"description\" content=\"C\u2019est aux managers qu\u2019incombe la double responsabilit\u00e9 paradoxale d\u2019animer l\u2019activit\u00e9 et d\u2019\u00eatre les relais locaux de la strat\u00e9gie de transformation.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2015\/03\/dsi-responsabilisez-les-managers-en-tant-que-relais-rh\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"DSI : responsabilisez les managers\" \/>\n<meta property=\"og:description\" content=\"C\u2019est aux managers qu\u2019incombe la double responsabilit\u00e9 paradoxale d\u2019animer l\u2019activit\u00e9 et d\u2019\u00eatre les relais locaux de la strat\u00e9gie de transformation.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.riskinsight-wavestone.com\/2015\/03\/dsi-responsabilisez-les-managers-en-tant-que-relais-rh\/\" \/>\n<meta property=\"og:site_name\" content=\"RiskInsight\" \/>\n<meta property=\"article:published_time\" content=\"2015-03-27T07:00:22+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2015\/03\/Fotolia_65071536_Subscription_Monthly_XXL-motivation\u00a9-beachboyx10.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"4743\" \/>\n\t<meta property=\"og:image:height\" content=\"3163\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Marianne Benichou\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Marianne Benichou\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"3 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/03\/dsi-responsabilisez-les-managers-en-tant-que-relais-rh\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/03\/dsi-responsabilisez-les-managers-en-tant-que-relais-rh\/\"},\"author\":{\"name\":\"Marianne Benichou\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/1ea0d262e777b748dd507570b97597ea\"},\"headline\":\"DSI : responsabilisez les managers en tant que relais RH\",\"datePublished\":\"2015-03-27T07:00:22+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/03\/dsi-responsabilisez-les-managers-en-tant-que-relais-rh\/\"},\"wordCount\":672,\"publisher\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/03\/dsi-responsabilisez-les-managers-en-tant-que-relais-rh\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2015\/03\/Fotolia_65071536_Subscription_Monthly_XXL-motivation\u00a9-beachboyx10.jpg\",\"keywords\":[\"DRH\",\"DSI\",\"GPEC\"],\"articleSection\":[\"M\u00e9tiers - Ressources Humaines\",\"M\u00e9tiers - Strat\u00e9gie &amp; 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