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Discriminatory Twist in Networking Sites Puts Recruiters in Peril
"Sourcing applicants from Twitter or LinkedIn or screening candidates through Facebook or MySpace may open employers to discrimination charges. "
How Twitter and Crowdsourcing Are Reshaping Recruiting
So think of the untapped potential opportunities for companies looking to source and attract talent. As social media is used inside the company to increase collaboration, communication and innovation, it's become important for recruiters to locate prospective employees who are also users of social media. Using Twitter can level the playing field so that smaller firms can find those people as effectively as the Fortune 500 do. And those companies who have turned toward Twitter have found it an efficient way to identify passive job candidates who might not be scanning job boards.
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Some companies are going beyond posting tweets about new positions to using the wisdom of the crowd to actually write a new job description
Forget Gen Y: Gen X is Making Real Change
Sometimes even the best researchers forget that the answer you get depends entirely on who you ask. A new Forrester survey of 2,000 information workers has revealed that despite the hype, it's not Gen Y that's getting business to adopt collaborative technology. Gen X, those who are 30-43, are the ones leading the charge for social computing.
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Forrester's analysis is that despite their different view of technology, Gen Y, Millennials, or whatever you want to call those 29 and under, don't yet have the clout within organizations to make real change.
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Even if Gen Y was significantly better at using social software, it wouldn't matter at this point. Obviously younger employees will increase their stature within organizations as the years pass. But the idea of Millennials at the vanguard of innovation in the enterprise is a myth
Enterprise 2.0 Does Not Necessarily Mean Power To The People
Instead of run-of-the-mill questions about staffing, content management, governance, and employee participation the client asked a very pointed question: how do we keep employees from unionizing with our Enterprise 2.0 platform.
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Work with your HR, Legal, and Labor Relations departments at the very onset:
Netflix: « Plus l’entreprise grandit en taille, plus nous donnons de liberté à nos employés »
Quand une organisation croît en taille, constate Netflix, son fonctionnement devient plus complexe. La direction tend souvent à réagir de la même façon: plus l’organisation grandit, plus elle resserre le contrôle sur ses employés, via Netflixslide des procédures sans cesse plus strictes. Le but: éviter le chaos.
En optant pour cette voie, le management pave toutefois le chemin d’une nouvelle difficulté. Les talents fuient les procédures rigides qui laissent peu de place à la créativité. Soit ils se détournent de l’entreprise. Soit ils passent en mode passif et ne s’investissent plus qu’un minimum.
Sur le court terme, le resserrement des processus peut avoir un impact positif sur le résultat. L’effet, toutefois, n’est pas de longue durée. L’organisation génère des foyers d’inertie. Les employés, valorisés par rapport à l’application des processus actuels, résistent au changement.
Or, l’environnement économique est mouvant. De nouvelles technologies et de nouveaux concurrents apparaissent sans cesse. L’entreprise ne parvient plus à s’adapter assez vite aux nouvelles circonstances de marché.
How to Design a Flat Organization
Take the case of French company FAVI, an autoparts supplier manufacturing copper alloy components. CEO Jean-Francois Zobrist eliminated the personnel department immediately upon taking the helm of the company in 1983. But that wasn’t all he got rid of. Says Zobrist: “I came in the day after I became CEO, and gathered the people. I told them tomorrow when you come to work, you do not work for me or for a boss. You work for your customer. I don’t pay you. They do. Every customer has its own factory now. You do what is needed for the customer.” And with that single stroke, he eliminated the central control: personnel, product development, purchasing…all gone.
Why Your Employees Act Like Employees
People follow their leader's example. Have you looked in the mirror lately? Do you use a respectful tone when interacting with your employees and customers? Does your summer wardrobe look more like cruise wear than business attire? Take a close look at yourself, before passing judgment on others.
How to Identify Your Employees' Hidden Talents
How to Identify Your Employees' Hidden Talents
8:25 AM Wednesday June 24, 2009
Tags:Managing people, Organizational culture, Talent management
There's no shortage of advice about finding and attracting the best people to work for you. Or even about scouring your own organization to identify top performers within the ranks. My experience in a variety of frontline, supervisory, and other positions has taught me that important as both of those endeavors are, it's even more vital to look within individual employees for hidden strengths, especially at times when hiring and promotions are on hold.
KM and HR: Siamese Twins?
