{"id":63871,"date":"2020-03-10T21:51:01","date_gmt":"2020-03-10T21:51:01","guid":{"rendered":"https:\/\/explore.local\/blog-archive\/5-etapes-pour-passer-dun-modele-fonde-sur-les-aptitudes-a-une-strategie-de-competences\/"},"modified":"2026-06-09T16:14:53","modified_gmt":"2026-06-09T16:14:53","slug":"5-etapes-passer-modele-aptitudes-strategie-competences","status":"publish","type":"post","link":"https:\/\/degreed.com\/experience\/fr\/blog\/5-etapes-passer-modele-aptitudes-strategie-competences\/","title":{"rendered":"5\u00a0\u00e9tapes pour passer d\u2019un mod\u00e8le d\u2019aptitudes \u00e0 une strat\u00e9gie de comp\u00e9tences"},"content":{"rendered":"\n<p>Les mod\u00e8les d\u2019aptitudes sont complexes. Les listes d\u2019aptitudes sont souvent interminables, gonfl\u00e9es par des dizaines de termes \u00e0 la mode, et chacune d\u2019entre elles s\u2019accompagne g\u00e9n\u00e9ralement de plusieurs paragraphes r\u00e9p\u00e9titifs cens\u00e9s d\u00e9crire les diff\u00e9rents niveaux de performance.  En bref, elles sont difficiles \u00e0 quantifier, et donc difficiles \u00e0 g\u00e9rer.\u00a0<\/p>\n\n<p>Cela limite la capacit\u00e9 de votre organisation \u00e0 analyser la situation et \u00e0 s\u2019adapter. Les mod\u00e8les d\u2019aptitudes n\u2019ont jamais \u00e9t\u00e9 pens\u00e9s pour l\u2019agilit\u00e9 ni pour le big data. Leur origine remonte aux ann\u00e9es\u00a01970, lorsqu\u2019ils servaient surtout \u00e0 faire correspondre les comportements des collaborateurs \u00e0 la vision des dirigeants.\u00a0<\/p>\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-in-post-1-6-1024x576.jpg\" alt=\"Exit l&#x2019;ancien mod&#xE8;le\" class=\"wp-image-36249\" \/><\/figure>\n\n<h2 class=\"wp-block-heading\" id=\"h-what-is-a-competency-model\">Qu\u2019est-ce qu\u2019un mod\u00e8le fond\u00e9 sur les aptitudes\u00a0?<\/h2>\n\n<p>Un mod\u00e8le fond\u00e9 sur les aptitudes va bien au-del\u00e0 des simples connaissances et comp\u00e9tences. Il comprend \u00e9galement un ensemble de comportements et d\u2019attitudes, qui sont autant de facteurs de performance.  Mais les organisations ne peuvent pas obtenir de donn\u00e9es exploitables si elles essaient de tout mesurer en m\u00eame temps, et les collaborateurs iront rarement consulter de longues grilles d\u2019\u00e9valuation lorsqu\u2019ils souhaitent apprendre quelque chose.<\/p>\n\n<p>C\u2019est la raison pour laquelle les strat\u00e9gies les plus r\u00e9centes se concentrent sur les <a aria-label=\" (opens in a new tab)\" href=\"https:\/\/degreed.com\/experience\/fr\/blog\/identifier-les-competences-cles-pour-booster-vos-performances\/\" target=\"_blank\" rel=\"noreferrer noopener\">comp\u00e9tences<\/a>, un langage que les gens utilisent dans la vie r\u00e9elle pour parler de leur d\u00e9veloppement personnel.  En suivant les comp\u00e9tences et les capacit\u00e9s, les organisations recueillent des donn\u00e9es plus cibl\u00e9es, fiables et utiles pour \u00e9clairer les d\u00e9cisions RH et business.\u00a0<\/p>\n\n<p>Si vous utilisez encore un mod\u00e8le fond\u00e9 sur les aptitudes, que faut-il faire pour passer progressivement \u00e0 un mod\u00e8le fond\u00e9 sur les comp\u00e9tences\u00a0?  Tout d\u2019abord, vous devez comprendre la diff\u00e9rence entre les deux. Ensuite, commencez \u00e0 diviser les aptitudes en leurs \u00e9l\u00e9ments de base\u00a0: les comp\u00e9tences. Voici cinq \u00e9tapes concr\u00e8tes, exemples \u00e0 l\u2019appui, pour vous aider \u00e0 d\u00e9marrer.