Reggy-Charles Degen's Linkedin Analytics

Message aux RH francophones dans mon réseau : Ceci n'est pas un évènement RH classique. Le Festival RH, c'est : • des talks inspirants par des RH de terrain • des ateliers concrets pour repartir avec des solutions • des échanges vrais, entre pairs, sans jargon ni bullshit En plus, vous aurez l'occasion de rencontrer mes deux collègues, Thomas et Caroline ! 😉 Si ça vous intéresse, je mets le lien ci-dessous. Reggy

Succession planning is dead. Most organizations search for top talent in the wrong places. They focus on leadership positions, missing hidden stars throughout their ranks. Your most valuable talent could be anywhere. Traditional talent management fails because it relies on gut feelings and “who talks to bosses the most”. This is why we created the People Model Canvas. ↳ To identify talent based on facts, not gut feeling. ↳ To make the process fair, not biased. ↳ To remove subjectivity from HR. Talent isn't defined by hierarchy. It's defined by the potential to drive your organization forward. What if your future leaders aren't sitting in executive meetings today? Your top talent are everywhere. Find them before someone else does.

I would never build a competence library again. Here's what happened when I led the competence library project at Xerox: By the time we finished creating videos and questionnaires for  specific machines, those machines had already been pulled from the market... We spent months building elaborate assessment systems for products that simply no longer existed 🤦🏻‍♂️ The only winners? The consultants who charged us to design these complex libraries. This taught me a key lesson: HR shouldn't focus on job-specific competencies. ↳ HR should focus on general competencies. Problem-solving, autonomy, project management, and coaching skills are timeless. • Focus on those type of competencies. • Let the line managers handle specific skills. I made this mistake at Xerox so you don't have to 😉

I spent years running big meetings that created labels and reports nobody used 😔 We put people in 9-box grids, calling some "high potential" based on opinions and office politics… making lists that led to no growth. Real strategic talent reviews need a shift. • Give managers clear rules before meetings. • Look at performance, skills, vision, and values. • Use an open-source framework like the People Model Canvas to have objective rating scales Leaders should confirm, not judge. Data must root choices in facts, not gut feeling. Strategy happens when you shift from rating to growing, from subjectivity to decisions based on facts. What do you think? 😌

Loving this

Bien vu Emmanuelle .

Yes !

Liking this 😉

John was brilliant. John was also toxic. Here's what I learned about managing Prima Donnas: As our software architect, John delivered exceptional code and innovative solutions. But his impatience with "mediocre" teammates was destroying morale and culture. Sounds familiar? So here's what we did: I sat down with John and his manager for 30 minutes. And we went through this framework: • Started by acknowledging his value (recognition) • Shared specific examples of how his interactions were affecting team dynamics (feedback) • Explored what triggered his frustrations and possible solutions (support) • Set boundaries kindly but firmly about acceptable behavior (expectations) We offered him 5 hours of coaching and followed up after 100 days. John was our most talented architect. ↳ But he then also became our best mentor! It worked like magic. Don't fire your difficult high performers yet. Most prima donnas aren't mean, they're just unaware. Your biggest challenge can become your greatest asset. I'm curious... What's your experience managing brilliant but difficult team members? 🤔 P.S. I've named types of people "Prima Donnas" in my HR framework, People Model Canvas. They are top performers, but their behavior hurts your culture.

Collecting HR data without taking action is meaningless. The breakthrough in HR analytics isn't the perfect visualization. It's when managers ask: "Now that we know this, what will we do differently?" Change happens when data enters the meeting room. The key is that we put information directly into managers' hands for action plans on development and retention. The magic wasn't in the metrics. ↳ It was in the decisions. Want your HR function to drive real change? Use data as fuel for team decisions where every leader owns results. What action can you take with unused HR data today?

Young, employed, and miserable. That's the reality for 68% of young workers in France, according to a new study from Institut Montaigne. Only 32% of workers aged 16-30 report being truly satisfied with their professional lives. This isn't just another statistic. It's a warning sign. The study reveals something fascinating: when young people rate their job satisfaction on a scale of 0-10, most actually select numbers in the higher range (7-10). Yet when researchers dug deeper, they discovered a significant gap between expectations and reality for the majority of these same workers. So what's really driving this dissatisfaction? It's not what most employers think. The research shows that contract type and education level have minimal impact on satisfaction. These factors become almost irrelevant when the true drivers are considered. What matters most? Two critical factors: 1. Career alignment - the match between your training and actual job content 2. Compensation - feeling fairly rewarded for your contribution This explains why someone with a prestigious degree can be completely miserable while someone with less formal education thrives. The implications for talent acquisition and retention are profound. Organizations focusing solely on credentials are missing what truly keeps young talent engaged. Are you addressing these real satisfaction drivers in your workplace?

