![](\"https:\/\/landing.bdo.be\/wp-content\/uploads\/2021\/11\/BDO-Peter-Van-Laer-hr-020.jpg\" "\\"BDO-Peter-Van-Laer-hr-020\\"")
<\/span><\/div><\/div><\/div>La guerre du bien-\u00eatre<\/h1><\/div>Peter Van Laer, CEO de BDO Belgique<\/p>\n<\/div>
Sustainability, entrepreneuriat durable\u00a0: qu\u2019importe la d\u00e9nomination, le sujet est incontournable. Bien plus qu\u2019une mode passag\u00e8re, la durabilit\u00e9 s\u2019av\u00e8re fondamentalement n\u00e9cessaire – voire essentielle – \u00e0 la pertinence ainsi qu\u2019au succ\u00e8s \u00e0 long terme de toute entreprise ou organisation. Aucun alibi ne nous exon\u00e8re, en tant qu’\u00eatres humains, de l’impact n\u00e9gatif que nous provoquons sur l\u2019environnement ou le climat. Nous n\u2019avons pas le choix\u00a0: nous devons vivre autrement, entreprendre de mani\u00e8re socialement responsable et durable, et respecter les limites de notre plan\u00e8te.<\/p>\n<\/div>
\u00ab Une organisation repr\u00e9sente un tissu social d\u00e9terminant pour la sant\u00e9 mentale du collaborateur. \u00bb<\/h2><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Sans n\u00e9gliger un mot-cl\u00e9\u00a0: bien-\u00eatre. Dans un monde du travail en pleine \u00e9volution, le bien-\u00eatre des personnes occupe une place importante. Il est m\u00eame de plus en plus reconnu comme un moteur capable de d\u00e9terminer le succ\u00e8s ou l’\u00e9chec. Le bien-\u00eatre figure parmi les priorit\u00e9s des candidats \u00e0 la recherche d\u2019un emploi. Derri\u00e8re la ligne de front que constitue la guerre des talents fait d\u00e9sormais rage une \u00ab\u00a0guerre du bien-\u00eatre\u00a0\u00bb. \u00c0 tel point que les entreprises attrayantes en font une arme de s\u00e9duction massive, en particulier vis-\u00e0-vis des jeunes g\u00e9n\u00e9rations dont la pr\u00e9f\u00e9rence va \u00e0 des employeurs r\u00e9ellement soucieux du ressenti de leurs collaborateurs. Chez BDO, le bien-\u00eatre ne se r\u00e9duit pas \u00e0 de jolis mots ou de petits gestes ponctuels. C\u2019est une valeur que nous soutenons en tant qu\u2019organisation et que nous appliquons au quotidien, car elle donne du sens \u00e0 notre travail. Un de nos collaborateurs l\u2019a tr\u00e8s bien formul\u00e9 dans notre second rapport de durabilit\u00e9\u00a0: \u00ab\u00a0<\/em>Pour moi, l\u2019entrepreneuriat durable implique que toute organisation doit se montrer soucieuse du bien-\u00eatre et de la sant\u00e9 de ses collaborateurs, de la soci\u00e9t\u00e9, de la plan\u00e8te, et agir en ce sens.\u00a0\u00bb<\/em><\/p>\n<\/div>Tissu social<\/h2><\/div>Une organisation, c\u2019est en effet bien plus que \u00ab\u00a0du business qui roule\u00a0\u00bb. C\u2019est un tissu social d\u00e9terminant pour la sant\u00e9 mentale du collaborateur. Autrement dit, le sens qu\u2019il donne \u00e0 son travail repose non seulement sur son salaire ou le contenu de sa fonction, mais aussi sur sa relation avec ses coll\u00e8gues et la fa\u00e7on dont il se sent compris, appr\u00e9ci\u00e9 et \u00e9panoui au sein de son environnement professionnel, quel qu\u2019il soit. Les scientifiques ont estim\u00e9 que chaque \u00eatre humain a 3 besoins psychologiques fondamentaux\u00a0: l\u2019autonomie, la valorisation de ses comp\u00e9tences et la coh\u00e9sion. Lorsque ces besoins sont satisfaits, les collaborateurs sont de facto motiv\u00e9s, ils se sentent bien dans leur peau et sont plus performants.<\/p>\n