<\/p>\n\n<h2 class=\"wp-block-heading\" id=\"h-1-the-fundamental-principles\">1. Les principes fondamentaux<\/h2>\n\n<p>Toute transformation majeure exige une direction claire. Chez Degreed, nous nous sommes engag\u00e9s \u00e0 respecter trois\u00a0principes fondamentaux qui structurent notre <a href=\"https:\/\/degreed.com\/experience\/fr\/blog\/des-collaborateurs-et-des-actionnaires-heureux-developpez-une-strategie-de-competences-qui-profite-a-tous\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"skills strategy (opens in a new tab)\">strat\u00e9gie de comp\u00e9tences<\/a>. Ces principes peuvent guider toutes les organisations qui souhaitent apprendre \u00e0 parler le langage des comp\u00e9tences.<\/p>\n\n<ul class=\"wp-block-list\">\n<li><strong>Alignement sur les priorit\u00e9s business\u00a0: <\/strong>si les comp\u00e9tences ne permettent pas de r\u00e9soudre de vrais enjeux m\u00e9tier, elles ne remplissent pas leur r\u00f4le.  Il ne s\u2019agit pas simplement de r\u00e9\u00e9crire la liste des comp\u00e9tences, mais de trouver des solutions qui profitent aux organisations, tout en favorisant le d\u00e9veloppement au niveau individuel.<\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Flexibilit\u00e9\u00a0:<\/strong> une <a aria-label=\"skills solution (opens in a new tab)\" href=\"https:\/\/degreed.com\/experience\/fr\/blog\/skills-quotient-solution-ceos-biggest-problem\/\" target=\"_blank\" rel=\"noreferrer noopener\">solution orient\u00e9e comp\u00e9tences<\/a> doit s\u2019adapter \u00e0 diff\u00e9rents environnements et suivre les tendances et \u00e9volutions du march\u00e9. Les aptitudes sont souvent propres \u00e0 un poste ou \u00e0 un service, ce qui limite la comparaison entre les postes et, par cons\u00e9quent, la <a href=\"https:\/\/degreed.com\/experience\/fr\/blog\/how-internal-mobility-is-all-about-people\/\" target=\"_blank\" rel=\"noreferrer noopener\">mobilit\u00e9 interne<\/a> ainsi que l\u2019\u00e9volutivit\u00e9.  Les comp\u00e9tences, elles, peuvent devenir un langage commun pour \u00e9valuer les capacit\u00e9s des collaborateurs, quelles que soient les \u00e9quipes ou les postes.  En bref, elles permettent de comparer ce qui est comparable.\u00a0<\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Approche ax\u00e9e sur le march\u00e9\u00a0:<\/strong> le march\u00e9 doit vous aider \u00e0 d\u00e9terminer les comp\u00e9tences \u00e0 cibler. Quelles comp\u00e9tences les collaborateurs suivent-ils, ajoutent-ils ou recherchent-ils\u00a0? Ces \u00e9l\u00e9ments peuvent indiquer des sch\u00e9mas, des tendances \u00e9mergentes ou de nouvelles capacit\u00e9s susceptibles d\u2019\u00eatre utiles \u00e0 votre organisation. L\u00e0 o\u00f9 une grille d\u2019\u00e9valuation reste fig\u00e9e, ces signaux r\u00e9v\u00e8lent ce qui compte vraiment sur le march\u00e9, \u00e0 partir de donn\u00e9es actualis\u00e9es en continu.\u00a0<\/li>\n<\/ul>\n\n<h2 class=\"wp-block-heading\" id=\"h-2-the-basic-differences\">2. Les diff\u00e9rences majeures<\/h2>\n\n<p>On peut avoir tendance \u00e0 confondre comp\u00e9tences et aptitudes. Peu de gens sont d\u2019ailleurs capables de les diff\u00e9rencier.  Ce sont simplement deux fa\u00e7ons de d\u00e9signer un savoir-faire, non\u00a0?