{"id":88813,"date":"2026-04-30T19:54:57","date_gmt":"2026-04-30T19:54:57","guid":{"rendered":"https:\/\/degreed.com\/experience\/?p=88813"},"modified":"2026-05-12T22:34:44","modified_gmt":"2026-05-12T22:34:44","slug":"pari-pernod-ricard-faire-des-competences-un-levier-strategique","status":"publish","type":"post","link":"https:\/\/degreed.com\/experience\/fr\/blog\/pari-pernod-ricard-faire-des-competences-un-levier-strategique\/","title":{"rendered":"Le pari de Pernod Ricard\u00a0: faire des comp\u00e9tences un levier strat\u00e9gique"},"content":{"rendered":"\n<p>Pendant longtemps, la formation est rest\u00e9e en coulisses, d\u00e9connect\u00e9e des enjeux strat\u00e9giques. Puis l\u2019IA est arriv\u00e9e, et a compl\u00e8tement chang\u00e9 la donne.<\/p>\n\n\n\n<p>La plupart des entreprises ont toujours consid\u00e9r\u00e9 (et consid\u00e8rent encore) la formation et le d\u00e9veloppement comme une fonction support. Un sujet g\u00e9r\u00e9 par les RH, auquel les collaborateurs participent quand il le faut, et dont le succ\u00e8s se mesure surtout au taux de compl\u00e9tion.<\/p>\n\n\n\n<p>Mais aujourd\u2019hui, suivre le rythme des transformations suppose de faire \u00e9voluer les \u00e9quipes en continu.<\/p>\n\n\n\n<p>C\u2019est pr\u00e9cis\u00e9ment le virage qu\u2019a pris Pernod Ricard. L\u2019entreprise a fait de la formation le moteur de sa transformation et transform\u00e9 les donn\u00e9es de comp\u00e9tences en un v\u00e9ritable actif strat\u00e9gique. <\/p>\n\n\n\n<p>\u00c0 l\u2019occasion de Degreed LENS, <a href=\"https:\/\/www.linkedin.com\/in\/louis-bosche-2aa26955\/\" target=\"_blank\" rel=\"noreferrer noopener nofollow\">Louis Bosche, Head of HR Tech, et <\/a><a href=\"https:\/\/www.linkedin.com\/in\/anna-gosteva\/\" target=\"_blank\" rel=\"noreferrer noopener nofollow\">Anna Gosteva<\/a>, Product Owner Learning and Engagement Solutions, ont d\u00e9voil\u00e9 comment Pernod Ricard a b\u00e2ti un \u00e9cosyst\u00e8me ax\u00e9 sur les comp\u00e9tences qui pilote aujourd\u2019hui des d\u00e9cisions cl\u00e9s dans toute l\u2019entreprise, du recrutement \u00e0 la mobilit\u00e9 interne, en passant par la planification des effectifs et la strat\u00e9gie. <\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-une-transformation-des-effectifs-devenue-incontournable\">Une transformation des effectifs devenue incontournable<\/h2>\n\n\n\n<p>Avec ses 150&nbsp;marques dans le monde (dont Jameson, Chivas, Ballantine\u2019s et Absolut), Pernod Ricard faisait face \u00e0 une pression croissante sur tous les fronts. Les attentes des consommateurs \u00e9voluaient rapidement sur les march\u00e9s cl\u00e9s, obligeant les \u00e9quipes marketing, commerciales et produit \u00e0 travailler de mani\u00e8re radicalement nouvelle.  En parall\u00e8le, l\u2019inflation et les \u00e9volutions r\u00e9glementaires redessinaient les op\u00e9rations \u00e0 l\u2019\u00e9chelle mondiale. La r\u00e9silience de la cha\u00eene d\u2019approvisionnement \u00e9tait devenue une priorit\u00e9 strat\u00e9gique, tandis que le pilotage d\u2019un groupe international exigeait une plus grande ma\u00eetrise des co\u00fbts \u00e0 tous les niveaux.