La crise sanitaire a renforc\u00e9 l’attention port\u00e9e au bien-\u00eatre mental. Une r\u00e9alit\u00e9 d\u2019autant plus actuelle qu\u2019un nombre croissant d\u2019entreprises \u00e9voluent vers un mod\u00e8le de travail hybride. Dans cette nouvelle fa\u00e7on de travailler, le degr\u00e9 d\u2019autonomie joue un r\u00f4le important. Matt Mullenweg, entrepreneur am\u00e9ricain fondateur d\u2019Automattic, a d\u00e9velopp\u00e9 un mod\u00e8le \u00e0 5 niveaux d\u2019autonomie. Le niveau d\u2019autonomie de base \u00e9quivaut \u00e0 une p\u00e2le imitation du travail en pr\u00e9sentiel. Le niveau d\u2019autonomie ultime correspond au nirvana. Chez BDO, l\u2019objectif est de chercher pour chaque collaborateur la meilleure combinaison entre coh\u00e9sion (travail en pr\u00e9sentiel), \u00e9quilibre travail-vie priv\u00e9e & mobilit\u00e9 (t\u00e9l\u00e9travail) et proximit\u00e9 avec les clients. Tant la culture de l\u2019organisation que l\u2019environnement physique et technologique doivent soutenir le collaborateur dans le moindre des aspects de son travail. Selon Mullenweg, l\u2019objectif est atteint \u00ab\u00a0quand chacun dans l\u2019entreprise a le temps n\u00e9cessaire pour assurer son bien-\u00eatre et sa sant\u00e9 mentale, quand les gens font de leur mieux, qu\u2019ils utilisent leur cr\u00e9ativit\u00e9 pour tirer le meilleur de leur carri\u00e8re et qu\u2019ils prennent tout simplement du plaisir.\u00a0\u00bb <\/em><\/p>\nAussi inaccessible que cet objectif puisse para\u00eetre \u00e0 premi\u00e8re vue, mon exp\u00e9rience montre que sa poursuite est aussi stimulante que constructive pour le bien-\u00eatre des collaborateurs et de l\u2019organisation.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":1,"featured_media":7596,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[121],"tags":[2363,2163,2154,2326,2362,1727,2050,2364,2357,1071,1561,1590,2361,781,2360,2352,2353,2365],"class_list":["post-8509","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-to-the-point","tag-automattic","tag-coronapandemie","tag-duurzaam-ondernemen","tag-employer-brand","tag-hybride-arbeidsmodel","tag-ingenierie","tag-klimaat","tag-matt-mullenweg","tag-milieu","tag-peter-van-laer-fr","tag-productivite-fr-2","tag-sonama-fr","tag-sustainability-report","tag-teletravail","tag-war-for-wellbeing","tag-welbevinden","tag-wellbeing","tag-werk-privebalans"],"acf":[],"yoast_head":"\n
La guerre du bien-\u00eatre - BDO<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/landing.bdo.be\/fr\/to-the-point\/la-guerre-du-bien-etre\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"La guerre du bien-\u00eatre - BDO\" \/>\n<meta property=\"og:url\" content=\"https:\/\/landing.bdo.be\/fr\/to-the-point\/la-guerre-du-bien-etre\/\" \/>\n<meta property=\"og:site_name\" content=\"BDO\" \/>\n<meta property=\"article:published_time\" content=\"2022-04-14T06:53:28+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-12-02T13:37:53+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/landing.bdo.be\/wp-content\/uploads\/2021\/11\/BDO-Peter-Van-Laer-hr-020.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"599\" \/>\n\t<meta property=\"og:image:height\" content=\"900\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"MarCom\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/landing.bdo.be\\\/fr\\\/to-the-point\\\/la-guerre-du-bien-etre\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/landing.bdo.be\\\/fr\\\/to-the-point\\\/la-guerre-du-bien-etre\\\/\"},\"author\":{\"name\":\"MarCom\",\"@id\":\"https:\\\/\\\/landing.bdo.be\\\/fr\\\/#\\\/schema\\\/person\\\/3acfb0197465b012c765c92e086d4d3d\"},\"headline\":\"La guerre du bien-\u00eatre\",\"datePublished\":\"2022-04-14T06:53:28+00:00\",\"dateModified\":\"2022-12-02T13:37:53+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/landing.bdo.be\\\/fr\\\/to-the-point\\\/la-guerre-du-bien-etre\\\/\"},\"wordCount\":3011,\"image\":{\"@id\":\"https:\\\/\\\/landing.bdo.be\\\/fr\\\/to-the-point\\\/la-guerre-du-bien-etre\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/landing.bdo.be\\\/wp-content\\\/uploads\\\/2021\\\/11\\\/BDO-Peter-Van-Laer-hr-020.jpg\",\"keywords\":[\"Automattic\",\"coronapandemie\",\"duurzaam