{"id":8425,"date":"2026-06-08T13:28:04","date_gmt":"2026-06-08T17:28:04","guid":{"rendered":"https:\/\/hubu.ca\/?p=8425"},"modified":"2026-06-08T17:52:47","modified_gmt":"2026-06-08T21:52:47","slug":"la-matrice-topgrading-pour-evaluer-votre-equipe","status":"publish","type":"post","link":"https:\/\/hubu.ca\/en\/la-matrice-topgrading-pour-evaluer-votre-equipe\/","title":{"rendered":"La matrice Topgrading pour \u00e9valuer votre \u00e9quipe"},"content":{"rendered":"
\n

Voici le concept \u00ab Mati\u00e8re \u00e0 r\u00e9flexion \u00bb #104. La formule est simple, trois courts messages 2x par mois pour nourrir votre esprit.<\/p>\n

 <\/p>\n<\/div>\n

\n

 <\/p>\n

Composition<\/em><\/p>\n

La matrice Topgrading pour \u00e9valuer votre \u00e9quipe<\/h2>\n
\n

Voici un exercice que nous utilisons r\u00e9guli\u00e8rement pour r\u00e9fl\u00e9chir \u00e0 la composition d’une \u00e9quipe. Inspir\u00e9 de l’approche Topgrading d\u00e9velopp\u00e9e par le psychologue organisationnel Bradford D. Smart, nous l’avons adapt\u00e9 \u00e0 notre r\u00e9alit\u00e9.<\/p>\n

L’exercice consiste \u00e0 positionner chaque membre de l’\u00e9quipe selon deux axes :<\/p>\n

    \n
  • L’adh\u00e9sion aux valeurs \/ l’attitude<\/li>\n
  • La performance \/ les comp\u00e9tences<\/li>\n<\/ul>\n

    Cette matrice permet souvent de mettre des mots sur des intuitions que nous avons d\u00e9j\u00e0 comme gestionnaires, mais que nous n’avons jamais r\u00e9ellement prises le temps d’analyser.<\/p>\n<\/div>\n

     <\/p>\n

    \n

     <\/p>\n

    Gestion<\/em><\/p>\n

    Quelques questions \u00e0 se poser<\/h2>\n

    Pour les A (Valeurs + Performance)<\/p>\n

      \n
    • Comment puis-je les reconna\u00eetre davantage?<\/li>\n
    • Quels d\u00e9fis additionnels puis-je leur offrir pour les fid\u00e9liser?<\/li>\n<\/ul>\n

      Pour les B+ (Valeurs fortes, performance variable)\u200b<\/p>\n

        \n
      • Quels obstacles les emp\u00eachent d’atteindre leur plein potentiel?<\/li>\n
      • Que puis-je faire pour les aider \u00e0 devenir des A?\u200b<\/li>\n<\/ul>\n

        Pour les B- (Performance forte, valeurs fragiles)<\/p>\n

          \n
        • Si je devais les r\u00e9embaucher aujourd’hui, le ferais-je?<\/li>\n
        • Sont-ils coachables?<\/li>\n
        • Quels comportements doivent-ils changer pour devenir des A?<\/li>\n
        • Quel est le co\u00fbt cach\u00e9 de conserver ce type de joueur dans l’\u00e9quipe?<\/li>\n<\/ul>\n

          Pour les D (Faibles valeurs et faible performance)\u200b<\/p>\n

            \n
          • Quelles conversations \u00e9vitez-vous actuellement avec ces profils?<\/li>\n
          • Dans cinq ans, souhaitez-vous toujours qu’ils fassent partie de votre \u00e9quipe?<\/li>\n
          • Que se passe-t-il dans votre culture lorsque vous tol\u00e9rez la situation?<\/li>\n<\/ul>\n
            \n

             <\/p>\n

            Travail d’\u00e9quipe<\/em><\/p>\n

            L’importance de multiplier les perspectives<\/h2>\n

            Nous avons r\u00e9cemment r\u00e9alis\u00e9 cet exercice avec une \u00e9quipe de direction. Un directeur percevait un employ\u00e9 comme un D, alors qu’un autre le voyait comme un A.<\/p>\n

            Qui avait raison? Probablement les deux… et aucun des deux. Comme gestionnaires, nous sommes tous influenc\u00e9s par nos exp\u00e9riences, nos attentes, nos pr\u00e9f\u00e9rences et nos biais. Une relation difficile, un \u00e9v\u00e9nement r\u00e9cent ou une r\u00e9ussite marquante peuvent facilement teinter notre perception.<\/p>\n

            C’est pourquoi les meilleures d\u00e9cisions ne sont rarement prises seules. Avant de conclure qu’un employ\u00e9 est un A ou un D, prenez le temps de consulter d’autres gestionnaires, coll\u00e8gues ou partenaires qui travaillent avec cette personne. Souvent, la v\u00e9rit\u00e9 se trouve quelque part entre les deux perceptions.<\/p>\n

            \n

             <\/p>\n

            \n
            <\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

            Voici le concept \u00ab Mati\u00e8re \u00e0 r\u00e9flexion \u00bb #104. La formule est simple, trois courts messages 2x par mois pour nourrir votre esprit.     Composition La matrice Topgrading pour…<\/p>\n","protected":false},"author":3,"featured_media":8426,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[4],"tags":[],"class_list":["post-8425","post","type-post","status-publish","format-standard","has-post-thumbnail","category-matiere-a-reflexion"],"acf":[],"yoast_head":"\nLa matrice Topgrading pour \u00e9valuer votre \u00e9quipe - Hubu<\/title>\n<meta name=\"description\" content=\"Voici un exercice que nous utilisons r\u00e9guli\u00e8rement pour r\u00e9fl\u00e9chir \u00e0 la composition d'une \u00e9quipe. Inspir\u00e9 de l'approche Topgrading d\u00e9velopp\u00e9e par le psychologue organisationnel Bradford D. 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