{"id":6769,"date":"2025-09-25T19:40:26","date_gmt":"2025-09-25T12:40:26","guid":{"rendered":"https:\/\/egcmea.dev\/?p=6769"},"modified":"2025-11-21T10:00:37","modified_gmt":"2025-11-21T03:00:37","slug":"donner-de-lautonomie-aux-equipes-en-contact-client-une-vraie-bonne-idee","status":"publish","type":"post","link":"https:\/\/egcmea.dev\/en\/publications\/article\/donner-de-lautonomie-aux-equipes-en-contact-client-une-vraie-bonne-idee","title":{"rendered":"Empowering customer-facing teams: a good idea?"},"content":{"rendered":"
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Donner\u00a0<\/span>le pouvoir\u00a0<\/span>:<\/span><\/span>\u00a0obsession\u00a0<\/span>du management\u00a0<\/span>des services<\/span><\/span>\u00a0<\/span><\/strong><\/h3><\/div><\/div>

Une des bonnes pratiques mises en \u00e9vidence depuis qu\u2019on cherche les principes d\u2019un bon management des services,\u00a0<\/span>se cristallise dans un\u00a0<\/span>mot :<\/span>\u00a0<\/span>empowerment<\/span><\/span><\/em>. En fran\u00e7ais, donner du pouvoir. \u00c0\u00a0<\/span>qui ?<\/span>\u00a0Aux a<\/span>cteurs au contact du client, ceux qui se trouvent en bas de l\u2019organigramme et sont dot\u00e9s de peu de pouvoir hi\u00e9rarchique.<\/span><\/span>\u00a0<\/span><\/p><\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Dans les cas \u2013 fr\u00e9quents \u2013 o\u00f9 il faut r\u00e9concilier les process de l\u2019organisation et les attentes et capacit\u00e9s des clients, \u00e9tendre l\u2019autonomie d\u00e9cisionnelle jusqu\u2019\u00e0 l\u2019\u00e9chelon le plus bas de l\u2019organisation, c\u2019est se permettre d\u2019\u00e9viter la rengaine : \u201cpassez-moi votre responsable !\u201d C\u2019est lors de ces moments o\u00f9 se joue la r\u00e9ussite de la prestation de service, que Jan Carlzon appelait les \u201cmoments de v\u00e9rit\u00e9\u201d, qu\u2019un responsable ressentira probablement la n\u00e9cessit\u00e9 de donner les cl\u00e9s de l\u2019organisation \u00e0 ses collaborateurs.<\/span>\u00a0<\/span><\/p>\n

L\u2019ex PDG de Scandinavian Airlines System (SAS) en tirait d\u2019ailleurs les cons\u00e9quences en appelant \u00e0 inverser fondamentalement les rapports de pouvoir dans l\u2019organisation de service : \u201cIf you\u2019re not serving the customer, your job is to be serving someone who is.\u201d Au personnel au contact la responsabilit\u00e9 (le devoir !) de satisfaire le client, et au management la responsabilit\u00e9 (le devoir !) de servir les employ\u00e9s de telle fa\u00e7on qu\u2019ils puissent assurer la satisfaction du client.<\/span>\u00a0<\/span><\/p>\n

L'empowermen<\/em>t, c\u2019est donc la garantie d\u2019\u00eatre plus orient\u00e9 client, d\u2019\u00eatre plus r\u00e9actif et plus flexible, c\u2019est enthousiasmant et valorisant pour les collaborateurs\u2026 une \u00e9vidence\u202f?<\/span><\/p>\n<\/div>\n<\/div>\n

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Vers une totale autonomie?<\/strong><\/span><\/span><\/h3>\n
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\u00a0<\/p>\n<\/div>\n<\/div>\n

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Les \u00e9volutions de l\u2019\u00e9conomie des services plaident \u00e0 vrai dire en ce sens. Le d\u00e9veloppement de l\u2019\u00e9conomie collaborative donne l\u2019opportunit\u00e9 \u00e0 tout un chacun de proposer ses services et de valoriser ses ressources (sa voiture, ses comp\u00e9tences de bricolage\u2026). La lame de fond que constitue l\u2019ub\u00e9risation de la soci\u00e9t\u00e9 en est le sympt\u00f4me le plus \u00e9vident.\u00a0 Si l\u2019on se fie aux campagnes de recrutement d\u2019Uber \u00e0 destination des potentiels conducteurs, la promesse de l\u2019autonomie associ\u00e9e \u00e0 l\u2019entrepreneuriat est claire et s\u00e9duisante\u202f: \u00ab\u202fsoyez votre propre boss\u201d !<\/span>\u00a0<\/span><\/p>\n