ondernemen\",\"employer brand\",\"hybride arbeidsmodel\",\"ing\u00e9nierie\",\"klimaat\",\"Matt Mullenweg\",\"milieu\",\"Peter Van Laer\",\"productivit\u00e9\",\"Sonama\",\"Sustainability Report\",\"t\u00e9l\u00e9travail\",\"war for wellbeing\",\"welbevinden\",\"wellbeing\",\"werk-priv\u00e9balans\"],\"articleSection\":[\"To The Point\"],\"inLanguage\":\"fr-FR\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/landing.bdo.be\\\/fr\\\/to-the-point\\\/la-guerre-du-bien-etre\\\/\",\"url\":\"https:\\\/\\\/landing.bdo.be\\\/fr\\\/to-the-point\\\/la-guerre-du-bien-etre\\\/\",\"name\":\"La guerre du bien-\u00eatre - 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Peter Van Laer, CEO de BDO Belgique<\/p>\n<\/div>
Sustainability, entrepreneuriat durable\u00a0: qu\u2019importe la d\u00e9nomination, le sujet est incontournable. Bien plus qu\u2019une mode passag\u00e8re, la durabilit\u00e9 s\u2019av\u00e8re fondamentalement n\u00e9cessaire – voire essentielle – \u00e0 la pertinence ainsi qu\u2019au succ\u00e8s \u00e0 long terme de toute entreprise ou organisation. Aucun alibi ne nous exon\u00e8re, en tant qu’\u00eatres humains, de l’impact n\u00e9gatif que nous provoquons sur l\u2019environnement ou le climat. Nous n\u2019avons pas le choix\u00a0: nous devons vivre autrement, entreprendre de mani\u00e8re socialement responsable et durable, et respecter les limites de notre plan\u00e8te.<\/p>\n<\/div>
\u00ab Une organisation repr\u00e9sente un tissu social d\u00e9terminant pour la sant\u00e9 mentale du collaborateur. \u00bb<\/h2><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Sans n\u00e9gliger un mot-cl\u00e9\u00a0: bien-\u00eatre. Dans un monde du travail en pleine \u00e9volution, le bien-\u00eatre des personnes occupe une place importante. Il est m\u00eame de plus en plus reconnu comme un moteur capable de d\u00e9terminer le succ\u00e8s ou l’\u00e9chec. Le bien-\u00eatre figure parmi les priorit\u00e9s des candidats \u00e0 la recherche d\u2019un emploi. Derri\u00e8re la ligne de front que constitue la guerre des talents fait d\u00e9sormais rage une \u00ab\u00a0guerre du bien-\u00eatre\u00a0\u00bb. \u00c0 tel point que les entreprises attrayantes en font une arme de s\u00e9duction massive, en particulier vis-\u00e0-vis des jeunes g\u00e9n\u00e9rations dont la pr\u00e9f\u00e9rence va \u00e0 des employeurs r\u00e9ellement soucieux du ressenti de leurs collaborateurs. Chez BDO, le bien-\u00eatre ne se r\u00e9duit pas \u00e0 de jolis mots ou de petits gestes ponctuels. C\u2019est une valeur que nous soutenons en tant qu\u2019organisation et que nous appliquons au quotidien, car elle donne du sens \u00e0 notre travail. Un de nos collaborateurs l\u2019a tr\u00e8s bien formul\u00e9 dans notre second rapport de durabilit\u00e9\u00a0: \u00ab\u00a0<\/em>Pour moi, l\u2019entrepreneuriat durable implique que toute organisation doit se montrer soucieuse du bien-\u00eatre et de la sant\u00e9 de ses collaborateurs, de la soci\u00e9t\u00e9, de la plan\u00e8te, et agir en ce sens.\u00a0\u00bb<\/em><\/p>\n<\/div>Tissu social<\/h2><\/div>Une organisation, c\u2019est en effet bien plus que \u00ab\u00a0du business qui roule\u00a0\u00bb. C\u2019est un tissu social d\u00e9terminant pour la sant\u00e9 mentale du collaborateur. Autrement dit, le sens qu\u2019il donne \u00e0 son travail repose non seulement sur son salaire ou le contenu de sa fonction, mais aussi sur sa relation avec ses coll\u00e8gues et la fa\u00e7on dont il se sent compris, appr\u00e9ci\u00e9 et \u00e9panoui au sein de son environnement professionnel, quel qu\u2019il soit. Les scientifiques ont estim\u00e9 que chaque \u00eatre humain a 3 besoins psychologiques fondamentaux\u00a0: l\u2019autonomie, la valorisation de ses comp\u00e9tences et la coh\u00e9sion. Lorsque ces besoins sont satisfaits, les collaborateurs sont de facto motiv\u00e9s, ils se sentent bien dans leur peau et sont plus performants.<\/p>\n
