La communication interne
Alexandra Giroux – UCL - 2015
Attirer, éduquer, soutenir et retenir
Bonjour !
Les Mutualités Libres
...et M-team
Sur le marché, il n’y a pas
d’entreprise performante qui n’ait
une communication interne solide.
The workforce
crisis of 2030Rainer Stack - TED
Labour shortage
+ Skill mismatch
+ Cultural challenges
= Global worforce cr...
The workforce
crisis of 2030
Forecast talent supply & demand
Attract great people
Educate and upskill people
Retain great ...
Comment attirer, éduquer,
soutenir et retenir les
talents ?
Attirer les talents➊
Améliorer l’image externe et la
réputation
Faire vivre les valeurs
de la culture d’entreprise
Créer un climat
convivial et miser sur le
bien-être
Un bon équilibré
vie professionnelle
vie privée
Informer et éduquer➋
Améliorer la connaissance
et la compréhension des
informations utiles pour faire son
travail
Donner des occasions de se
former
Soutenir les talents➌
Renforcer les équipes
Le bien-être
au travail
Améliorer l’engagement
Améliorer les résultats
Economiser du temps
et de l’argent
Retenir les talents➍
Découvrir les talents
cachés et partager leurs réalisations
Promouvoir un climat de
transparence
et d’ouverture
Créer un climat
de confiance
et de co-création
NWOW
en soutient de
l’égalité des genres
Encourager l’innovation
et le partage d’information
Inviter à l’action
A quoi ressemblent les
coulisses de la
communication interne
?
Gérer les projets
Gérer le run
Magazine interne
Réseaux sociaux
Evénements
Intranet
Conférences
Intranet
E-mail
Site web
Gérer les demandes
Retrouvez cette
présentation
sur slideshare
Encore des questions ?
@olenka
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
La communication interne : attirer, éduquer, soutenir et retenir
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La communication interne : attirer, éduquer, soutenir et retenir

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Il n'y a pas d'entreprise à croissance durable sans une solide communication interne. Voici 4 raisons qui rendent la communication interne essentielle en entreprise.