Cet av\u00e8nement d\u2019une \u00e8re d\u2019autonomie ne va pas cela dit sans frottements ! La contestation a une autre face, celle des proc\u00e8s \u00e0 r\u00e9p\u00e9tition qui repose pr\u00e9cis\u00e9ment sur une contestation par les travailleurs de l\u2019autonomie qui leur \u00e9tait promise (et la demande de reconnaissance de leur subordination), eux qui doivent suivre au doigt et \u00e0 l\u2019\u0153il les instructions de l\u2019algorithme. L\u2019autonomie n\u2019est donc parfois que de fa\u00e7ade \u2013 \u00e0 minima elle est partielle !<\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n

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La limite de l\u2019autonomie et le besoin de contr\u00f4le ne doivent pas nous surprendre. Encore moins dans les services de masse, o\u00f9 ils constituent une tension fondamentale \u2013 bien mise en \u00e9vidence par Marek Korczysnski \u00e0 travers son concept de bureaucratie orient\u00e9e-client. D\u2019apr\u00e8s ce sociologue anglais, il s\u2019agit d\u2019une organisation qui essaie de s\u2019adapter \u00e0 la diversit\u00e9 des clients tout en maintenant des process standards. La formule sacr\u00e9e de McDonald\u2019s \u201cwe want to treat each customer as an individual in sixty seconds or less\u201d t\u00e9moigne bien de la tension structurelle entre flexibilit\u00e9 et standardisation. Cette tension n\u2019emp\u00eache pas que la question de la responsabilisation et de la latitude d\u00e9cisionnelle des collaborateurs se pose, et qu\u2019il s\u2019agit de comprendre \u00e0 quelles conditions on peut en assurer la r\u00e9ussite.<\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Les vraies conditions d\u2019un\u00a0empowerment<\/i> r\u00e9ussi<\/strong><\/h3>\n
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\u00a0<\/p>\n<\/div>\n<\/div>\n

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Alors, comment r\u00e9ussir l<\/span>\u2018autonomisation\u00a0<\/span>des acteurs de la relation\u00a0<\/span>from\u00a0<\/span>service ?<\/span>\u00a0Comment<\/span>\u00a0faire en sorte de bien concilier autonomie et contr\u00f4le, pour \u00e9viter de\u00a0<\/span>mauvaises\u00a0<\/span>surprises\u00a0<\/span>?<\/span>\u00a0Ce qui est certain, c\u2019est que l\u2019<\/span>autonomie\u00a0<\/span>ne se d\u00e9cr\u00e8te pas.<\/span>\u00a0Et nous savons<\/span>\u00a0bien<\/span>\u00a0que\u00a0<\/span>beaucoup de\u00a0<\/span>professionnels qui nous li<\/span>sent\u00a0<\/span>ont, au moi<\/span>ns une fois\u00a0<\/span>dans leur vie professionnelle, tent<\/span>\u00e9<\/span>\u00a0de donner le pouvoir \u00e0 leurs \u00e9quipes, sans que cela soit suivi d<\/span>es\u00a0<\/span>effet<\/span>s ou des<\/span>\u00a0r\u00e9sultats<\/span>\u00a0esp\u00e9r\u00e9s<\/span>.<\/span>\u00a0\u00c0 partir de notre connaissance de la litt\u00e9rature et de\u00a0<\/span>nos retours d\u2019exp\u00e9rience terrain,<\/span>\u00a0nous voyons trois conditions principales \u00e0 r\u00e9aliser.<\/span><\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n