La crise sanitaire a renforc\u00e9 l’attention port\u00e9e au bien-\u00eatre mental. Une r\u00e9alit\u00e9 d\u2019autant plus actuelle qu\u2019un nombre croissant d\u2019entreprises \u00e9voluent vers un mod\u00e8le de travail hybride. Dans cette nouvelle fa\u00e7on de travailler, le degr\u00e9 d\u2019autonomie joue un r\u00f4le important. Matt Mullenweg, entrepreneur am\u00e9ricain fondateur d\u2019Automattic, a d\u00e9velopp\u00e9 un mod\u00e8le \u00e0 5 niveaux d\u2019autonomie. Le niveau d\u2019autonomie de base \u00e9quivaut \u00e0 une p\u00e2le imitation du travail en pr\u00e9sentiel. Le niveau d\u2019autonomie ultime correspond au nirvana. Chez BDO, l\u2019objectif est de chercher pour chaque collaborateur la meilleure combinaison entre coh\u00e9sion (travail en pr\u00e9sentiel), \u00e9quilibre travail-vie priv\u00e9e & mobilit\u00e9 (t\u00e9l\u00e9travail) et proximit\u00e9 avec les clients. Tant la culture de l\u2019organisation que l\u2019environnement physique et technologique doivent soutenir le collaborateur dans le moindre des aspects de son travail. Selon Mullenweg, l\u2019objectif est atteint \u00ab\u00a0quand chacun dans l\u2019entreprise a le temps n\u00e9cessaire pour assurer son bien-\u00eatre et sa sant\u00e9 mentale, quand les gens font de leur mieux, qu\u2019ils utilisent leur cr\u00e9ativit\u00e9 pour tirer le meilleur de leur carri\u00e8re et qu\u2019ils prennent tout simplement du plaisir.\u00a0\u00bb <\/em><\/p>\nAussi inaccessible que cet objectif puisse para\u00eetre \u00e0 premi\u00e8re vue, mon exp\u00e9rience montre que sa poursuite est aussi stimulante que constructive pour le bien-\u00eatre des collaborateurs et de l\u2019organisation.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":1,"featured_media":7596,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[121],"tags":[2363,2163,2154,2326,2362,1727,2050,2364,2357,1071,1561,1590,2361,781,2360,2352,2353,2365],"class_list":["post-8509","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-to-the-point","tag-automattic","tag-coronapandemie","tag-duurzaam-ondernemen","tag-employer-brand","tag-hybride-arbeidsmodel","tag-ingenierie","tag-klimaat","tag-matt-mullenweg","tag-milieu","tag-peter-van-laer-fr","tag-productivite-fr-2","tag-sonama-fr","tag-sustainability-report","tag-teletravail","tag-war-for-wellbeing","tag-welbevinden","tag-wellbeing","tag-werk-privebalans"],"acf":[],"yoast_head":"\n
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Sans n\u00e9gliger un mot-cl\u00e9\u00a0: bien-\u00eatre. Dans un monde du travail en pleine \u00e9volution, le bien-\u00eatre des personnes occupe une place importante. Il est m\u00eame de plus en plus reconnu comme un moteur capable de d\u00e9terminer le succ\u00e8s ou l’\u00e9chec. Le bien-\u00eatre figure parmi les priorit\u00e9s des candidats \u00e0 la recherche d\u2019un emploi. Derri\u00e8re la ligne de front que constitue la guerre des talents fait d\u00e9sormais rage une \u00ab\u00a0guerre du bien-\u00eatre\u00a0\u00bb. \u00c0 tel point que les entreprises attrayantes en font une arme de s\u00e9duction massive, en particulier vis-\u00e0-vis des jeunes g\u00e9n\u00e9rations dont la pr\u00e9f\u00e9rence va \u00e0 des employeurs r\u00e9ellement soucieux du ressenti de leurs collaborateurs. Chez BDO, le bien-\u00eatre ne se r\u00e9duit pas \u00e0 de jolis mots ou de petits gestes ponctuels. C\u2019est une valeur que nous soutenons en tant qu\u2019organisation et que nous appliquons au quotidien, car elle donne du sens \u00e0 notre travail. Un de nos collaborateurs l\u2019a tr\u00e8s bien formul\u00e9 dans notre second rapport de durabilit\u00e9\u00a0: \u00ab\u00a0<\/em>Pour moi, l\u2019entrepreneuriat durable implique que toute organisation doit se montrer soucieuse du bien-\u00eatre et de la sant\u00e9 de ses collaborateurs, de la soci\u00e9t\u00e9, de la plan\u00e8te, et agir en ce sens.