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  • Alexandra Giroux
    Mon parcours (études + travail)
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      Future
    The workforce crisis of 2030 – only 15 years away
    ojo_images.jpg
     OJO_Images/iStock
    picture-128483-1423486632.jpg
    Rob Catalano
    Vice President, Global Engagement & Expansion
    Achievers
    Columnist
    Share this content
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    Tags
    Innovation
    Recognition
     31st Aug 2015
    0
    Rob Catalano writes on recognition, engagement, alignment and forward-thinking methods for helping organisations focus on employees to drive business success. He leads global engagement and expansion at cloud recognition and engagement companyAchievers. Rob is a Certified Recognition Professional (CRP) and a popular speaker on the HR circuit, having presented on best practices and trends in over 30 cities. His writings include a ‘wisdom of crowds’ approach leveraging his work with hundreds of organisations globally.
    Advertisement
    I watched a very intriguing TED Talk this month entitled: The surprising workforce crisis of 2030 – and how to start solving it now.  It was delivered byRainer Strack, a global leader at the Boston Consulting Group on the topic of HR. A brief overview:
    Year 2030 is when the highest employee population will be retiring (using Germany as an example) - the 2030 working population “is already set in stone today” resulting in a significantly declining labour supply.
    Labour demand, however, in 2030 is calculated at an 8-million talent shortage if Germany wants to match productivity and GDP growth consistent to the last 20 years. Similarly, all but two of the largest 15 economies in the world will also find themselves in a labour shortage situation.
    Technology will replace several jobs, but not at a sufficient rate. It also creates more higher-skilled jobs - the result being a worsening of the skills mismatch the workforce is already facing.
    If we fail to respond, we will stagnate.
    Large economies need to do something. Strack suggests closing the gap by possibly hiring more women, forcing later retirement, or significantly increase migration. But these measures will only get us so far. 
    It seems to me we’re too often looking outside the organisation:  recruit and keep more customers; hire employees from abroad; acquire new technology or develop more solutions to sell… we forget to look internally at our own people.  
    "Everyone needs a people strategy"
    Trending
    Lessons from Denmark on happiness in the workplace
    Would you say you're too polite - or too pushy?
    Cognitive and emotional recovery at work and home
    Strack shares that everyone needs a people strategy to deal with this Global Workforce Crisis, which he defines in this equation: Labour Shortage + Skill Mismatch + Cultural Challenges = Global Workforce Crisis. I think his four-pronged approach at attacking the crisis is dead-on:
    Plan to forecast talent supply and demand
    Plan how to attract great people
    Plan how to educate and upskill people
    Plan how to retain great people
    I love Strack’s comment about workforce planning being more important than financial planning – not having the right quantity and quality of people is key for success.  What I found inspiring in the early days growing Achievers was a quote from our founder Razor Suleman written on the walls of our office: “Our mission is to recruit, retain and inspire A-players.”  It made us the place to be, to learn, to win, and be inspired… and had incredible success as a result.
    Although I like Strack’s approach, I think where organisations struggle, and what I’m more interested in is the ‘how’?  How to attract, educate, and retain great people and the tactics to focus on.  I always refer to a great inc.com article about what Jim Collins, authour of Good to Great suggests as 10 things to do to dramatically improve your company.  Even though it may not seem like it, the items on this list is not what you ‘do’ to people, but the environment you create around them that attracts and retains them and gives purpose.  And that part about workforce planning being more important than financial planning? Jim Collins got it right when he said “start with who, then what.”
    “Now, the global workforce crisis gets personal.”
    In the talk, Strack references a survey with 200,000 job seekers in 189 countries asking what they want from a workplace. The top four are:
    Appreciation for your work 
    Good relationship with colleagues
    Good work-life balance
    Great relationship with superior
    What’s becoming less of a surprise these days is that the top four have to do with culture - fixed salary was eighth on the list.  Strack’s quote about the global workforce crisis getting personal is extremely important. It’s an expectation of the modern employee that everything is more personal, similar to current consumer experiences outside the workplace.  I explored this in a recent column about how employees are becoming much more like consumers.
    In Strack’s words: “Do I get a thank you? Not only once a year with the annual bonus, but every day… people are looking for recognition.”  I’ve written a lot about how recognition is a key driver of engagement and have seen the dramatic positive impact it makes on employees and companies.  It’s worth looking into and is now becoming a must-have in organisations, not a nice-to-have.
    I started with Mr. Strack. I’ll let him end it off:
    “One crucial underlying factor is to change our attitudes. Employees are resources and assets, not costs, not headcounts, not machines.”
    [a Kanye West Toronto pan-am games worthy mic-drop]  Well, in my head that’s how I pictured Strack walk off stage.
    Tags
    Innovation
     Recognition
    About the author
    picture-128483-1423486632.jpg
    Rob Catalano
    Rob Catalano is passionate about helping companies succeed – starting with their employees.  He is a Certified Recognition Professional (CRP) and has a Recognition and Engagement Professional desig
    Replies
    Please login or register to join the discussion.
    There are currently no replies, be the first to post a reply.
    Share this content
    Share on facebookShare on twitterShare on linkedinShare on email
    Related content
    Multinationals: How managers can engage employees
    Review: will the future workplace still need you?
    How to implement data-driven succession planning
    Advertisement
    Get HRZone in your inbox
    You might also like
     27th Oct 2015
    Employees
    6 habits of highly effective employers
    Trending on HRZone
    EmployeesLessons from Denmark on happiness in the workplace
    ChangeWould you say you're too polite - or too pushy?
    CultureCognitive and emotional recovery at work and home
    Upcoming events
    London, Sept 29 - 30
    OD Conference and Workshop
    Paris, October 27 - 28
    HR Tech World Congress
    Manchester, Nov 4 - 5
    CIPD Annual Conference
    Birmingham Feb 2 - 4
    HR Directors Business Summit
       
    About HRzone
     Glossary
     About Sift Media
     Advertise on HRZone
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     Contact us
    Copyright 2015 Sift Media

