Create an adapted structure: Enhancing the practices of experts
Becoming a competent expert takes time. The practice requires a sustained effort over a long period of time and is a part of the capital of the company. However, the unfortunate truth is that experts often waste too much time on activities with low added value. Therefore, it would seem that there is a necessity to add an alternative to the management sector.
The irony: Experts are too often busy doing something other than work in their expertise.
Problem of recognition? Space? Legitimacy?
Problem of understanding what is expected from the experts?
Problem of knowing how to be an expert? Know-how of Expertise?
Give perspective to the expert’s career plans with development opportunities
Motivate the “experts of tomorrow” to become experts and “stay in place”
Motivate experts to be involved in their career
Encourage the adaptability and questioning of experts
Provide greater clarity on job evaluation
Allow better visibility and identification skills
Construction of the hierarchy ladder (Job descriptions)
Associated roles (Contribution to the results and functioning of the organization)
Evaluation on reaching the N+1 level
Control on an N level
Proposal for achieving a new level
Evaluation (annual maintenance tool)
Accompaniment of experts
Give meaning to the expert’s practice – understand their role in the organization
Modify the practices of experts in the organization
Train, support, and evaluate the experts