\u00a0<\/p>\n\n<p>Pas exactement. Les aptitudes ont tendance \u00e0 se concentrer sur les comportements individuels sp\u00e9cifiques \u00e0 un r\u00f4le. Par exemple, l\u2019aptitude \u00ab\u00a0G\u00e9rer les attentes des parties prenantes\u00a0\u00bb ne recouvrira pas les m\u00eames r\u00e9alit\u00e9s pour un chef de projet, un directeur informatique ou un directeur commercial.\u00a0<\/p>\n\n<p>Il devient alors difficile d\u2019\u00e9valuer la capacit\u00e9 d\u2019une personne \u00e0 r\u00e9ussir dans un autre poste. \u00c0 l\u2019inverse, les comp\u00e9tences reposent sur une expertise transposable d\u2019un domaine \u00e0 un autre.\u00a0<\/p>\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-in-post-2-7-1024x576.jpg\" alt=\"Comp&#xE9;tences vs Aptitudes\" class=\"wp-image-36250\" \/><\/figure>\n\n<p>Les mod\u00e8les fond\u00e9s sur les aptitudes aident surtout les collaborateurs \u00e0 progresser pas \u00e0 pas dans leur poste actuel, sans sortir du cadre existant. Les comp\u00e9tences, en revanche, sont plus adapt\u00e9es dans un contexte de transformation et d\u2019agilit\u00e9\u00a0: elles sont <a href=\"https:\/\/degreed.com\/experience\/blog\/when-the-competency-model-breaks-down-map-skills-roles\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"quantifiable (opens in a new tab)\">quantifiables<\/a>, standardis\u00e9es et offrent un cadre \u00e0 la mobilit\u00e9 interne.\u00a0<\/p>\n\n<p>Enfin, les aptitudes regroupent souvent plusieurs comp\u00e9tences, mais aussi des connaissances, des comportements et des attitudes. Lorsqu\u2019une aptitude fait d\u00e9faut, il peut \u00eatre difficile d\u2019en comprendre la cause.  S\u2019agit-il d\u2019une comp\u00e9tence pr\u00e9cise \u00e0 renforcer\u00a0?  De mauvaises habitudes \u00e0 corriger\u00a0? D\u2019un manque d\u2019int\u00e9r\u00eat pour le poste\u00a0? \u00c0 lui seul, le mod\u00e8le d\u2019aptitudes ne permet sans doute pas de r\u00e9pondre \u00e0 ces questions.<\/p>\n\n<h2 class=\"wp-block-heading\" id=\"h-3-the-task-of-translation\">3. La t\u00e2che de la transposition<\/h2>\n\n<p>Pour cr\u00e9er une structure autour des comp\u00e9tences, vous devrez commencer par \u00e9valuer les aptitudes, avant de les diviser en comp\u00e9tences.  Heureusement, vous n\u2019aurez pas besoin d\u2019abandonner tout de suite votre mod\u00e8le d\u2019aptitudes pour passer au langage des comp\u00e9tences. Le d\u00e9fi consistera \u00e0 effectuer la transposition entre ces deux\u00a0mod\u00e8les.<\/p>\n\n<p>G\u00e9n\u00e9ralement, chaque aptitude comprend un ensemble de comp\u00e9tences.  Prenons un exemple\u00a0: r\u00e9fl\u00e9chissez \u00e0 toutes les comp\u00e9tences qui font partie de l\u2019aptitude \u00ab\u00a0sens des affaires\u00a0\u00bb.<\/p>\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-in-post-3-1-3-1024x576.jpg\" alt=\"Construire une meilleure pyramide des comp&#xE9;tences\" class=\"wp-image-36251\" \/><\/figure>\n\n<p>Pour d\u00e9montrer son sens des affaires, un collaborateur doit \u00eatre capable d\u2019\u00e9tablir et de g\u00e9rer des budgets, de r\u00e9aliser des \u00e9tudes de march\u00e9 et des strat\u00e9gies de marketing, d\u2019analyser la concurrence et la croissance de l\u2019entreprise.<\/p>\n\n<p>Au lieu de communiquer par le biais d\u2019objectifs ambitieux, votre organisation peut diviser chaque aptitude en plusieurs comp\u00e9tences, presque comme les \u00e9l\u00e9ments de base des aptitudes.  