  • Lead 
    Engage 
    Perform 
    Talent 
    Community 
    Hot topics 
    More 
    Search
    User menu
    Lead
      Future
    The workforce crisis of 2030 – only 15 years away
    ojo_images.jpg
     OJO_Images/iStock
    picture-128483-1423486632.jpg
    Rob Catalano
    Vice President, Global Engagement & Expansion
    Achievers
    Columnist
    Share this content
    Share on facebookShare on twitterShare on linkedinShare on email
    Tags
    Innovation
    Recognition
     31st Aug 2015
    0
    Rob Catalano writes on recognition, engagement, alignment and forward-thinking methods for helping organisations focus on employees to drive business success. He leads global engagement and expansion at cloud recognition and engagement companyAchievers. Rob is a Certified Recognition Professional (CRP) and a popular speaker on the HR circuit, having presented on best practices and trends in over 30 cities. His writings include a ‘wisdom of crowds’ approach leveraging his work with hundreds of organisations globally.
    Advertisement
    I watched a very intriguing TED Talk this month entitled: The surprising workforce crisis of 2030 – and how to start solving it now.  It was delivered byRainer Strack, a global leader at the Boston Consulting Group on the topic of HR. A brief overview:
    Year 2030 is when the highest employee population will be retiring (using Germany as an example) - the 2030 working population “is already set in stone today” resulting in a significantly declining labour supply.
    Labour demand, however, in 2030 is calculated at an 8-million talent shortage if Germany wants to match productivity and GDP growth consistent to the last 20 years. Similarly, all but two of the largest 15 economies in the world will also find themselves in a labour shortage situation.
    Technology will replace several jobs, but not at a sufficient rate. It also creates more higher-skilled jobs - the result being a worsening of the skills mismatch the workforce is already facing.
    If we fail to respond, we will stagnate.
    Large economies need to do something. Strack suggests closing the gap by possibly hiring more women, forcing later retirement, or significantly increase migration. But these measures will only get us so far. 
    It seems to me we’re too often looking outside the organisation:  recruit and keep more customers; hire employees from abroad; acquire new technology or develop more solutions to sell… we forget to look internally at our own people.  
    "Everyone needs a people strategy"
    Trending
    Lessons from Denmark on happiness in the workplace
    Would you say you're too polite - or too pushy?
    Cognitive and emotional recovery at work and home
    Strack shares that everyone needs a people strategy to deal with this Global Workforce Crisis, which he defines in this equation: Labour Shortage + Skill Mismatch + Cultural Challenges = Global Workforce Crisis. I think his four-pronged approach at attacking the crisis is dead-on:
    Plan to forecast talent supply and demand
    Plan how to attract great people
    Plan how to educate and upskill people
    Plan how to retain great people
    I love Strack’s comment about workforce planning being more important than financial planning – not having the right quantity and quality of people is key for success.  What I found inspiring in the early days growing Achievers was a quote from our founder Razor Suleman written on the walls of our office: “Our mission is to recruit, retain and inspire A-players.”  It made us the place to be, to learn, to win, and be inspired… and had incredible success as a result.
    Although I like Strack’s approach, I think where organisations struggle, and what I’m more interested in is the ‘how’?  How to attract, educate, and retain great people and the tactics to focus on.  I always refer to a great inc.com article about what Jim Collins, authour of Good to Great suggests as 10 things to do to dramatically improve your company.  Even though it may not seem like it, the items on this list is not what you ‘do’ to people, but the environment you create around them that attracts and retains them and gives purpose.  And that part about workforce planning being more important than financial planning? Jim Collins got it right when he said “start with who, then what.”
    “Now, the global workforce crisis gets personal.”
    In the talk, Strack references a survey with 200,000 job seekers in 189 countries asking what they want from a workplace. The top four are:
    Appreciation for your work 
    Good relationship with colleagues
    Good work-life balance
    Great relationship with superior
    What’s becoming less of a surprise these days is that the top four have to do with culture - fixed salary was eighth on the list.  Strack’s quote about the global workforce crisis getting personal is extremely important. It’s an expectation of the modern employee that everything is more personal, similar to current consumer experiences outside the workplace.  I explored this in a recent column about how employees are becoming much more like consumers.
    In Strack’s words: “Do I get a thank you? Not only once a year with the annual bonus, but every day… people are looking for recognition.”  I’ve written a lot about how recognition is a key driver of engagement and have seen the dramatic positive impact it makes on employees and companies.  It’s worth looking into and is now becoming a must-have in organisations, not a nice-to-have.
    I started with Mr. Strack. I’ll let him end it off:
    “One crucial underlying factor is to change our attitudes. Employees are resources and assets, not costs, not headcounts, not machines.”
    [a Kanye West Toronto pan-am games worthy mic-drop]  Well, in my head that’s how I pictured Strack walk off stage.
    Tags
    Innovation
     Recognition
    About the author
    picture-128483-1423486632.jpg
    Rob Catalano
    Rob Catalano is passionate about helping companies succeed – starting with their employees.  He is a Certified Recognition Professional (CRP) and has a Recognition and Engagement Professional desig
    Replies
    Please login or register to join the discussion.
    There are currently no replies, be the first to post a reply.
    Share this content
    Share on facebookShare on twitterShare on linkedinShare on email
    Related content
    Multinationals: How managers can engage employees
    Review: will the future workplace still need you?
    How to implement data-driven succession planning
    Advertisement
    Get HRZone in your inbox
    You might also like
     27th Oct 2015
    Employees
    6 habits of highly effective employers
    Trending on HRZone
    EmployeesLessons from Denmark on happiness in the workplace
    ChangeWould you say you're too polite - or too pushy?
    CultureCognitive and emotional recovery at work and home
    Upcoming events
    London, Sept 29 - 30
    OD Conference and Workshop
    Paris, October 27 - 28
    HR Tech World Congress
    Manchester, Nov 4 - 5
    CIPD Annual Conference
    Birmingham Feb 2 - 4
    HR Directors Business Summit
       