\u00a0\u00bb<\/em><\/p>\n<\/div> Une organisation, c\u2019est en effet bien plus que \u00ab\u00a0du business qui roule\u00a0\u00bb. C\u2019est un tissu social d\u00e9terminant pour la sant\u00e9 mentale du collaborateur. Autrement dit, le sens qu\u2019il donne \u00e0 son travail repose non seulement sur son salaire ou le contenu de sa fonction, mais aussi sur sa relation avec ses coll\u00e8gues et la fa\u00e7on dont il se sent compris, appr\u00e9ci\u00e9 et \u00e9panoui au sein de son environnement professionnel, quel qu\u2019il soit. Les scientifiques ont estim\u00e9 que chaque \u00eatre humain a 3 besoins psychologiques fondamentaux\u00a0: l\u2019autonomie, la valorisation de ses comp\u00e9tences et la coh\u00e9sion. Lorsque ces besoins sont satisfaits, les collaborateurs sont de facto motiv\u00e9s, ils se sentent bien dans leur peau et sont plus performants.<\/p>\n La crise sanitaire a renforc\u00e9 l’attention port\u00e9e au bien-\u00eatre mental. Une r\u00e9alit\u00e9 d\u2019autant plus actuelle qu\u2019un nombre croissant d\u2019entreprises \u00e9voluent vers un mod\u00e8le de travail hybride. Dans cette nouvelle fa\u00e7on de travailler, le degr\u00e9 d\u2019autonomie joue un r\u00f4le important. Matt Mullenweg, entrepreneur am\u00e9ricain fondateur d\u2019Automattic, a d\u00e9velopp\u00e9 un mod\u00e8le \u00e0 5 niveaux d\u2019autonomie. Le niveau d\u2019autonomie de base \u00e9quivaut \u00e0 une p\u00e2le imitation du travail en pr\u00e9sentiel. Le niveau d\u2019autonomie ultime correspond au nirvana. Chez BDO, l\u2019objectif est de chercher pour chaque collaborateur la meilleure combinaison entre coh\u00e9sion (travail en pr\u00e9sentiel), \u00e9quilibre travail-vie priv\u00e9e & mobilit\u00e9 (t\u00e9l\u00e9travail) et proximit\u00e9 avec les clients. Tant la culture de l\u2019organisation que l\u2019environnement physique et technologique doivent soutenir le collaborateur dans le moindre des aspects de son travail. Selon Mullenweg, l\u2019objectif est atteint \u00ab\u00a0quand chacun dans l\u2019entreprise a le temps n\u00e9cessaire pour assurer son bien-\u00eatre et sa sant\u00e9 mentale, quand les gens font de leur mieux, qu\u2019ils utilisent leur cr\u00e9ativit\u00e9 pour tirer le meilleur de leur carri\u00e8re et qu\u2019ils prennent tout simplement du plaisir.\u00a0\u00bb <\/em><\/p>\n Aussi inaccessible que cet objectif puisse para\u00eetre \u00e0 premi\u00e8re vue, mon exp\u00e9rience montre que sa poursuite est aussi stimulante que constructive pour le bien-\u00eatre des collaborateurs et de l\u2019organisation.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":1,"featured_media":7596,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[121],"tags":[2363,2163,2154,2326,2362,1727,2050,2364,2357,1071,1561,1590,2361,781,2360,2352,2353,2365],"class_list":["post-8509","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-to-the-point","tag-automattic","tag-coronapandemie","tag-duurzaam-ondernemen","tag-employer-brand","tag-hybride-arbeidsmodel","tag-ingenierie","tag-klimaat","tag-matt-mullenweg","tag-milieu","tag-peter-van-laer-fr","tag-productivite-fr-2","tag-sonama-fr","tag-sustainability-report","tag-teletravail","tag-war-for-wellbeing","tag-welbevinden","tag-wellbeing","tag-werk-privebalans"],"acf":[],"yoast_head":"\nTissu social<\/h2><\/div>