{"id":300,"date":"2019-07-09T17:16:59","date_gmt":"2019-07-09T21:16:59","guid":{"rendered":"http:\/\/dso-sct.enap.ca\/wordpress\/?p=300"},"modified":"2019-09-16T12:06:17","modified_gmt":"2019-09-16T16:06:17","slug":"planification-des-ressources-humaines","status":"publish","type":"post","link":"https:\/\/dso-sct.enap.ca\/wordpress\/2019\/07\/planification-des-ressources-humaines\/","title":{"rendered":"Planification des ressources humaines"},"content":{"rendered":"

<\/p>\n\n\n\n
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Outils et pratiques tir\u00e9s de\u00a0:<\/strong><\/span><\/div>\n
Planification des ressources humaines<\/a>
\nCRHA
\nQu\u00e9bec, 2018<\/div>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Ce guide de l\u2019Ordre des conseillers en ressources humaines agr\u00e9\u00e9s pr\u00e9sente les principales\u00a0\u00e9tapes n\u00e9cessaires \u00e0 l\u2019\u00e9laboration d\u2019une planification de la main-d\u2019\u0153uvre efficace<\/b>. Qu\u2019est-ce que vous inspire cette d\u00e9marche? Quelle pratique pourriez-vous adopter pour am\u00e9liorer votre processus de planification de la main-d\u2019\u0153uvre?<\/p>\n

\u00c9tape 1\u00a0: R\u00e9flexion strat\u00e9gique<\/b><\/span><\/p>\n

    \n
  • Dresser annuellement\u00a0le bilan de la situation actuelle de l\u2019organisation<\/b>, comportant une analyse de l\u2019environnement interne\u00a0<\/b>et\u00a0externe<\/b>;<\/li>\n
  • Anticiper l\u2019avenir<\/b>\u00a0\u00e0 moyen et long terme\u00a0et\u00a0d\u00e9terminer les objectifs<\/b>\u00a0de l\u2019organisation.<\/li>\n<\/ul>\n

    \u00c9tape 2\u00a0: Pr\u00e9visions des besoins en ressources humaines<\/b><\/span><\/p>\n

      \n
    • Identifier les\u00a0besoins en mati\u00e8re de main-d\u2019\u0153uvre<\/b>\u00a0en se posant des questions telles que\u00a0:\n
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      • \n
          \n
        • De quelles comp\u00e9tences avons-nous besoin?<\/li>\n
        • Quels postes sont \u00e0 combler?<\/li>\n
        • Quels postes doivent \u00eatre revus en fonction des objectifs strat\u00e9giques de l\u2019organisation?<\/li>\n
        • Un employ\u00e9 dans l\u2019effectif actuel peut-il combler ce poste?<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n

          \u00c9tape 3\u00a0: Pr\u00e9visions de la disponibilit\u00e9 de l\u2019effectif actuel<\/b><\/span><\/p>\n

            \n
          • \u00c9valuer les comp\u00e9tences<\/b>\u00a0des employ\u00e9s actuellement en poste;<\/li>\n
          • Identifier les employ\u00e9s<\/b>\u00a0en mesure de r\u00e9pondre aux nouveaux besoins et\u00a0explorer leurs possibilit\u00e9s de d\u00e9veloppement<\/b>.<\/li>\n<\/ul>\n

            \u00c9tape 4\u00a0: Analyse de l\u2019\u00e9cart<\/b><\/span><\/p>\n

              \n
            • \u00c9valuer l\u2019\u00e9cart<\/b>\u00a0existant entre les\u00a0besoins<\/b>\u00a0et les\u00a0disponibilit\u00e9s<\/b>\u00a0en main-d\u2019\u0153uvre de l\u2019organisation (s\u2019effectue en comparant\u00a0le nombre de postes \u00e0 combler<\/b>\u00a0avec\u00a0le nombre d\u2019employ\u00e9s \u00e0 l\u2019interne susceptibles de les combler<\/b>);<\/li>\n
            • D\u00e9terminer ensuite si l\u2019\u00e9cart existant est\u00a0:\n
                \n
              • \n
                  \n
                • Quantitatif<\/b>\u00a0: un manque ou un surplus de main-d\u2019\u0153uvre;<\/li>\n
                • Qualitatif<\/b>\u00a0: les employ\u00e9s n\u2019ont pas les comp\u00e9tences n\u00e9cessaires pour combler les postes ou, \u00e0 l\u2019inverse, sont trop qualifi\u00e9s par rapport aux postes \u00e0 pourvoir.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n

                  \u00c9tape 5\u00a0: Planification des actions\u00a0<\/b><\/span>
                  \nActions \u00e0 viser selon le type d\u2019\u00e9cart\u00a0:<\/p>\n

                    \n
                  • Quantitatif\u00a0<\/b>: Embaucher des employ\u00e9s, lancer un programme de recrutement interne et externe ou revoir la r\u00e9partition des effectifs;<\/li>\n
                  • Qualitatif\u00a0<\/b>: R\u00e9affecter des ressources, cr\u00e9er des programmes de formation et de perfectionnement, proc\u00e9der \u00e0 des restructurations ou \u00e9valuer la performance des employ\u00e9s.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":667,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7,17,19],"tags":[],"class_list":["post-300","post","type-post","status-publish","format-standard","hentry","category-developpement-du-personnel","category-planification-de-la-main-doeuvre","category-selection-et-moyens-devaluation"],"_links":{"self":[{"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/posts\/300"}],"collection":[{"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/users\/667"}],"replies":[{"embeddable":true,"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/comments?post=300"}],"version-history":[{"count":4,"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/posts\/300\/revisions"}],"predecessor-version":[{"id":413,"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/posts\/300\/revisions\/413"}],"wp:attachment":[{"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/media?parent=300"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/categories?post=300"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dso-sct.enap.ca\/wordpress\/wp-json\/wp\/v2\/tags?post=300"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}