    About HRzone
     Glossary
     About Sift Media
     Advertise on HRZone
     Terms of use
     Privacy policy
     Contact us
    Copyright 2015 Sift Media
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  • La communication interne : attirer, éduquer, soutenir et retenir

    1. 1. La communication interne Alexandra Giroux – UCL - 2015 Attirer, éduquer, soutenir et retenir
    2. 2. Bonjour !
    3. 3. Les Mutualités Libres ...et M-team
    4. 4. Sur le marché, il n’y a pas d’entreprise performante qui n’ait une communication interne solide.
    5. 5. The workforce crisis of 2030Rainer Stack - TED Labour shortage + Skill mismatch + Cultural challenges = Global worforce crisis
    6. 6. The workforce crisis of 2030 Forecast talent supply & demand Attract great people Educate and upskill people Retain great people
    7. 7. Comment attirer, éduquer, soutenir et retenir les talents ?
    8. 8. Attirer les talents➊
    9. 9. Améliorer l’image externe et la réputation
    10. 10. Faire vivre les valeurs de la culture d’entreprise
    11. 11. Créer un climat convivial et miser sur le bien-être
    12. 12. Un bon équilibré vie professionnelle vie privée
    13. 13. Informer et éduquer➋
    14. 14. Améliorer la connaissance et la compréhension des informations utiles pour faire son travail
    15. 15. Donner des occasions de se former
    16. 16. Soutenir les talents➌
    17. 17. Renforcer les équipes
    18. 18. Le bien-être au travail
    19. 19. Améliorer l’engagement
    20. 20. Améliorer les résultats
    21. 21. Economiser du temps et de l’argent
    22. 22. Retenir les talents➍
    23. 23. Découvrir les talents cachés et partager leurs réalisations
    24. 24. Promouvoir un climat de transparence et d’ouverture
    25. 25. Créer un climat de confiance et de co-création
    26. 26. NWOW en soutient de l’égalité des genres
    27. 27. Encourager l’innovation et le partage d’information
    28. 28. Inviter à l’action
    29. 29. A quoi ressemblent les coulisses de la communication interne ?
    30. 30. Gérer les projets
    31. 31. Gérer le run
    32. 32. Magazine interne Réseaux sociaux Evénements Intranet Conférences Intranet E-mail Site web
    33. 33. Gérer les demandes
    34. 34. Retrouvez cette présentation sur slideshare Encore des questions ? @olenka

    ×