Ces comp\u00e9tences sp\u00e9cifiques peuvent, par la suite, \u00eatre suivies et d\u00e9velopp\u00e9es pour chaque individu, quel que soit son r\u00f4le. Si vous souhaitez en savoir plus sur la division des aptitudes en comp\u00e9tences individuelles, <a href=\"https:\/\/degreed.com\/experience\/blog\/when-the-competency-model-breaks-down-map-skills-roles\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\">consultez l\u2019un de nos derniers articles de blog.<\/a><\/p>\n\n<h2 class=\"wp-block-heading\" id=\"h-4-the-skills-scale\">4. Le bar\u00e8me des comp\u00e9tences<\/h2>\n\n<p>Une fois vos aptitudes traduites en comp\u00e9tences, comment commencer concr\u00e8tement \u00e0 mesurer ces comp\u00e9tences et l\u2019acquisition de nouvelles\u00a0?  Et comment r\u00e9pondre clairement aux enjeux plus complexes de comparaison et de transf\u00e9rabilit\u00e9\u00a0?<\/p>\n\n<p>Pour \u00e9valuer les comp\u00e9tences, la <a rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\" href=\"https:\/\/connectingcredentials.org\/wp-content\/uploads\/2015\/05\/ConnectingCredentials-4-29-30.pdf\" target=\"_blank\">Lumina Foundation <\/a>propose une approche aussi simple qu\u2019efficace\u00a0:  une \u00e9chelle intuitive \u00e0 huit niveaux, applicable \u00e0 tous les domaines.<\/p>\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-in-post-4-4-1024x577.jpg\" alt=\"Mesurer ce qui compte\" class=\"wp-image-36252\" \/><\/figure>\n\n<p>Les quatre premiers niveaux couvrent l\u2019\u00e9ventail habituel des aptitudes. Au niveau 1, la personne est d\u00e9butante. Au niveau 2, elle contribue au travail de l\u2019\u00e9quipe. Au niveau 3, le collaborateur peut travailler de mani\u00e8re autonome. Au niveau 4, il applique les bonnes pratiques.<\/p>\n\n<p>Les deux niveaux suivants marquent le passage de l\u2019aptitude \u00e0 la strat\u00e9gie. Le niveau 5 implique de savoir \u00e9voluer dans des situations complexes. Le niveau 6 inclut la capacit\u00e9 \u00e0 guider les autres dans ces situations.<\/p>\n\n<p>Les niveaux les plus \u00e9lev\u00e9s correspondent \u00e0 une ma\u00eetrise reconnue dans le secteur. Au niveau 7, la personne d\u00e9finit des tendances et exp\u00e9rimente de nouvelles applications. Enfin, le niveau 8 correspond \u00e0 un profil visionnaire, inventeur ou leader d\u2019opinion.<\/p>\n\n<p>Cette \u00e9chelle \u00e0 huit niveaux fonctionne pour les soft skills comme pour les comp\u00e9tences techniques, ind\u00e9pendamment du d\u00e9partement ou du r\u00f4le. Apr\u00e8s avoir transpos\u00e9 les aptitudes en comp\u00e9tences, vous pourrez ainsi r\u00e9ellement suivre la progression de vos collaborateurs au fil du temps, m\u00eame en cas de changement de r\u00f4le ou de r\u00e9organisation strat\u00e9gique de l\u2019entreprise.<\/p>\n\n<h2 class=\"wp-block-heading\" id=\"h-5-the-longer-journey\">5. Un long cheminement<\/h2>\n\n<p>Quelle est la prochaine \u00e9tape apr\u00e8s le passage des aptitudes aux comp\u00e9tences\u00a0?  Quel changement cela implique-t-il pour vos collaborateurs\u00a0?<\/p>\n\n<p>Avec les bons outils, une strat\u00e9gie de comp\u00e9tences peut d\u00e9clencher une transformation bien plus large. Chaque collaborateur peut alors suivre un parcours de d\u00e9veloppement unique, ax\u00e9 sur les comp\u00e9tences \u00e0 acqu\u00e9rir et \u00e0 renforcer.<\/p>\n\n<p>La premi\u00e8re \u00e9tape consiste \u00e0 proposer une plateforme personnalis\u00e9e, comme LXP de Degreed, qui identifie ce que les collaborateurs veulent apprendre et leur recommande les ressources les plus utiles pour <a rel=\"noreferrer noopener\" aria-label=\"grow their skills (opens in a new tab)\" href=\"https:\/\/degreed.com\/experience\/blog\/top-10-resources-2019-upskilling-your-workforce\/\" target=\"_blank\">d\u00e9velopper leurs comp\u00e9tences<\/a>.  