{"id":47013,"date":"2017-09-08T15:10:29","date_gmt":"2017-09-08T19:10:29","guid":{"rendered":"http:\/\/isarta.com\/infos\/?p=47013"},"modified":"2017-09-08T16:07:12","modified_gmt":"2017-09-08T20:07:12","slug":"lart-de-prendre-des-references","status":"publish","type":"post","link":"https:\/\/isarta.fr\/infos\/lart-de-prendre-des-references\/","title":{"rendered":"L\u2019art de prendre des r\u00e9f\u00e9rences"},"content":{"rendered":"

Trop souvent escamot\u00e9e par les entreprises, la prise de r\u00e9f\u00e9rences demeure un outil essentiel dans le processus d\u2019embauche. Des conseils pour les recruteurs.<\/span><\/p>\n

<\/p>\n

8 septembre 2017<\/span><\/p>\n

Prendre les r\u00e9f\u00e9rences<\/strong> d\u2019un candidat pour valider<\/strong> les informations de son CV et de l\u2019entrevue devrait \u00eatre une \u00e9tape incontournable<\/strong> du processus d\u2019embauche. (Surtout lorsqu\u2019on conna\u00eet la propension<\/strong> naturelle des chercheurs d\u2019emploi \u00e0 embellir leur CV<\/a><\/span>\u2026)<\/p>\n

Or, depuis l\u2019entr\u00e9e en vigueur de la Loi sur la protection des renseignements personnels,<\/strong> les employeurs sont devenus r\u00e9ticents \u00e0 donner de l\u2019information sur d\u2019anciens employ\u00e9s, de peur de s\u2019exposer \u00e0 une poursuite.<\/strong> Par cons\u00e9quent, plusieurs recruteurs renoncent<\/strong> d\u2019embl\u00e9e \u00e0 cette \u00e9tape, jugeant l\u2019exercice vain.<\/strong><\/p>\n

C\u2019est une erreur, dit Martine Deschamps,<\/strong> conseill\u00e8re en gestion de la rel\u00e8ve et RH chez SynerAction Management<\/a>,<\/span> qui croit que, en s\u2019y prenant de la bonne mani\u00e8re, il est tout \u00e0 fait possible<\/strong> d\u2019aller chercher les informations critiques au processus d\u2019embauche.<\/strong><\/p>\n

Voici ces 4\u00a0conseils.<\/p>\n

1. \u00c9tablir la confiance<\/strong><\/span><\/h2>\n

Le probl\u00e8me<\/strong> principal, quand on appelle un ancien employeur,<\/strong> c\u2019est que le pr\u00e9ambule est manquant. Il s\u2019agit d\u2019une discussion extr\u00eamement importante.<\/strong> Et pourtant, on galvaude l\u2019introduction.<\/strong>\u00bb<\/span><\/p><\/blockquote>\n

La personne qui fait l\u2019appel doit \u00e9tablir un lien de confiance<\/strong> avec son interlocuteur. Pour ce faire, on commence bien s\u00fbr par se pr\u00e9senter<\/strong> et expliquer<\/strong> le but de l\u2019appel, mais on voudra aussi mentionner d\u2019entr\u00e9e de jeu qu\u2019on a une autorisation<\/strong> sign\u00e9e de la part du candidat.<\/p>\n

La conseill\u00e8re va un pas plus loin,<\/strong> en disant \u00e0 son interlocuteur:<\/p>\n

\u00abJe garantis la confidentialit\u00e9<\/strong> de ce que vous allez me dire au t\u00e9l\u00e9phone. Que vous me disiez des choses positives ou n\u00e9gatives, moi, je ne d\u00e9voilerai en aucun cas l\u2019information au candidat.<\/strong> De plus, les notes qui seront prises seront d\u00e9chiquet\u00e9es<\/strong> quelques mois apr\u00e8s le processus d\u2019embauche.\u00bb<\/span><\/p>\n