We need to stop telling our employees they are our most valuable asset. Because it's just not true. Looking at the image below, what do you think is actually the major asset of companies? ⇒ It's competencies. Let's be honest, this tattoo artist won't keep her job for very long, right? But If the manager of this tattoo artist kept repeating to her that she's their major asset, she won't understand what's going on when she gets fired. We need to be clear with our people. It's in the best interest of everyone: them and us. When you shift the focus to competencies: → The company will grow its performance → Your employees will grow their own value Everyone wins. And no one is surprised. Let's stop pretending people (on their own) are the most valuable asset of our organisations. Let's be fair. Let's be honest. It's better for everyone.

Your competence library is already obsolete. By the time HR maps all skills, half will be outdated. Competencies that lasted 35 years in the 1950s now last 3-5 years. And AI will shrink that even more. I saw this at Xerox. We built a huge competence library. On launch day, the tech we listed was already replaced. The only ones who won? ↳ the big consulting firm we paid to help us create it. HR teams must stop trying to track everything. Focus on what matters: core skills like solving problems, project management, autonomy, or client interactions. And for tech skills? Let team leaders track these their own way. A simple spreadsheet works better than any big system for this. Trying to track all skills is a game you'll never win. I've tried myself and lost. Don't be like me 😉

HR's credibility crisis isn't about being too soft. Too many HR professionals focus only on the "people" part. The truth? HR isn't just about people. ↳ It's about performance. When you talk about only the "people" side, you weaken HR's position. You become the "soft stuff" that executives don't value. McKinsey research confirms this. ↳ Top companies combine both people AND performance. When HR connects both parts, executives listen. HR must create conditions for people to perform - a place where clarity, fairness, and skill grow. What does your HR team focus on? ↳ People? ↳ Performance? ↳ Or both? P.S. Don’t get me wrong, my enemy isn’t HR. It’s the opposite. I want HR to win! This is just some tough love 😌

CFO has data. CEO has strategy. ⇒ What does HR have? In most companies, HR has opinions. This creates a power gap at the top. Not a true leadership team. But to survive and thrive in this volatile world, you need a strong team at a strategic level. It's called the "G3". ↳ It's a core team composed of CEO, CFO, and CPO. All growing companies should have one. But when the CPO brings "gut feelings" instead of facts, they can't match the CFO's precise figures. The boardroom respects data, not intuition. That's why I created the People Model Canvas - to give HR tools to use people data that speaks the same language as finance. Is your HR function stuck in opinions?

HR is hard. You get pressure from all directions. But it doesn’t have to be like that ↓ As an HRBP, you: • are overwhelmed with paperwork • patch together inconsistent policies • connect disconnected spreadsheets • defend your work in front of managers It should not be like that. You're worth more. And that's why I created the People Model Canvas. After decades of experience as an HR professional myself and teaching HR at university, I built a universal framework for managing people. It has already changed the lives of hundreds of HRBPs! Will you be the next? 😉 P.S. if you'd like to learn more, send me a DM, I'm happy to help!

We built a framework to help differenciate all job roles that exist. But it's NOT a job classification model. Let me explain ↓ We took 6 world-class "classification" models: • Hay/Korn Ferry • Mercer (CGR) • Willis Towers Watson • University of Southern California • Elliot Jacques • EFQM model And derived a universal management matrix with 7 role profiles that cover all jobs in the world. No matter your industry. No matter your geography. No matter if you're a for-profit. No matter if you're a non-profit. All the roles in your organisation will fit in one of these seven profiles. I guarantee it 😉. See if you can identify the dominant profile of your own role! Each profile is described on 11 core dimensions such as: • project management capabilities • interactions with others • level of autonomy • etc. Why should you care? ↳ Because this changes everything: • how you distribute remuneration • how managers prepare for 1:1s • how you write job descriptions • how you identify top talent • how you give feedback • and so much more... It's called the General Expectations Profiles (GEPs). P.S. we have a full PDF sheet available, is anybody interested to get it? Let me know ↓

I wasted millions on talent reviews. As CHRO, I'd gather senior leaders from around the world for our talent reviews. Two full days of planes, hotels, and meeting rooms... just to decide who our "stars" were. The outcome? Almost zero value. • If some executive said someone was high-potential, they were in. • If they didn't know them, they were not. The nine-box grid was our only tool, and the whole process was driven by big egos and subjective judgment. It was shameful... This is the kind of experience that pushed me to create the People Model Canvas, a universal framework for people management. With the PMC, every team member gets evaluated on 7 dimensions such as potential, performance, and values. This creates a "profile" that everybody can understand, even if you don't know the employee personally. This completely changes talent reviews: • You  make decisions based on facts, not opinions • The process is  fair and transparent • Everyone is aligned I'm really not proud of how we used to do our talent reviews 20 years ago... But today, we have a tool that solves it. I wish i could turn the click back 😉