<\/p>\n\n\n\n<p>Plus que jamais, la capacit\u00e9 de Pernod Ricard \u00e0 rester comp\u00e9titif reposait directement sur le fait d\u2019avoir les bonnes comp\u00e9tences, au bon endroit, au bon moment.<\/p>\n\n\n\n<p>\u00ab&nbsp;Notre environnement \u00e9volue en permanence&nbsp;\u00bb, explique Louis Bosche. \u00ab&nbsp;Nous devons accompagner rapidement nos collaborateurs dans ces transformations.  Pour cela, il est essentiel de savoir o\u00f9 ils en sont et quel est leur niveau de ma\u00eetrise, pour les pr\u00e9parer concr\u00e8tement aux enjeux de demain.&nbsp;\u00bb <\/p>\n\n\n\n<p>L\u2019urgence ressentie chez Pernod Ricard refl\u00e8te celle de la quasi-totalit\u00e9 des entreprises aujourd\u2019hui.  Les \u00e9tudes montrent que <a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2023\/digest\/\" target=\"_blank\" rel=\"noreferrer noopener nofollow\">44&nbsp;% des comp\u00e9tences <\/a>des collaborateurs devraient \u00e9voluer d\u2019ici&nbsp;2027, et les organisations n\u2019ont plus le luxe d\u2019attendre pour s\u2019adapter \u00e0 cette r\u00e9alit\u00e9.&nbsp;<\/p>\n\n\n\n<p>Il existait aussi des raisons internes fortes de faire \u00e9voluer les choses. Lors d\u2019une enqu\u00eate, 95&nbsp;% des collaborateurs de Pernod Ricard ont indiqu\u00e9 qu\u2019ils resteraient plus longtemps dans une entreprise qui investit dans leur d\u00e9veloppement professionnel, preuve du lien direct entre formation et fid\u00e9lisation. Pour les collaborateurs, apprendre est aussi un enjeu cl\u00e9.<\/p>\n\n\n\n<p>Dans le m\u00eame temps, leur syst\u00e8me de formation existant avait clairement besoin d\u2019\u00eatre modernis\u00e9. Les plateformes et les outils redondants se multipliaient, g\u00e9n\u00e9rant des co\u00fbts inutiles. L\u2019ensemble \u00e9tait devenu si fragment\u00e9 qu\u2019il \u00e9tait difficile de parler encore d\u2019\u00e9cosyst\u00e8me.<\/p>\n\n\n\n<p>La question n\u2019\u00e9tait plus de savoir s\u2019il fallait agir,  mais comment.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-les-competences-nouveau-langage-commun-chez-pernod-ricard\">Les comp\u00e9tences, nouveau langage commun chez Pernod Ricard<\/h2>\n\n\n\n<p>Plut\u00f4t que de lancer un programme de formation suppl\u00e9mentaire, Pernod Ricard a pos\u00e9 les bases d\u2019une approche centr\u00e9e sur les comp\u00e9tences.  L\u2019\u00e9quipe a d\u00e9ploy\u00e9 un catalogue de comp\u00e9tences couvrant environ 900&nbsp;postes, avec une vingtaine de comp\u00e9tences d\u00e9finies pour chaque profil, directement int\u00e9gr\u00e9es \u00e0 Workday, leur SIRH.<\/p>\n\n\n\n<p>L\u2019objectif \u00e9tait clair&nbsp;: faire des comp\u00e9tences un langage commun, capable de relier le d\u00e9veloppement individuel aux r\u00e9sultats de l\u2019entreprise. &nbsp;<\/p>\n\n\n\n<p>Pour y parvenir, ils ont con\u00e7u une architecture technique permettant de rationaliser la gestion des contenus et des outils, tout en unifiant les donn\u00e9es de comp\u00e9tences \u00e0 l\u2019\u00e9chelle des diff\u00e9rents syst\u00e8mes.