{"id":6660,"date":"2026-11-02T13:37:42","date_gmt":"2026-11-02T12:37:42","guid":{"rendered":"https:\/\/www.keypredict.com\/?post_type=actualite&p=6660"},"modified":"2026-11-02T13:37:45","modified_gmt":"2026-11-02T12:37:45","slug":"barometre-2027-des-decisions-talent-le-referentiel-ou-le-ressenti","status":"publish","type":"actualite","link":"https:\/\/www.keypredict.com\/fr\/ressources\/actualites\/barometre-2027-des-decisions-talent-le-referentiel-ou-le-ressenti\/","title":{"rendered":"Barom\u00e8tre 2027 des d\u00e9cisions Talent : le r\u00e9f\u00e9rentiel ou le ressenti\u00a0 ?"},"content":{"rendered":"
\n

Chaque entreprise dispose d’un processus de recrutement, d’une grille d’entretien annuel et, souvent, d’un r\u00e9f\u00e9rentiel de comp\u00e9tences. Sur le papier, les d\u00e9cisions sont encadr\u00e9es. Dans la salle de r\u00e9union, au moment de choisir entre deux candidats ou de nommer un nouveau manager, la recommandation d’un N+1 ou l’impression laiss\u00e9e par un entretien p\u00e8sent parfois plus lourd que tous les documents r\u00e9unis.<\/p>\n<\/div>\n\n

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Personne ne mesure vraiment cet \u00e9cart. C’est pr\u00e9cis\u00e9ment ce que Key Predict et myRHline ont d\u00e9cid\u00e9 d’interroger avec le Barom\u00e8tre 2027 des d\u00e9cisions Talent<\/strong><\/a><\/p>\n<\/div>\n\n

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Comment les entreprises d\u00e9cident-elles vraiment ?<\/strong><\/h2>\n<\/div>\n\n
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Le march\u00e9 RH ne manque pas d’\u00e9tudes sur l’IA, l’engagement ou la marque employeur. Nous avons choisi un autre terrain : la fa\u00e7on dont les organisations d\u00e9finissent leurs crit\u00e8res, les appliquent et v\u00e9rifient ensuite si leurs choix \u00e9taient les bons.<\/p>\n<\/div>\n\n

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Le questionnaire s’articule autour de quatre th\u00e8mes.<\/p>\n<\/div>\n\n

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Les crit\u00e8res de r\u00e9ussite.<\/strong> Sont-ils \u00e9crits, partag\u00e9s et appliqu\u00e9s de la m\u00eame fa\u00e7on d’une \u00e9quipe ou d’une entit\u00e9 \u00e0 l’autre ? Les met-on \u00e0 jour apr\u00e8s avoir observ\u00e9 les r\u00e9sultats ?<\/p>\n<\/div>\n\n

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Ce qui p\u00e8se r\u00e9ellement dans la d\u00e9cision.<\/strong> R\u00e9f\u00e9rentiel, \u00e9valuation, exp\u00e9rience<\/a>, jugement du manager, r\u00e9seau : nous cherchons \u00e0 savoir quels \u00e9l\u00e9ments font effectivement basculer un recrutement, une promotion ou une mobilit\u00e9.<\/p>\n<\/div>\n\n

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La continuit\u00e9 des donn\u00e9es Talent.<\/strong> Les informations recueillies au moment de l’embauche servent-elles ensuite au d\u00e9veloppement, \u00e0 la mobilit\u00e9 interne ou aux plans de succession, ou restent-elles dans un dossier que plus personne n’ouvre ?<\/p>\n<\/div>\n\n

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L’IA et le contr\u00f4le humain.<\/strong> Dans quelles d\u00e9cisions l’IA intervient-elle<\/a> d\u00e9j\u00e0, qui valide les crit\u00e8res qu’elle utilise, et l’entreprise sait-elle expliquer une recommandation \u00e0 un candidat ou \u00e0 un collaborateur ?<\/p>\n<\/div>\n\n

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Pourquoi votre r\u00e9ponse compte<\/strong><\/h3>\n<\/div>\n\n
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Une d\u00e9cision Talent mal fond\u00e9e co\u00fbte cher : un manager promu pour ses r\u00e9sultats individuels et qui peine \u00e0 animer son \u00e9quipe, un collaborateur \u00e0 fort potentiel parti chez un concurrent faute d’avoir \u00e9t\u00e9 rep\u00e9r\u00e9 en interne. Ces situations ont souvent une origine commune, des crit\u00e8res flous ou des donn\u00e9es qui ne circulent pas entre les \u00e9tapes du parcours.<\/p>\n<\/div>\n\n

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En r\u00e9pondant, vous contribuez \u00e0 la premi\u00e8re photographie de ces pratiques en France, avec des analyses par taille d’entreprise et par secteur.Les croisements reposant sur trop peu de r\u00e9ponses seront signal\u00e9s comme indicatifs.<\/p>\n<\/div>\n\n

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Qui peut participer ?<\/strong><\/h3>\n<\/div>\n\n
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L’\u00e9tude s’adresse aux personnes impliqu\u00e9es dans les d\u00e9cisions Talent : DRH, responsables talent management et d\u00e9veloppement RH, responsables mobilit\u00e9 et carri\u00e8res, talent acquisition, SIRH et transformation RH, HRBP, managers participant aux recrutements ou aux promotions, ainsi qu’aux consultants RH.<\/p>\n<\/div>\n\n

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Nous recommandons une seule r\u00e9ponse par organisation, id\u00e9alement de la personne qui a la vision la plus large de ces pratiques.<\/p>\n<\/div>\n\n

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En pratique<\/strong><\/h3>\n<\/div>\n\n
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Le questionnaire comporte 22 questions et demande 7 \u00e0 9 minutes. Les r\u00e9ponses sont analys\u00e9es de fa\u00e7on agr\u00e9g\u00e9e. Chaque participant qui le souhaite recevra le rapport complet de l’\u00e9tude.<\/p>\n<\/div>\n\n

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Participer au Barom\u00e8tre 2027 des d\u00e9cisions Talent<\/strong><\/a><\/p>\n<\/div>\n\n

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Le Barom\u00e8tre 2027 des d\u00e9cisions Talent est co-r\u00e9alis\u00e9 par myRHline et Key Predict. Publication des r\u00e9sultats pr\u00e9vue le 2 f\u00e9vrier 2027.<\/em><\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

Chaque entreprise dispose d’un processus de recrutement, d’une grille d’entretien annuel et, souvent, d’un r\u00e9f\u00e9rentiel de comp\u00e9tences. Sur le papier, les d\u00e9cisions sont encadr\u00e9es. Dans la salle de r\u00e9union, au moment de choisir entre deux candidats ou de nommer un nouveau manager, la recommandation d’un N+1 ou l’impression laiss\u00e9e par un entretien p\u00e8sent parfois plus […]<\/p>\n","protected":false},"featured_media":6661,"template":"","actualite_cat":[],"class_list":["post-6660","actualite","type-actualite","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nBarom\u00e8tre 2027 des d\u00e9cisions Talent : le r\u00e9f\u00e9rentiel ou le ressenti\u00a0 ?<\/title>\n<meta name=\"description\" content=\"Key Predict et MyRHline lancent le Barom\u00e8tre 2027 des d\u00e9cisions Talent. 22 questions, 8 minutes, pour mesurer comment les entreprises d\u00e9cident vraiment.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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