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Premi\u00e8rement<\/span>, il faut s\u2019assurer d\u2019un cadre commun de sens<\/span>\u00a0<\/span><\/strong>au niveau de l\u2019organisation<\/span>.\u00a0<\/span>Autrement dit, il faut faire en sorte qu\u2019au sein de l\u2019organisation,\u00a0<\/span><\/span>une culture\u00a0<\/span>orient\u00e9e vers le service du\u00a0<\/span>client soit partag\u00e9e<\/span><\/span><\/strong>. Cette\u00a0<\/span>culture\u00a0<\/span>signale aux collaborateurs l\u2019importance de satisfaire le client, et donc permet de leur donne<\/span>r<\/span>\u00a0la confiance n\u00e9cessaire pour<\/span>\u00a0passer plus de temps qu\u2019habituellement (ou que pr\u00e9vu par le standard) avec un client au besoin sp\u00e9cifique,\u00a0<\/span>ou pour d\u00e9cider\u00a0<\/span>d\u2019<\/span>ignorer une r\u00e8gle (ex<\/span>emple\u00a0<\/span>: un client connu \u00e0 qui on ne demande pas de pr\u00e9senter de nouveau sa carte).<\/span><\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Le cadre commun de sens peut se traduire \u00e9galement par ce que les sp\u00e9cialistes du management des services appellent un \u201cclimat de service\u201d,<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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autrement dit\u00a0<\/span>la perception par les collaborateurs que tout dans l\u2019organisation va dans le sens du service (les r\u00e8gles et standards, mais aussi les politiques RH et l\u2019am\u00e9nagement des espaces<\/span>\u00a0!)<\/span>.<\/span>\u00a0<\/span><\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n

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Le second principe, c\u2019est de faire en sorte que le<\/span>s acteurs soient \u00e9quip\u00e9s en cons\u00e9quence de leur autonomie<\/span><\/span><\/strong>.\u00a0<\/span>Ici, on r\u00e9fl\u00e9chit au niveau du poste de travail, en\u00a0<\/span>examinant de fa\u00e7on critique\u00a0<\/span>the\u00a0<\/span>travail\u00a0<\/span>quotidie<\/span>n<\/span>.<\/span>\u00a0Il n\u2019est pas rare que des directions d\u00e9cident d<\/span>e responsabiliser les\u00a0<\/span>acteurs<\/span>\u00a0de terrain\u00a0<\/span>(peut-\u00eatre en toute sinc\u00e9rit\u00e9)<\/span>, mais sans s\u2019\u00eatre assur\u00e9s des conditions r\u00e9elles de r\u00e9alisation des missions et t\u00e2ches confi\u00e9es. Les ressources en question<\/span>\u00a0peuvent \u00eatre un outil (une fiche client donnant les informations n\u00e9cessaires pour prendre une d\u00e9cision\u00a0<\/span>pertinente), u<\/span>ne latitude d\u00e9cisionnelle formelle (le logiciel permet<\/span>tant effectivement de<\/span>\u00a0modifier le plafond de remboursement), du temps (le\u00a0<\/span>staffing<\/span>\u00a0\u00e9tant suffisant pour prendre le temps avec un client sans\u00a0<\/span>g\u00e9n\u00e9rer\u00a0<\/span>une longue file d\u2019attente<\/span>), ou aussi le d\u00e9veloppement de comp\u00e9tences \u2013 comme Starbucks cr\u00e9ant un programme de formation de \u201ccoffee master\u201d\u00a0<\/span>p<\/span>our que l<\/span>'<\/span>expert<\/span>ise de se<\/span>s\u00a0<\/span>employ\u00e9s leur permette de<\/span>\u00a0prendre des d\u00e9cisions\u00a0<\/span>quant \u00e0\u00a0<\/span>la personnalisation des boissons<\/span>.<\/span>\u00a0Les d\u00e9veloppements technologiques pass\u00e9s et actuels\u00a0<\/span>ont offert de nouvelles possibilit\u00e9s pour\u00a0<\/span>enrichir l\u2019\u00e9quipement<\/span>\u00a0des agents<\/span>\u00a0: applications m\u00e9tiers type CRM offrant des ressources (par exemple des r\u00e9ponses types),\u00a0<\/span>ou plus r\u00e9cemment les agents conversationnels IA qui d\u00e9briefent les agents sur l\u2019interaction qui vient de s\u2019achever et anticipent les prochaines \u00e9tapes.<\/span>\u00a0On le per\u00e7oit bien avec ces exemples,\u00a0<\/span>les r\u00e8gles m\u00e9tiers d\u00e9fini<\/span>es<\/span>\u00a0lors de projet<\/span>s<\/span>\u00a0de d\u00e9ploiement d\u2019outils de GRC, Marketing ou de Vente peuvent tout\u00a0<\/span>autant\u00a0<\/span>soutenir et\u00a0<\/span>r\u00e9v\u00e9ler\u00a0<\/span>l\u2019orientation\u00a0<\/span>client du collaborateur que l\u2019affaiblir<\/span>\u00a0irr\u00e9m\u00e9diablement<\/span>.<\/span><\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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La question pour les d\u00e9cideurs n\u2019est donc pas seulement de savoir si l\u2019organisation dispose ou non d\u2019un outil, mais de savoir si cet outil et les processus associ\u00e9s soutiennent l\u2019autonomie et l\u2019excellence de service \u2026 ou non. .<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Enfin, l<\/span>e dernier principe se joue au niveau des individus<\/span><\/span><\/strong>.<\/span>\u00a0<\/strong>Pour un m\u00eame<\/span>\u00a0poste occup\u00e9 au plus pr\u00e8s du client, en effet, il y a une variabilit\u00e9 des personnes<\/span>\u00a0qui occupent ces postes. Chaque\u00a0<\/span>collaborateur a une personnalit\u00e9 propre et s\u2019inscrit dans une trajectoire singuli\u00e8re, conditionnant un rapport au t<\/span>ravail qui favorisera plus ou moins le d\u00e9sir d\u2019autonomie<\/span>,<\/span>\u00a0la capacit\u00e9 \u00e0 assumer les cons\u00e9quences de sa propre responsabilit\u00e9,\u00a0<\/span>la volont\u00e9 de satisfaire le client, et la confiance\u00a0<\/span>en ses propres capacit\u00e9s. Comme les acteurs peuvent le dire parfois avec leurs mots, une relation de service, \u201cc\u2019est tr\u00e8s personnel\u201d.\u00a0<\/span>Il y a ainsi des collaborateurs qui seront \u00e0 l\u2019aise avec le fait de d\u00e9cider de la marche \u00e0 suivre en gardant en t\u00eate l\u2019ambition finale de satisfaire le cl<\/span>ient, et d\u2019autre qui auront besoin de se raccrocher \u00e0 une r\u00e8gle ou une politique client pour savoir comment r\u00e9agir.\u00a0<\/span>Faire en sorte que chaque personne soit en phase avec une d\u00e9marche d\u2019<\/span>empowerment<\/span><\/em>, cela passe\u00a0<\/span>ainsi\u00a0<\/span>par un accompagnement RH et manag\u00e9rial<\/span>\u00a0\u2013\u00a0<\/span>sur un temps long parfois<\/span>, celui de l\u2019\u00e9volution personnelle<\/span>. Cela passe aussi par\u00a0<\/span>les interactions avec les pairs, qui vont permettre\u00a0<\/span>\u00e0 chaque collaborateur\u00a0<\/span>from\u00a0<\/span>trouver et de s\u2019approprier une pratique de travail qui lui convient<\/span>.<\/span>\u00a0Ces \u00e9volutions individuelles<\/span>, soutenues par le management et les collectifs de travail,<\/span>\u00a0soutiennent le d\u00e9veloppement d\u2019une culture de service.<\/span><\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n