&nbsp;<\/p>\n\n\n\n<p>Les collaborateurs pouvaient d\u00e9clarer leurs comp\u00e9tences, identifier des opportunit\u00e9s d\u2019\u00e9volution, rejoindre des programmes de mentorat bas\u00e9s sur les comp\u00e9tences et postuler \u00e0 des \u00ab&nbsp;gigs&nbsp;\u00bb internes, soit des missions ponctuelles permettant de d\u00e9velopper de nouvelles comp\u00e9tences tout en contribuant \u00e0 d\u2019autres activit\u00e9s de l\u2019entreprise. Depuis le lancement, plus de 70&nbsp;% des collaborateurs ont d\u00e9clar\u00e9 au moins 15&nbsp;comp\u00e9tences dans Workday, y compris parmi des \u00e9quipes terrain historiquement plus difficiles \u00e0 mobiliser.<\/p>\n\n\n\n<p>L\u2019entreprise a \u00e9galement pris tr\u00e8s t\u00f4t une d\u00e9cision qui a influenc\u00e9 tout le reste&nbsp;: les donn\u00e9es de comp\u00e9tences seraient utilis\u00e9es pour accompagner le d\u00e9veloppement des collaborateurs et leur ouvrir des opportunit\u00e9s, mais jamais pour \u00e9valuer la performance ni d\u00e9cider des r\u00e9mun\u00e9rations. &nbsp;<\/p>\n\n\n\n<p>Ce choix a cr\u00e9\u00e9 un climat de confiance, qui a ensuite favoris\u00e9 une adoption massive.<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"Explore Pernod Ricard\u2019s Skills-Based Ecosystem with Degreed + HRIS\" width=\"800\" height=\"450\" src=\"https:\/\/www.youtube-nocookie.com\/embed\/d9WX3spSUXA?feature=oembed&enablejsapi=1&origin=https:\/\/explore.degreed.com\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe>\n<\/div><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">Mettre comp\u00e9tences et syst\u00e8mes au service de la strat\u00e9gie<\/h2>\n\n\n\n<p>Lorsque Pernod Ricard a lanc\u00e9 son hub de formation, propuls\u00e9 par Degreed, l\u2019entreprise n\u2019a pas simplement r\u00e9solu un probl\u00e8me technologique.  Elle a r\u00e9ussi \u00e0 relier directement ses investissements en formation \u00e0 sa strat\u00e9gie globale.<\/p>\n\n\n\n<p>L\u2019expression la plus tangible de cet alignement&nbsp;? Cinq comp\u00e9tences cl\u00e9s, transversales et d\u00e9finies comme prioritaires par l\u2019entreprise, jug\u00e9es essentielles pour chaque collaborateur, quel que soit son poste ou son niveau. Ce ne sont pas des th\u00e8mes g\u00e9n\u00e9riques de d\u00e9veloppement professionnel.  Ces comp\u00e9tences correspondent exactement aux domaines dans lesquels Pernod Ricard doit renforcer ses comp\u00e9tences dans le cadre de sa strat\u00e9gie&nbsp;:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Intelligence business<\/li>\n\n\n\n<li>IA g\u00e9n\u00e9rative (Gen AI)<\/li>\n\n\n\n<li>Formation continue<\/li>\n\n\n\n<li>Conduite du changement<\/li>\n\n\n\n<li>Pratiques inclusives<\/li>\n<\/ol>\n\n\n\n<p>\u00ab&nbsp;Nous pouvons utiliser cette initiative de d\u00e9veloppement des comp\u00e9tences comme un v\u00e9ritable levier de croissance,&nbsp;\u00bb explique Anna Gosteva.  Nous avons commenc\u00e9 \u00e0 r\u00e9fl\u00e9chir \u00e0 la mani\u00e8re dont elle pourrait nous aider \u00e0 soutenir la transformation de l\u2019entreprise et \u00e0 atteindre nos objectifs.