{"id":3773,"date":"2021-12-06T15:26:45","date_gmt":"2021-12-06T14:26:45","guid":{"rendered":"https:\/\/observatoire-asap.org\/?p=3773"},"modified":"2022-01-05T17:05:51","modified_gmt":"2022-01-05T16:05:51","slug":"entretien-aupres-de-madame-delphine-dumont-drh-ubladi-com","status":"publish","type":"post","link":"https:\/\/observatoire-asap.org\/index.php\/2021\/12\/06\/entretien-aupres-de-madame-delphine-dumont-drh-ubladi-com\/","title":{"rendered":"Entretien aupr\u00e8s de Madame Delphine Dumont, DRH Ubaldi.com"},"content":{"rendered":"<p><strong>Madame Delphine Dumont<\/strong> est une ancienne DRH au sein de CAPIO. Les p\u00e9rim\u00e8tre g\u00e9r\u00e9 est de 700 personnes et de 3 \u00e9tablissements. Entretien r\u00e9alis\u00e9 par Stefen Simon.<\/p>\n<p><a href=\"https:\/\/www.linkedin.com\/in\/delphine-dumont-52605814\/\">https:\/\/www.linkedin.com\/in\/delphine-dumont-52605814\/<\/a><\/p>\n<h2 style=\"text-align: justify;\"><strong>Votre vision du m\u00e9tier DRH aujourd\u2019hui ? Quels sont les d\u00e9fis prioritaires&nbsp;?<\/strong><\/h2>\n<p style=\"text-align: justify;\">Le m\u00e9tier DRH s\u2019est encore densifi\u00e9 ces derni\u00e8res ann\u00e9es. Selon moi,&nbsp;les d\u00e9fis prioritaires sont au nombre de quatre. Tout d\u2019abord, la tension dans le processus de recrutement. Dans certains m\u00e9tiers o\u00f9 les professionnels manquent, les employeurs doivent composer avec les aspirations, et dans certains cas m\u00eame totalement accepter les conditions des candidats. Certains candidats sont en vraie r\u00e9flexion dans un contexte post-covid. Ils souhaitent clairement changer d\u2019orientation ou se reconvertir. Aussi, l\u2019employeur est tenu de recruter sur les soft skills et non plus sur les hard skills. Il s\u2019agit d\u2019aller v\u00e9rifier la potentialit\u00e9, la d\u00e9termination, l\u2019ouverture d\u2019esprit et la vision du m\u00e9tier. Ensuite, le DRH doit faire preuve d\u2019agilit\u00e9 afin d\u2019accompagner les transformations organisationnelles. La crise sanitaire a inclus, dans le quotidien de tous, la notion d\u2019imm\u00e9diatet\u00e9. Celle-ci devient pr\u00e9pond\u00e9rante dans toutes les relations. &nbsp;De plus, les collaborateurs sont devenus plus exigeants dans la communication du quotidien. Ils demandent davantage de consid\u00e9ration. Ils souhaitent \u00eatre inform\u00e9s en amont des projets ou changements. Enfin,&nbsp;dans un souci de performance globale de l\u2019organisation, il convient d\u2019apporter de la perspective et de la prospective&nbsp;: mettre en place un gestion pr\u00e9visionnelle des emplois et de comp\u00e9tences simple et applicable \u00e0 court terme. Proposer un prochain poste au collaborateur d\u00e8s 18 mois et non plus apr\u00e8s 24 mois ou 36 mois. L\u2019organisation doit se montrer apprenante.<\/p>\n<h2 style=\"text-align: justify;\"><strong>Comment est la fonction RH \u00e0 votre arriv\u00e9e au sein de CAPIO ? Quels \u00e9taient les enjeux RH ? <\/strong><\/h2>\n<p style=\"text-align: justify;\">Tr\u00e8s peu mature. Il s\u2019agissait d\u2019un contexte o\u00f9 la soci\u00e9t\u00e9 \u00e9tait d\u00e9tenue par un fonds d\u2019investissement, o\u00f9 la notion de rentabilit\u00e9 \u00e9tait primordiale. La variable d\u2019ajustement correspond aux hommes&nbsp;et aux femmes. Le business model \u00e9tait presque invers\u00e9. La r\u00e9duction des co\u00fbts passait par la diminution des \u00ab&nbsp;ETP&nbsp;\u00bb. La fonction RH est ainsi vue comme une fonction financi\u00e8re de prime abord. Le poids du contr\u00f4le de gestion de social \u00e9tait tr\u00e8s fort. Compte tenu de la structure des effectifs, autrement dit un nombre importants de vacataires et de CDD, la fonction paie est prioritaire car elle repr\u00e9sente une majeure partie du quotidien. Les structures de r\u00e9mun\u00e9ration, li\u00e9es aux statuts, limitent la souplesse dans la d\u00e9termination des salaires. Dans