Ils peuvent aussi y collaborer avec des personnes qui poss\u00e8dent les m\u00eames centres d\u2019int\u00e9r\u00eat, cr\u00e9er des groupes, partager des contenus, se suivre mutuellement et publier des commentaires pour apprendre ensemble. <\/p>\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-in-post-5-1024x576.jpg\" alt=\"Le parcours de comp&#xE9;tences\" class=\"wp-image-36253\" \/><\/figure>\n\n<p>Les collaborateurs peuvent \u00e9galement prendre le contr\u00f4le en utilisant le langage des comp\u00e9tences. Ils peuvent rechercher des contenus de formation associ\u00e9s aux comp\u00e9tences qu\u2019ils souhaitent d\u00e9velopper, ou m\u00eame ajouter leurs propres comp\u00e9tences \u00e0 leur profil et mettre \u00e0 jour leur degr\u00e9 de ma\u00eetrise au fil du temps.  \u00c0 terme, cette approche favorise une transformation durable. Les organisations peuvent mesurer l\u2019\u00e9volution des capacit\u00e9s de leurs effectifs et adapter leurs strat\u00e9gies en cons\u00e9quence.  Et c\u2019est peut-\u00eatre le plus important\u00a0: comme le syst\u00e8me s\u2019actualise en continu avec les comp\u00e9tences de vos collaborateurs, il ne devient jamais obsol\u00e8te.<\/p>\n\n<p>Big data, disruption num\u00e9rique\u00a0: les grandes mutations de notre \u00e9poque exigent une nouvelle approche pour anticiper l\u2019\u00e9volution des comp\u00e9tences et d\u00e9velopper les talents. Ne restez pas prisonnier des priorit\u00e9s pr\u00e9d\u00e9finies et des structures fig\u00e9es des mod\u00e8les d\u2019aptitudes.  Vous souhaitez mieux comprendre vos effectifs et renforcer l\u2019agilit\u00e9 de votre organisation gr\u00e2ce au langage des comp\u00e9tences\u00a0? <a href=\"https:\/\/degreed.com\/experience\/fr\/request-demo\/\" target=\"_blank\" rel=\"noreferrer noopener\">Contactez un repr\u00e9sentant Degreed d\u00e8s aujourd\u2019hui\u00a0!<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Les mod\u00e8les d\u2019aptitudes sont complexes. Les listes d\u2019aptitudes sont souvent interminables, gonfl\u00e9es par des dizaines de termes \u00e0 la mode, et chacune d\u2019entre elles s\u2019accompagne g\u00e9n\u00e9ralement de plusieurs paragraphes r\u00e9p\u00e9titifs cens\u00e9s d\u00e9crire les diff\u00e9rents niveaux de performance. En bref, elles sont difficiles \u00e0 quantifier, et donc difficiles \u00e0 g\u00e9rer.\u00a0 Cela limite la capacit\u00e9 de votre [&hellip;]<\/p>\n","protected":false},"author":110,"featured_media":63877,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[658],"tags":[840,881],"post_folder":[],"class_list":["post-63871","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-skills-talent-mobility","tag-montee-en-competences","tag-strategie-de-competences-2"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.9 (Yoast SEO v27.9) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Passer d\u2019un mod\u00e8le d\u2019aptitudes \u00e0 un mod\u00e8le de comp\u00e9tences en 5\u00a0\u00e9tapes - Degreed<\/title>\n<meta name=\"description\" content=\"Les mod\u00e8les d\u2019aptitudes n\u2019ont jamais \u00e9t\u00e9 pens\u00e9s pour l\u2019agilit\u00e9 ni pour le big data. 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