&nbsp;\u00bb <\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2026\/04\/Anna-Gosteva-Pernord-Ricard-1024x683.jpg\" alt=\"Anna Gosteva Pernod Ricard\" class=\"wp-image-88754\"\/><\/figure>\n\n\n\n<p>Ce nouvel \u00e9cosyst\u00e8me int\u00e9gr\u00e9 a confirm\u00e9 cette orientation. En rempla\u00e7ant plusieurs plateformes locales par Degreed, Pernod Ricard a \u00e9conomis\u00e9 600&nbsp;000&nbsp;\u20ac D\u00e9sormais, Degreed sert de point d\u2019entr\u00e9e unique, o\u00f9 les collaborateurs acc\u00e8dent \u00e0 des opportunit\u00e9s de d\u00e9veloppement directement li\u00e9es \u00e0 leur profil de comp\u00e9tences et \u00e0 leur progression. &nbsp;<\/p>\n\n\n\n<p>Cela s\u2019est traduit par une nette am\u00e9lioration de l\u2019exp\u00e9rience de formation et par la mise en place d\u2019un \u00e9cosyst\u00e8me de donn\u00e9es fluide. Les \u00e9valuations de comp\u00e9tences circulent d\u00e9sormais dans les deux sens entre Degreed et Workday&nbsp;: lorsqu\u2019un collaborateur d\u00e9montre son niveau de ma\u00eetrise, l\u2019information est mise \u00e0 jour en temps r\u00e9el et devient disponible pour les d\u00e9cisions RH dans toute l\u2019organisation.&nbsp;<\/p>\n\n\n\n<p>L\u2019entreprise a \u00e9galement pris un engagement clair&nbsp;: une heure de formation par semaine pour chaque collaborateur, soit deux fois la norme du secteur. Cet engagement est soutenu par la direction et pleinement int\u00e9gr\u00e9 \u00e0 la gouvernance et aux pratiques de travail.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Les donn\u00e9es de comp\u00e9tences, un actif strat\u00e9gique<\/h2>\n\n\n\n<p>Peut-\u00eatre que le changement le plus marquant chez Pernod Ricard ne concerne pas l\u2019engagement autour de la formation. Il r\u00e9side surtout dans l\u2019adoption et l\u2019exploitation des donn\u00e9es de comp\u00e9tences.<\/p>\n\n\n\n<p>\u00ab&nbsp;Notre DSI, notre DRH et l\u2019ensemble des dirigeants nous posent tous la m\u00eame question&nbsp;: quand pourrai-je acc\u00e9der aux donn\u00e9es de comp\u00e9tences de mes \u00e9quipes&nbsp;?&nbsp;\u00bb, a expliqu\u00e9 Louis Bosche. Qui poss\u00e8de quelles comp\u00e9tences, o\u00f9 se situent-elles, quel est le niveau de ma\u00eetrise, o\u00f9 sont les carences&nbsp;?  Parce qu\u2019ils savent que ces donn\u00e9es sont essentielles pour comprendre et agir.&nbsp;\u00bb<\/p>\n\n\n\n<p>C\u2019est un r\u00e9sultat qui illustre concr\u00e8tement la valeur d\u2019un investissement en formation \u00e0 l\u2019\u00e9chelle de l\u2019entreprise. &nbsp;<\/p>\n\n\n\n<p>Lorsque l\u2019intelligence des comp\u00e9tences sort du p\u00e9rim\u00e8tre L&D pour \u00eatre mise entre les mains des dirigeants, elle devient un v\u00e9ritable levier pour la planification des effectifs, le recrutement interne et l\u2019organisation de l\u2019entreprise.&nbsp;<\/p>\n\n\n\n<p>Pernod Ricard s\u2019appuie sur les donn\u00e9es de comp\u00e9tences pour identifier les \u00e9carts par zone g\u00e9ographique, investir de mani\u00e8re plus cibl\u00e9e gr\u00e2ce \u00e0 des cartes de comp\u00e9tences, et accompagner le recrutement avec des outils de matching bas\u00e9s sur l\u2019IA. De quoi pourvoir davantage de postes en interne plut\u00f4t que par recrutement externe.<\/p>\n\n\n\n<p>Le hub de formation apporte \u00e9galement aux responsables L&D ce qui leur a longtemps manqu\u00e9&nbsp;: une vision bas\u00e9e sur les donn\u00e9es pour guider leurs investissements. Les donn\u00e9es sur la disponibilit\u00e9 des comp\u00e9tences et leur progression guident d\u00e9sormais les d\u00e9cisions d\u2019achat de contenus, la conception des programmes de mont\u00e9e en comp\u00e9tences et le d\u00e9veloppement des acad\u00e9mies m\u00e9tiers.