{"id":6462,"date":"2026-03-19T19:25:48","date_gmt":"2026-03-19T11:25:48","guid":{"rendered":"https:\/\/moresourcing.com\/how-goldman-sachs-stays-agile-hr-leader-jacqueline-arthur\/"},"modified":"2026-03-19T19:25:48","modified_gmt":"2026-03-19T11:25:48","slug":"how-goldman-sachs-stays-agile-hr-leader-jacqueline-arthur","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/fr\/how-goldman-sachs-stays-agile-hr-leader-jacqueline-arthur\/","title":{"rendered":"Comment Goldman Sachs reste agile : la responsable RH Jacqueline Arthur"},"content":{"rendered":"<p><\/p>\n<div>\n<div class=\"article-left-col\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">Th\u00e8mes<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Champions de la culture<\/h4>\n<p>\n            B\u00e2tir une culture saine est l'un des emplois de leadership les plus importants \u2014 et les plus difficiles. Ces articles, bas\u00e9s sur une s\u00e9rie de webinaires et des recherches de Donald Sull et CultureX, partagent des conseils pratiques de leaders dont les cultures ont produit des r\u00e9sultats commerciaux exceptionnels et une exp\u00e9rience employ\u00e9 de classe mondiale.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/culture-champions\/\" class=\"article-section__link\"><\/p>\n<p>           Plus dans cette s\u00e9rie<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" alt=\"\" class=\"wp-image-126099\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Goldman-Sachs-Stays-Agile-HR-Leader-Jacqueline-Arthur.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Goldman-Sachs-Stays-Agile-HR-Leader-Jacqueline-Arthur.jpg\"\/><img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Goldman-Sachs-Stays-Agile-HR-Leader-Jacqueline-Arthur.jpg\" alt=\"\" class=\"wp-image-126099\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Goldman-Sachs-Stays-Agile-HR-Leader-Jacqueline-Arthur.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_JaquelineArthur-1290x860-1-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<p class=\"attribution\">Aleksandar Savic<\/p>\n<\/figcaption><\/figure>\n<div class=\"article-summary\"><strong class=\"article-summary__strong\">R\u00e9sum\u00e9 : <\/strong><\/p>\n<p>Les employ\u00e9s de Goldman Sachs accordent une grande valeur au pouvoir d'\u00e9volution de l'entreprise. Mais pour conserver ce pouvoir, l'entreprise doit attirer, d\u00e9velopper et retenir des employ\u00e9s ambitieux et talentueux. Jacqueline Arthur, responsable mondiale de la gestion du capital humain chez Goldman Sachs, partage les approches en mati\u00e8re de talents derri\u00e8re l'agilit\u00e9 du g\u00e9ant de Wall Street.<\/p>\n<\/div>\n<p><span class=\"smr-leadin\">Apr\u00e8s la Seconde Guerre mondiale<\/span>, Goldman Sachs se classait au 10e rang parmi les 30 premi\u00e8res banques d'investissement am\u00e9ricaines. Vingt-sept de ces rivaux autrefois puissants de Wall Street, dont Salomon, Lehman et First Boston, ont \u00e9t\u00e9 rel\u00e9gu\u00e9s aux annales de l'histoire des affaires. Goldman, en revanche, est une puissance mondiale, employant plus de 46 000 personnes, op\u00e9rant dans plus de 40 pays et supervisant 3 000 milliards de dollars d'actifs totaux.<\/p>\n<p>Goldman doit une grande partie de sa survie et de son succ\u00e8s non pas \u00e0 son acuit\u00e9 financi\u00e8re, que ses rivaux partageaient, mais plut\u00f4t \u00e0 son agilit\u00e9 organisationnelle \u2014 maintenue non pas pendant des trimestres ou des ann\u00e9es, mais pendant des d\u00e9cennies. L'entreprise a constamment \u00e9volu\u00e9 pour prosp\u00e9rer face aux bouleversements du march\u00e9, aux turbulences g\u00e9opolitiques, aux r\u00e9volutions technologiques et aux vagues incessantes d'innovation de produits et de services.