l\u2019ensemble, il s\u2019agit d\u2019une \u00ab&nbsp;d\u00e9sorganisation organis\u00e9e&nbsp;\u00bb. Les personnels occupent plusieurs postes simultan\u00e9ment. Le poids de la n\u00e9gociation collective est fort, la culture corporatiste, et syndicale, est pr\u00e9gnante. Elle renforce l\u2019inertie. Peu d\u2019ouverture d\u2019esprit. La r\u00e9ticence au changement est tr\u00e8s forte. Compte de tenu des m\u00e9tiers, la performance collective est reconnue au d\u00e9triment de la performance individuelle. Par exemple, on ne distingue pas une sage femme, on met en avant le service maternit\u00e9. &nbsp;&nbsp;Il semble alors d\u00e9licat de r\u00e9compenser la performance individuelle par une r\u00e9tribution financi\u00e8re.<\/p>\n<h2 style=\"text-align: justify;\"><strong>Quelles mesures avez-vous mises en place pour optimiser les pratiques de recrutement ? <\/strong><\/h2>\n<p style=\"text-align: justify;\">Le constat est net&nbsp;: la difficult\u00e9 premi\u00e8re est la p\u00e9nurie de candidats. La solution la plus utilis\u00e9e est le recours aux Entreprises de Travail Temporaire pour parer \u00e0 l\u2019urgence ou aux postes vacants. S\u2019agissant de l\u2019attractivit\u00e9, l\u2019amour du m\u00e9tier demeure le premier ressort, la passion pour le m\u00e9tier de soignant reste marqu\u00e9e. Le second ressort correspond au lien social. Il faut cr\u00e9er les conditions propices \u00e0 la coh\u00e9sion d\u2019\u00e9quipe, renforcer les liens entre les membres. En effet, la r\u00e9mun\u00e9ration sera souvent contenue ou r\u00e8glement\u00e9e, il est n\u00e9cessaire de valoriser d\u2019autres aspects pour attirer puis fid\u00e9liser les talents.<\/p>\n<h2 style=\"text-align: justify;\"><strong>Comment avez-vous r\u00e9ussi \u00e0 mobiliser les \u00e9quipes, \u00e0 augmenter leur niveau d\u2019implication ?<\/strong><\/h2>\n<p style=\"text-align: justify;\">Les \u00e9quipes \u00e9taient impliqu\u00e9es, les professionnels connaissent les raisons de leur pr\u00e9sence. En revanche, les politiques de gestion des comp\u00e9tences sont inexistences. L\u2019organisation ne peut donc pas anticiper les besoins en termes de comp\u00e9tences techniques ou comportementales. En outre, il a fallu mettre en avant le groupe, donner du sens collectif. Au del\u00e0 de la passion pour leur m\u00e9tier, les salari\u00e9s s\u2019investissent par solidarit\u00e9 envers leurs coll\u00e8gues. Ce sentiment est un terreau sur lequel le DRH peut capitaliser.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Madame Delphine Dumont est une ancienne DRH au sein de CAPIO. Les p\u00e9rim\u00e8tre g\u00e9r\u00e9 est de 700 personnes et de 3 \u00e9tablissements. Entretien r\u00e9alis\u00e9 par Stefen Simon. https:\/\/www.linkedin.com\/in\/delphine-dumont-52605814\/ Votre vision du m\u00e9tier DRH aujourd\u2019hui ? Quels sont les d\u00e9fis prioritaires&nbsp;? Le m\u00e9tier DRH s\u2019est encore densifi\u00e9 ces derni\u00e8res ann\u00e9es. Selon moi,&nbsp;les d\u00e9fis prioritaires sont au &hellip; <\/p>\n","protected":false},"author":1,"featured_media":3774,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","footnotes":""},"categories":[13],"tags":[93],"class_list":["post-3773","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-interview","tag-lettreentretien"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v24.9 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Entretien aupr\u00e8s de Madame Delphine Dumont, DRH Ubaldi.com -<\/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:\/\/observatoire-asap.org\/index.php\/2021\/12\/06\/entretien-aupres-de-madame-delphine-dumont-drh-ubladi-com\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Entretien aupr\u00e8s de Madame Delphine Dumont, DRH Ubaldi.com -\" \/>\n<meta property=\"og:description\" content=\"Madame Delphine Dumont est une ancienne DRH au sein de CAPIO. 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