I've previously pondered over how we could possibly work with HR to ensure success for KM and can perhaps summarize some of the key points as follows: (I am assuming that the points below represent key components in HR strategies)
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Hire people with at least an average KM quotient
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Encourage informal learning mechanisms
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Pour trouver un expert ? 71% demandent autour d'eux
Selon une étude rapportée par le magazine CIO, et réalisée par Osterman Research auprès de 200 organisations très diverses, 71% des répondants disent demander autour d'eux pour identifier un expert sur un sujet précis.
46% disent utiliser l'annuaire d'entreprise, 34% utilisent le site web ou l'intranet de l'entreprise, et 30% disent envoyer un email à toute l'entreprise (!).
Toujours selon l'étude, seuls 9% disent avoir automatisé la localisation d'experts.
5 Factors to Consider When Selecting Enterprise Social Tools
What factors should you consider when selecting an enterprise social media tool for your business? According to the comprehensive new GigaOM Pro report, “Social Media in the Enterprise” (subscription required), you should:
IT, RH, Com : bouleversements à venir
Que restera-t-il à la fonction RH ? Les nouvelles compétences de communication déployées par la fonction communication, l’environnement de travail développé par IT, et dans tout cela, les managers de plus en plus acteurs dans les pratiques classiques d’entretien annuel, de recrutement, de développement …
Le vrai défi, à mon sens, sera de mesurer l’impact des investissements à venir puisque la plupart seront faits dans les domaines … du talent. Identifier les populations clé, définir des stratégies sur mesure pour chacune d’entre elles tout en assurant la cohérence d’ensemble et surtout, surtout, être capables d’établir avec la Direction une conversation suivie sur l’importance et la pertinence de l’investissement dans le capital humain.
HR 2.0: Talents manage their careers alone while corps are blind
Times are changing. There’s no doubt about the fact that corps must change too, because employees (particularly younger ones) already did…And if you’re not able in your HR function to understand their moves and these new behaviors, you’ll be “out of the market” for them, leading you to fights, misunderstandings, and desertion. Human resources like stocks? No. But like assets, yes, and the ability to move with them empowers your role and the trust they’ll have, to drive their career (tip: zapping behavior is normal today, there’s no “career plans” anymore, in long term, by crisis and unknown situations). Even if you’re dealing with this, let’s consider it IN the corp, vs moves to competitors. Could you accept giving assets for nothing to competitors? No. Why would it be different with executives…?
HR 2.0 consulting
* Facilitation through the whole strategy development process
* Generation of potential ideas for your organisational capability
* Development of 2.0 strategy maps and scorecards
* Social network analysis
* Updating HR and management processes
* Planning and project managing changes to the line manager role (management 2.0)
* Advising on appropriate social media tools (web 2.0 / social networking)
* Training on the use of web 2.0 / individual tools
* Advising and supporting on change management requirements.
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- Facilitation through the whole strategy development process
- Generation of potential ideas for your organisational capability
- Development of 2.0 strategy maps and scorecards
- Social network analysis
- Updating HR and management processes
- Planning and project managing changes to the line manager role (management 2.0)
- Advising on appropriate social media tools (web 2.0 / social networking)
- Training on the use of web 2.0 / individual tools
- Advising and supporting on change management requirements.
HR 2.0 strategy
Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).
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The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?
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Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.
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What is HR really for?
So here’s a heads-up on a new shot across the bows from Stefan Stern in Management Today. Stern argues that HR is still in danger of becoming a bureaucratic pariah and suggests a way forward for HR professionals - ‘if we are bold enough’.
Stern doesn’t make his view about the path towards HR’s ‘glorious future’ as clear as it might be, but it seems to be a combination of two things:
* ‘HR professionals need to be real business people, with a grasp of profit-and-loss realities’
* ‘Once some of that precious credibility has been (re-)established, there is an open corporate door for HR professionals to push at. And the prize is large.’
65 Things I Believe About HR
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I believe employees want to do a good job.
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I believe people do what they get rewarded to do.
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Travail collaboratif et gestion des talents
Cette présentation de Knowledge infusion insiste avant tout sur les changements de pratiques et de cultures liés à la mise en place d'une entreprise 2.0, que ce soit pour les SI, le business model ou la gestion des ressources humaines. Cette démarche en réseau impact aussi la relation client. On va trouver une ouverture plus importante de la part de l'entreprise. Ainsi les clients vont proposer des solutions, des innovations et accompagner ces évolutions. Ce qui réduit grandement les coûts de R&D, marketing, service après-vente...
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