<\/p>\n\n\n\n<p>\u00ab&nbsp;Les comp\u00e9tences ne sont pas qu\u2019un sujet RH&nbsp;\u00bb, pr\u00e9cise Louis Bosche.  \u00ab&nbsp;Elles concernent toute l\u2019entreprise.&nbsp;\u00bb<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2026\/04\/Louis-Bosche-Pernord-Ricard-1024x683.jpg\" alt=\"Louis Bosche Pernod Ricard\" class=\"wp-image-88759\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">Passer \u00e0 un mod\u00e8le ax\u00e9 sur les comp\u00e9tences<\/h2>\n\n\n\n<p>L\u2019approche de Pernod Ricard offre un mod\u00e8le clair pour toute entreprise souhaitant d\u00e9passer les simples indicateurs d\u2019engagement en formation et obtenir un r\u00e9sultat global<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Commencez par mettre en place une architecture de comp\u00e9tences que toute l\u2019entreprise peut utiliser.&nbsp;<\/li>\n\n\n\n<li>Reliez-la directement \u00e0 vos priorit\u00e9s strat\u00e9giques, comme les cinq comp\u00e9tences transversales de Pernod Ricard.&nbsp;<\/li>\n\n\n\n<li>Construisez un \u00e9cosyst\u00e8me int\u00e9gr\u00e9, o\u00f9 les donn\u00e9es de comp\u00e9tences circulent entre les syst\u00e8mes et \u00e9clairent les d\u00e9cisions \u00e0 tous les niveaux.&nbsp;<\/li>\n\n\n\n<li>Donnez aux dirigeants, et pas uniquement aux RH, acc\u00e8s \u00e0 l\u2019intelligence g\u00e9n\u00e9r\u00e9e par cet \u00e9cosyst\u00e8me.<\/li>\n<\/ol>\n\n\n\n<p>Mises bout \u00e0 bout, ces actions g\u00e9n\u00e8rent un impact business mesurable. Voil\u00e0 la vraie promesse d\u2019une culture ax\u00e9e sur les comp\u00e9tences.  Pas de meilleurs taux de compl\u00e9tion&nbsp;: de vrais r\u00e9sultats pour l\u2019entreprise.<\/p>\n\n\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"720\" height=\"150\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2026\/05\/Start-your-skills-first-journey_FR-FR.png\" alt=\"\" class=\"wp-image-88828\"\/><\/figure>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Pendant longtemps, la formation est rest\u00e9e en coulisses, d\u00e9connect\u00e9e des enjeux strat\u00e9giques. Puis l\u2019IA est arriv\u00e9e, et a compl\u00e8tement chang\u00e9 la donne. La plupart des entreprises ont toujours consid\u00e9r\u00e9 (et consid\u00e8rent encore) la formation et le d\u00e9veloppement comme une fonction support. Un sujet g\u00e9r\u00e9 par les RH, auquel les collaborateurs participent quand il le faut, [&hellip;]<\/p>\n","protected":false},"author":141,"featured_media":88750,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[658],"tags":[],"post_folder":[],"class_list":["post-88813","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-skills-talent-mobility"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.4 (Yoast SEO v27.4) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Le pari de Pernod Ricard\u00a0: faire des comp\u00e9tences un levier strat\u00e9gique - Degreed<\/title>\n<meta name=\"description\" content=\"Les comp\u00e9tences sont un sujet business, pas seulement RH. 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