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Cet article s\u2019inscrit dans une s\u00e9rie de publications consacr\u00e9es \u00e0 la culture du service,\u00a0<\/span><\/span>Arnaud\u00a0<\/span>Allesant<\/span>\u00a0(Directeur Associ\u00e9 chez\u00a0<\/span>Eurogroup<\/span>\u00a0Consulting) et Jean-Baptiste\u00a0<\/span>Suquet<\/span>\u00a0(Enseignant-chercheur \u00e0 NEOMA Business\u00a0<\/span>School<\/span>) y confrontent leurs perspectives pour explorer les leviers concrets permettant de d\u00e9velopper une v\u00e9ritable culture de service au sein des organisations, qu\u2019elles soient publiques ou priv\u00e9es.<\/span><\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

One of the best practices to emerge from the search for the principles of good service management crystallizes in a single word: empowerment. In French, donner du pouvoir. But to whom?<\/p>","protected":false},"author":1,"featured_media":6770,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[32],"tags":[],"class_list":["post-6769","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article"],"acf":[],"yoast_head":"\nDonner de l\u2019autonomie aux \u00e9quipes en contact client\u202f : une vraie bonne id\u00e9e ?<\/title>\n<meta name=\"description\" content=\"Autonomie des \u00e9quipes en contact client : d\u00e9couvrez les conditions, limites et leviers d\u2019un empowerment r\u00e9ussi pour am\u00e9liorer la relation de service.\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Donner de 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