Le r\u00e9sultat<\/strong> est sans \u00e9quivoque:<\/p>\n

Chaque fois que j\u2019ai \u00e9tabli ce cadre, les gens se sont ouverts.<\/strong> J\u2019ai obtenu toute l\u2019information<\/strong> dont j’avais besoin, et m\u00eame plus!\u00bb<\/span><\/p><\/blockquote>\n

2. Donner l\u2019information, plut\u00f4t que de la demander<\/span><\/strong><\/h2>\n

Dans l\u2019optique d\u2019\u00e9tablir une relation de confiance<\/strong> avec l\u2019interlocuteur, une bonne strat\u00e9gie est de commencer par valider<\/strong> des informations que l\u2019on poss\u00e8de d\u00e9j\u00e0.<\/p>\n

Les gens aiment<\/strong> \u00e7a quand on a d\u00e9j\u00e0 l\u2019information\u2026 Ils ne veulent pas qu\u2019on leur qu\u00e9mande.<\/strong>\u00a0Il faut donc arriver tr\u00e8s pr\u00e9par\u00e9.<\/strong>\u00bb<\/span><\/p><\/blockquote>\n

Un ancien employeur sera beaucoup plus \u00e0 l\u2019aise de confirmer<\/strong> ou non une information qui lui est soumise\u2026 plut\u00f4t que de d\u00e9voiler<\/strong> des \u00e9l\u00e9ments nouveaux que le recruteur ignore<\/strong> totalement. Pourquoi ferait-il cette fleur,<\/strong> apr\u00e8s tout?<\/p>\n

3. Pr\u00e9ciser les crit\u00e8res<\/strong><\/span><\/h2>\n

Il y a eu une mode<\/strong> o\u00f9 il fallait que tout le monde ait le travail d\u2019\u00e9quipe<\/strong>\u00a0dans ses comp\u00e9tences, et par cons\u00e9quent tout le monde v\u00e9rifiait<\/strong> \u00e7a au moment de prendre les r\u00e9f\u00e9rences.\u00a0Pourtant, pour certains postes,<\/strong> ce n\u2019est pas du tout important<\/strong>!\u00bb<\/span><\/p><\/blockquote>\n

Martine Deschamps<\/strong> donne cet exemple pour rappeler l\u2019importance de r\u00e9duire<\/strong> sa liste de crit\u00e8res \u00e0 ce qui est vraiment important: une liste de \u00abgo<\/em>\u00bb<\/strong> et de \u00abno go<\/em>\u00bb.<\/strong><\/p>\n

On doit faire un petit m\u00e9nage<\/strong> dans les questions que l\u2019on veut poser, dit la conseill\u00e8re. J\u2019ai int\u00e9r\u00eat \u00e0 poser moins de questions,<\/strong> mais \u00e0 ne pas \u00eatre n\u00e9gociable<\/strong> sur ces questions.\u00bb<\/span><\/p><\/blockquote>\n

4. Uniformiser le processus<\/span><\/strong><\/h2>\n

On voudra enfin uniformiser<\/strong> le processus d\u2019embauche, en posant les m\u00eames questions<\/strong> \u00e0 tous les employeurs contact\u00e9s. On \u00e9vite ainsi d\u2019introduire un biais<\/strong> et des erreurs de jugement dans le processus<\/strong> d\u2019embauche, explique Martine Deschamps.<\/strong><\/p>\n

Prendre des r\u00e9f\u00e9rences,<\/strong> c\u2019est tout un art\u2026 conclut la conseill\u00e8re. Ce n\u2019est pas tout le monde<\/strong> qui est fait pour \u00e7a!\u00bb<\/span><\/p><\/blockquote>\n

\n","protected":false},"excerpt":{"rendered":"

Trop souvent escamot\u00e9e par les entreprises, la prise de r\u00e9f\u00e9rences demeure un outil essentiel dans le processus d\u2019embauche. 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