<\/p>\n<p>CultureX a r\u00e9cemment analys\u00e9 les commentaires de plus de 250 000 employ\u00e9s de 50 institutions de services financiers diversifi\u00e9s et de gestion d'actifs. Nous avons compar\u00e9 Goldman Sachs \u00e0 ses pairs en termes de fr\u00e9quence et de positivit\u00e9 avec lesquelles les employ\u00e9s de l'entreprise discutaient de plus de 125 sujets dans leurs avis en ligne sur leur emploi. Goldman s'est class\u00e9 premier parmi ses pairs en termes d'agilit\u00e9, obtenant un score de pr\u00e8s de deux \u00e9carts-types au-dessus de la moyenne de l'industrie.<\/p>\n<p>Un moteur essentiel de l'agilit\u00e9 soutenue de Goldman est sa capacit\u00e9 \u00e0 attirer, d\u00e9velopper et retenir des employ\u00e9s ambitieux et talentueux. Dans un secteur qui attire des talents de haut niveau dans l'ensemble, Goldman Sachs se d\u00e9marque. Les employ\u00e9s parlent de la densit\u00e9 de talents de l'entreprise \u2014 des coll\u00e8gues impressionnants, intelligents, travailleurs et ambitieux, ce dernier trait \u00e9tant mentionn\u00e9 plus de trois \u00e9carts-types au-dessus de la moyenne du groupe de pairs.<\/p>\n<p>Dans un r\u00e9cent podcast, Jacqueline Arthur, directrice mondiale de la gestion du capital humain chez Goldman Sachs, a partag\u00e9 les approches en mati\u00e8re de recrutement, de mobilit\u00e9 interne, de gestion des performances et de d\u00e9veloppement qui ont aid\u00e9 l'entreprise \u00e0 maintenir son agilit\u00e9 pendant des d\u00e9cennies.<\/p>\n<h3>1. Pour lutter contre la complaisance, recrutez des personnes ambitieuses.<\/h3>\n<p>Le succ\u00e8s durable engendre la complaisance dans la plupart des organisations. Goldman lutte contre cela en recrutant des personnes ambitieuses qui remettent constamment en question le statu quo. \u00ab Nos collaborateurs sont ambitieux, motiv\u00e9s, travailleurs et r\u00e9silients, ce qui signifie ouverts aux retours et aux discussions stimulantes \u00bb, a d\u00e9clar\u00e9 Arthur. \u00ab Lorsque vous avez des talents qui cherchent \u00e0 grandir et un environnement qui favorise cet \u00e9tat d'esprit, cela devient le fondement d'une organisation qui se challenge constamment pour faire mieux. On a l'impression que cela fait partie de notre ADN. \u00bb<\/p>\n<p>Cette volont\u00e9 incessante de s'am\u00e9liorer s'\u00e9tend bien au-del\u00e0 des produits et services financiers. \u00ab Cultiver une culture qui encourage et soutient l'innovation et l'exp\u00e9rimentation \u2014 il ne s'agit pas seulement de savoir quels nouveaux produits nous pouvons offrir \u00bb, a d\u00e9clar\u00e9 Arthur. \u00ab Il s'agit aussi de r\u00e9fl\u00e9chir \u00e0 chaque dimension de notre activit\u00e9, aux march\u00e9s, et m\u00eame \u00e0 la fa\u00e7on dont nous faisons les choses en interne. Existe-t-il des moyens meilleurs ou plus intelligents d'\u00e9voluer dans la gestion de nos t\u00e2ches quotidiennes ? \u00bb<\/p>\n<h3>2. R\u00e9duire les obstacles bureaucratiques \u00e0 l'action.<\/h3>\n<p>L'agilit\u00e9 n\u00e9cessite de la rapidit\u00e9, et la rapidit\u00e9 fonctionne mieux lorsque les employ\u00e9s ne sont pas ralentis par des formalit\u00e9s administratives inutiles. \u00ab Dans nos activit\u00e9s quotidiennes, nous encourageons vraiment nos employ\u00e9s \u00e0 agir comme des propri\u00e9taires \u00bb, a d\u00e9clar\u00e9 Arthur. \u00ab Et vraiment, qu'est-ce que cela signifie ? R\u00e9duire intentionnellement les niveaux bureaucratiques et donner \u00e0 nos \u00e9quipes une autonomie significative afin que, en fin de compte, la prise de d\u00e9cision soit rapide [et] la responsabilit\u00e9 claire, m\u00eame lorsque nous op\u00e9rons \u00e0 une \u00e9chelle mondiale et \u00e0 un rythme tr\u00e8s soutenu. \u00bb<\/p>\n<p>\u00ab Nous sommes tr\u00e8s ax\u00e9s sur les donn\u00e9es \u00bb, a poursuivi Arthur. \u00ab Dans nos enqu\u00eates de sentiment annuelles, [nous demandons,] nos employ\u00e9s se sentent-ils habilit\u00e9s \u00e0 proposer des fa\u00e7ons nouvelles et meilleures de faire les choses ? Et nous obtenons un score extr\u00eamement \u00e9lev\u00e9 \u00e0 cette question, vraiment, \u00e0 tous les niveaux de l'organisation. \u00bb<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote callout-pullquote--long\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-up\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tGoldman fournit aux employ\u00e9s de tous niveaux le contexte strat\u00e9gique dont ils ont besoin pour prendre de bonnes d\u00e9cisions.\n\t\t\t\t\t<\/p>\n<\/div>\n<p>Un risque : La propri\u00e9t\u00e9 sans contexte peut conduire \u00e0 des d\u00e9cisions bien intentionn\u00e9es qui ne correspondent pas \u00e0 la direction strat\u00e9gique de l'entreprise. Goldman y rem\u00e9die en fournissant aux employ\u00e9s de tous niveaux le contexte strat\u00e9gique dont ils ont besoin pour prendre de bonnes d\u00e9cisions. \u00ab Il y a quelques ann\u00e9es, nos r\u00e9unions publiques sur les r\u00e9sultats \u00e9taient ouvertes \u00e0 nos directeurs g\u00e9n\u00e9raux et associ\u00e9s \u00bb, a d\u00e9clar\u00e9 Arthur. \u00ab L'une des choses que nous avons faites a \u00e9t\u00e9 d'ouvrir ces r\u00e9unions \u00e0 l'ensemble de nos employ\u00e9s, car il est imp\u00e9ratif qu'ils comprennent la strat\u00e9gie de l'entreprise et [qu']ils se sentent align\u00e9s sur elle, m\u00eame s'ils ne sont responsables que d'une partie discr\u00e8te de celle-ci dans leur r\u00f4le quotidien. \u00bb <\/p>\n<h3>3. Encourager la mobilit\u00e9 interne pour retenir les employ\u00e9s ambitieux.<\/h3>\n<p>Les employ\u00e9s ambitieux que Goldman recrute ont besoin d'espace pour grandir \u2014 et partiront s'ils ne le trouvent pas. La mobilit\u00e9 interne est la r\u00e9ponse de Goldman \u00e0 ce d\u00e9fi. \u00ab Nous nous concentrons sur l'aide \u00e0 nos managers pour comprendre l'importance d'une approche centr\u00e9e sur l'employ\u00e9 dans le d\u00e9veloppement des talents \u00bb, a d\u00e9clar\u00e9 Arthur, \u00ab car parfois, la meilleure opportunit\u00e9 pour quelqu'un n'existe pas n\u00e9cessairement dans votre \u00e9quipe. Elle existe ailleurs dans l'entreprise. \u00bb<\/p>\n<p>\u00ab Un \u00e9l\u00e9ment central de notre culture et de notre proposition de valeur a \u00e9t\u00e9 cette opportunit\u00e9 de mobilit\u00e9 pour faciliter une carri\u00e8re \u00e0 long terme chez Goldman Sachs \u00bb, a expliqu\u00e9 Arthur. \u00ab Lorsque nous encourageons et facilitons activement ce mouvement interne, nous r\u00e9embauchons essentiellement nos meilleurs talents et nous ren\u00e9gocions avec eux la proposition de valeur d'une carri\u00e8re chez Goldman Sachs, ce qui les maintient inspir\u00e9s et motiv\u00e9s. \u00bb Arthur illustre cette mobilit\u00e9 : \u00ab J'ai commenc\u00e9 dans nos activit\u00e9s de revenus ; j'\u00e9tais au bureau ex\u00e9cutif ; je suis maintenant dans la gestion du capital humain. Je suis une avocate en reconversion. Je n'ai pas commenc\u00e9 dans le capital humain ou au d\u00e9partement des RH. \u00bb<\/p>\n<p>La mobilit\u00e9 am\u00e9liore l'agilit\u00e9 de l'entreprise au-del\u00e0 de la r\u00e9tention des employ\u00e9s ambitieux. \u00ab Cela cr\u00e9e des professionnels incroyablement polyvalents qui ont une exposition beaucoup plus large \u00bb, a d\u00e9clar\u00e9 Arthur. \u00ab Comprendre comment les diff\u00e9rentes parties de l'entreprise sont connect\u00e9es, mieux comprendre notre culture de ce point de vue, offre des avantages significatifs en termes de jugement et de clart\u00e9, qui sont vraiment essentiels pour une prise de d\u00e9cision agile. \u00bb<\/p>\n<p><em>Vous voulez entendre plus de conseils d'Arthur ? Regardez cette conversation et toute la s\u00e9rie sur la\u202f<a href=\"https:\/\/www.youtube.com\/@culturexculturexculturex\" target=\"_blank\">cha\u00eene YouTube CultureX<\/a>, sur\u202f<a href=\"https:\/\/open.spotify.com\/show\/6oSF9YHbZGhj8UHrFE6mCf?si=8bb3324edb1f4e44\" target=\"_blank\">Spotify<\/a>, ou sur\u202f<a href=\"https:\/\/podcasts.apple.com\/us\/podcast\/culture-champions-by-culturex\/id1774969910\" target=\"_blank\">Podcasts Apple<\/a>.<\/em><\/p>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<div class=\"article-left-col--footer\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">Th\u00e8mes<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Champions de la culture<\/h4>\n<p>\n            B\u00e2tir une culture saine est l'un des emplois de leadership les plus importants \u2014 et les plus difficiles. Ces articles, bas\u00e9s sur une s\u00e9rie de webinaires et des recherches de Donald Sull et CultureX, partagent des conseils pratiques de leaders dont les cultures ont produit des r\u00e9sultats commerciaux exceptionnels et une exp\u00e9rience employ\u00e9 de classe mondiale.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/culture-champions\/\" class=\"article-section__link\"><\/p>\n<p>           Plus dans cette s\u00e9rie<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<div class=\"article-authors\" id=\"article-authors\">\n<h4 class=\"article-authors__title\">\u00c0 propos des auteurs<\/h4>\n<div class=\"article-authors__bio\">\n<p><a href=\"https:\/\/www.linkedin.com\/in\/donald-sull-1077444\/\" target=\"_blank\">Donald Sull<\/a>\u202f(<a href=\"https:\/\/x.com\/culturexinsight\" target=\"_blank\">@culturexinsight<\/a>) est professeur de pratique \u00e0 la MIT Sloan School of Management et cofondateur de\u202fCultureX.\u202f<a href=\"https:\/\/www.linkedin.com\/in\/charles-sull\/\" target=\"_blank\">Charles Sull<\/a>\u202fest cofondateur de CultureX.<\/p>\n<\/div><\/div>\n<\/div>\n<p>#Goldman #Sachs #Stays #Agile #Leader #Jacqueline #Arthur<\/p>","protected":false},"excerpt":{"rendered":"<p>Sujets Champions de la culture B\u00e2tir une culture saine est l'un des travaux de leadership les plus importants \u2014 et les plus difficiles. Ces articles, bas\u00e9s sur une s\u00e9rie de webinaires et des recherches de Donald Sull et CultureX, partagent des conseils pratiques de leaders dont les cultures ont produit des r\u00e9sultats commerciaux exceptionnels et une exp\u00e9rience employ\u00e9 de classe mondiale. Plus dans cette s\u00e9rie Aleksandar Savic [&hellip;]<\/p>","protected":false},"author":1,"featured_media":6463,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-6462","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How Goldman Sachs Stays Agile: HR Leader Jacqueline Arthur - MORE SOURCING LTD<\/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:\/\/moresourcing.com\/fr\/how-goldman-sachs-stays-agile-hr-leader-jacqueline-arthur\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How Goldman Sachs Stays Agile: HR Leader Jacqueline Arthur\" \/>\n<meta property=\"og:description\" content=\"Topics Culture Champions Building a healthy culture is one of the most important \u2014 and hardest \u2014 leadership jobs. 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