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"On ne peut pas envisager d’améliorer la place de l’humain dans l’entreprise sans changer la fonction Ressources Humaine. De la même façon, rien ne changera si on ne change pas la dénomination de la personne chargée de piloter cette évolution. Mais transformer le Directeur des Ressources Humaines en Directeur du Capital Humain cela implique quoi ?"
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Aujourd’hui parler de Ressources Humaines est dépassé. Hier, cette expression de Ressources Humaines est venue remplacer celle d’Administration du Personnel
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Nous sommes entrés dans un monde industriel, commercial et administratif où l’humain tend à se faire rare. A ce titre de rareté, l’humain n’est plus un facteur de production, il est devenu un investissement stratégique dans le capital immatériel de l’entreprise
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"To deliver more value, the human resources function needs to spend more time accelerating operational improvement and less time on its traditional administrative and compliance activities. As Randy MacDonald, senior vice president of HR at IBM, told me, "It's important for HR to decide what is core and non-core. Administrative responsibilities such as getting paychecks out on time are not core. In HR, we need to focus on what is important.""
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To get the "people" part of process improvement right, HR needs employees who can go toe-to-toe discussing operational changes with line managers. HR professionals need credibility to challenge line managers on whether they are improving the attitudes and skills of their people at the same time they're redesigning their jobs.
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Managers of HR administrative services such as payroll and benefits need to focus on running a consistent, reliable operation at low cost. To do this, they need standard, simple, automated procedures.
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"A former Harvard Business School professor says companies must commit to 'I-space' and collaboration, not financialization and administration "
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we managed to produce a generation of managers and business professionals that is deeply mistrusted and despised by a majority of people in our society and around the world.
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Some 77% of Americans say they refuse to buy products or services from a company they distrust,
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The problem with email today is not an ever-decreasing signal-to-noise ratio. Spam filters are doing a pretty good job. And while I concede that I certainly get a lot of unimportant emails every day, I find it takes me no more than 30 minutes to clear the rubbish out. I’d rather spend my 30 minutes doing that than waste it sitting in a meeting room getting nothing done at all. And, prior to the world of email that’s what we spent our time doing. The most common phrase uttered in the 90’s across work cubicles the world over was – “skip the meeting, send an email.” Email emerged as the centerpiece of collaboration and workflow for good reason."
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The essence of the email problem is that a global asynchronous one-to-one/one-to-many communication system radically increases the ability of people to seek assistance, create and delegate tasks, update colleagues and coordinate activities.
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The only solution, IMO, is to tackle the ballooning administration and bureaucracy overhead in organizations that is fuelling the number of emails being generated. Specifically, our criticism of email as a collaboration tool needs to shift towards the unchecked growth of bureaucracy it enables
"La fonction RH serait pervertie, au nom de la rentabilité elle aurait trahi ce dont elle porte le nom : l’humain. On risquerait bien des désillusions à s’y engager. Pourtant, aux jeunes qui s’engagent dans ce domaine, sept DRH rappellent que sans goût de l’humain il est préférable de choisir une autre voie. Et si le principal malentendu venait de l’idée que l’on se fait de l’humain ? "
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Ils étaient, comme les jeunes diplômés d’aujourd’hui, motivés par le contact humain. Or, « l’aspect le plus sous estimé par ces jeunes est la complexité de la relation humaine
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Ce serait oublier qu’un DRH est le garant de l’application des textes et que la qualité du climat social passe aussi par leur respect.
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"France has a plan to put the latest 2.0 technology at the service of its citizens called Le France Numérique 2012. It outlines how the government intends to:
* Provide everybody access to digital networks and services
* Develop and provide new digital services
* Grow the number and usage of digital services by companies, government departments, and individuals
* Modernize the governance of the digital economy "
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The project uses the Social Network Analyzer (SNA) technology from the SAP Business Objects Innovation Center to improve collaboration and government transparency in the public sector, laying the foundations for “Administration 2.0”.
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- Optimize collaboration within public-sector organizations
- Improve transparency and convenience for citizens accessing services (who does what)
- Improve the ability of public-sector organizations to understand and react to the needs of citizens (who needs what)
the team will research how best to use social network analysis technology for government departments and local authorities, in order to:
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Here’s a three-step plan for allocating your time wisely—and strategically.
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