{"id":16580,"date":"2019-10-30T09:30:37","date_gmt":"2019-10-30T07:30:37","guid":{"rendered":"https:\/\/shortways.com\/?p=16580"},"modified":"2023-02-08T16:51:30","modified_gmt":"2023-02-08T15:51:30","slug":"stephanie-paolozzi","status":"publish","type":"post","link":"https:\/\/shortways.com\/fr\/blog\/paroles-experts\/stephanie-paolozzi\/","title":{"rendered":"Parole d’expert – Interview de St\u00e9phanie Paolozzi, Responsable R\u00e9mun\u00e9ration et SIRH chez Bouygues Telecom"},"content":{"rendered":"

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Pourriez-vous vous pr\u00e9senter ? Quel est votre parcours professionnel ?<\/strong><\/span><\/h2>\n

St\u00e9phanie Paolozzi, Responsable du service r\u00e9mun\u00e9ration et SIRH chez Bouygues Telecom. J’ai d\u00e9but\u00e9 ma carri\u00e8re professionnelle chez Bouygues SA au d\u00e9but des ann\u00e9es 2000 sur des activit\u00e9s regroupant le reporting et la r\u00e9alisation de bilans sociaux.
Je suis arriv\u00e9e chez Bouygues Telecom au d\u00e9but de l’ann\u00e9e 2001.
J’ai travaill\u00e9 sur des th\u00e9matiques \u00e9quivalentes \u00e0 ma pr\u00e9c\u00e9dente exp\u00e9rience (suivi d’effectifs, reporting social) pendant 2 ans. Par la suite, j’ai rejoint le p\u00f4le r\u00e9mun\u00e9ration avec pour mission le suivi de la masse salariale et la revue des r\u00e9mun\u00e9rations.<\/p>\n

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Pouvez-vous nous expliquer le contexte et les enjeux autour de votre projet SIRH ?<\/strong><\/span><\/h2>\n

Avec l’\u00e9mergence des nouveaux syst\u00e8mes d’informations, nous devions mettre en place des outils autres qu’Excel pour le suivi des revues de r\u00e9mun\u00e9rations. Pour la mise en place de ces nouveaux outils, il fallait recueillir le feed-back des utilisateurs pour les accompagner au maximum afin d’am\u00e9liorer leur exp\u00e9rience d’utilisation. En termes de ROI (retour sur investissement), nous nous sommes aper\u00e7us que la gestion des entretiens \u00e9tait plus rapide et que les enregistrements \u00e9taient aussi automatis\u00e9s.<\/p>\n

Il faut savoir que la d\u00e9mat\u00e9rialisation s’est mise en place depuis plusieurs ann\u00e9es. Les outils commen\u00e7aient \u00e0 devenir anciens et ne r\u00e9pondaient plus forc\u00e9ment aux attentes. Cela s’est traduit par des lacunes, notamment au niveau ergonomique. Nous sommes alors pass\u00e9s sur SAP qui r\u00e9pondait \u00e0 notre demande gr\u00e2ce \u00e0 l’aide de diff\u00e9rents modules comme la gestion des performances ou la gestion de la r\u00e9mun\u00e9ration.<\/p>\n

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Comment d\u00e9finiriez-vous ce sujet d’adoption SIRH ? Qu’est-ce-que cela veut dire ?<\/strong><\/span><\/h2>\n

Selon moi, le SIRH est bien adopt\u00e9 lorsque le client final ne sollicite pas ou peu le SAV. Au moment o\u00f9 la mise en place du SIRH est suffisamment bien param\u00e9tr\u00e9e et lorsqu’il r\u00e9pond aux exigences dans les temps, l’utilisation pour les collaborateurs est facilit\u00e9e et r\u00e9pond au pilotage des activit\u00e9s.<\/p>\n

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Quels sont selon vous les obstacles\/difficult\u00e9s par rapport \u00e0 ce sujet inh\u00e9rents ou ext\u00e9rieurs \u00e0 votre organisation ?<\/strong><\/span><\/h2>\n

Quand on m\u00e8ne un projet de changement sur un syst\u00e8me d’information qui concerne les collaborateurs, les managers et les RH, il faut placer nos clients finaux en amont du projet. Il est n\u00e9cessaire de prendre en compte leurs feedback sur un outil existant en abordant les points dysfonctionnels. L’id\u00e9e est de recueillir leurs usages, leurs besoins et leurs sources de m\u00e9contentement afin de mieux les traiter d\u00e8s le d\u00e9part. Plus l’int\u00e9gration se fera t\u00f4t, plus elle sera soutenue par les op\u00e9rationnels.<\/p>\n

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Quels dispositifs avez-vous mis en place pour favoriser cette adoption ?<\/strong><\/span><\/h2>\n

Concernant la mise en place du dispositif autour de SAP SuccessFactors, nous avons proc\u00e9d\u00e9 \u00e0 une communication cibl\u00e9e afin de toucher 7 000 utilisateurs par le biais de diff\u00e9rents canaux. Nous avons notamment form\u00e9 l’ensemble des partenaires sociaux et convi\u00e9 les managers en r\u00e9union pl\u00e9ni\u00e8re afin de pr\u00e9senter les fonctionnalit\u00e9s. Plusieurs outils furent sollicit\u00e9s afin d’\u00eatre le plus d\u00e9monstratif possible comme des aides en lignes, des tutoriels ainsi que des vid\u00e9os de pr\u00e9sentation.<\/p>\n

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Quels sont selon vous les facteurs cl\u00e9s de succ\u00e8s ?<\/strong><\/span><\/h2>\n

Un des facteurs cl\u00e9s de succ\u00e8s est de g\u00e9rer le timing du projet et la mise en place de l’outil afin de d\u00e9dier du temps \u00e0 la communication. Il est essentiel de ne pas n\u00e9gliger la phase d’explication, de pr\u00e9sentation et de teasing pour que les utilisateurs finaux prennent en main l’outil efficacement et au plus t\u00f4t. Il faut ainsi communiquer en amont : lorsque l’outil\u00a0 a \u00e9t\u00e9 mis \u00e0 disposition, les utilisateurs ont d\u00e9j\u00e0 eu des informations et des d\u00e9monstrations. La prise en main devient alors beaucoup plus rapide. Il existe un autre facteur : le fait d’expliquer et de former sur un \u00e9l\u00e9ment cl\u00e9 l’utilisation de l’outil. L’accompagnement est fait sur mesure afin de permettre aux utilisateurs de piocher l’information dont ils ont besoin. Les collaborateurs ont besoin de sens et de conna\u00eetre les raisons de la mise en place d’un nouvel outil. L’objectif est ainsi de permettre \u00e0 l’ensemble des collaborateurs de gagner en autonomie.<\/p>\n

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Merci \u00e0 St\u00e9phanie Paolozzi pour son t\u00e9moignage et son retour d’exp\u00e9rience<\/span><\/em><\/p>\n

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“Plus l’int\u00e9gration se fera t\u00f4t, plus elle sera soutenue par les op\u00e9rationnels”. 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