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Bertrand Duperrin's Library tagged employees   View Popular, Search in Google

May
11
2012

"Most customers now ignore targeted marketing campaigns, avoid responding to offers, and provide minimal feedback when asked. Instead, potential customers interact with each other, bypassing sanitized corporate messages devoid of meaning or value.

Meanwhile, employees increasingly look beyond compensation to non-monetary factors such as advancement, recognition, and corporate social responsibility in choosing where to work. And with the retirement of the Baby Boomers looming, attracting, retaining, and growing the next generation of leaders is an essential task for any organization."

marketing humanresources values culture community context stakeholders employees engagement

Apr
30
2012

"PepsiCo vient tout juste de recevoir le titre de la meilleure entreprise où il fait bon vivre en France. L’occasion de faire un zoom sur une initiative très 2.0 de ce grand groupe.
PepsiCo permet à ses employés depuis peu de diffuser de l’information interne de l’entreprise sur les réseaux sociaux publics.
Ce type d’initiative, qui vise à faire des employés, des ambassadeurs de la marque, devrait être placé dans un contexte plus large de relations publiques …"

casestudies pepsico communication ambassadors employees

  •  

    L’entreprise à donc dans un premier temps, réalisée un programme éducatif sur les bonnes manières d’utiliser les réseaux sociaux. PepsiCo a par la suite mis en place un dispositif indiquant par un icône si le contenu peut être partagé avec le grand public.

  • A l’heure où l’on assiste à une démultiplication des réseaux sociaux interne, cette initiative peut faire réfléchir les marques à une utilisation mixte « réseaux sociaux internes-externes » de leurs salariés.
Mar
20
2012

"Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.”"

organization employees leadership onboarding culture behaviors learning operations engagement audience transformation change competencies

  • New employees enter into an organization with two things in mind. First, they want to perform well in the eyes
    of those who have made the hire in the first place.
  • Second, the new employee yearns to do well for himself. He also has made a decision, in this case accepting the job offer. It’s important for this new employee to do well in his own eyes. No one wants a sketchy past of poor career decision
  • 10 more annotation(s)...
Mar
7
2012

"Si elle encadre trop ses collaborateurs qui s'expriment sur leur métier, la marque risque de transformer une prise de parole en communication institutionnelle. Un équilibre est à trouver.



Entretien avec Alexis Bernard, Online Reputation Manager à la SNCF."

casestudies employees communication guidelines SNCF customerservice customerrelationship

  • Ce qu'il me semble nécessaire, c'est donner la ligne aux collaborateurs, mais ne rien imposer. Il faut qu'il s'agisse de leur démarche, de leur initiative.
  • de notre côté, nous avons ainsi préféré identifier les personnes qui s'exprimaient déjà. Nous les avons ensuite contactées pour les rencontrer, dans le but de les aider à poursuivre leur démarche dans une optique de qualité. Du coup, nous avons créé un espace en ligne privé, avec un community manager, sur lequel ils peuvent échanger entre eux et avec nous. Ils sont aussi invités à certains événements, et mis en valeur en interne.
  • 2 more annotation(s)...
Jan
26
2012

"Ask executives to identify the talent within their firm and many will focus on the top tiers of management. Often, they will include in this august group the "high potentials" being groomed for leadership roles. Sometimes, they will extend the boundaries to include "creative talent" or "knowledge workers". But then there is the rest of the workforce."

knowledgeworkers employees creativity creativeclass highpotentials tacitroles problemsolving collaboration talent rightbrain

  • But his focus on the creative class unintentionally diminishes the potential contributions from other parts of the workforce.
  • When executives focus on "knowledge workers", they lose sight of the fact that even highly routinized jobs require improvisation and the use of judgment in ambiguous situations, especially if the goal is to drive performance to new levels
  • 5 more annotation(s)...
Nov
22
2011

"I’m speaking to 1000 attendees here at KMWorld in Washington DC, on building your social business in the right way. I’m here to share Altimeter’s recent research on Social Business Readiness (read full report) which researched how advanced companies are preparing internally, you can read the whole report, and see slides below. "

socialmedia socialreadiness empowerment employees customerservice enablement

Jun
15
2011

"Après avoir courtisé leurs dirigeants, leurs actionnaires, leurs clients et même l'opinion, voilà que les entreprises s'intéressent à leurs employés. Il faut dire que de récentes affaires, comme celles de Renault ou France Telecom ont montré les ravages de la démoralisation des troupes. Vingt ans de pression actionnariale, de changements technologiques et d'évolutions sociologiques, conclus par une crise majeure, ont eu raison de la fiction d'une entreprise heureuse dans un environnement sain."

management change employees employeesatisfaction employeesengagement engagement autonomy selforganization responsability decision decisionmaking

  • En janvier dernier, le gourou du management Michael Porter avait lancé un pavé dans la mare avec son concept de « valeur partagée », sous-entendu partagée aussi avec les salariés et le milieu environnant, et pas seulement entre actionnaires, dirigeants et client
  • Ce serait exagéré : nombre de réflexions qui sortent aujourd'hui sont travaillées depuis des années par les adeptes de la responsabilité sociale d'entreprise. Et Christian Nibourel, le patron d'Accenture France, rappelle qu'en 1954, Peter Drucker affirmait déjà que « les seuls facteurs qui font progresser une entreprise sont les hommes, de l'ouvrier au directeur, leur capacité d'innovation et la façon dont ils organisent leurs relations de travail ».
  • 4 more annotation(s)...
May
12
2011

"Dans l’exercice de communication qu’entreprennent les entreprises sur le web il existe bien entendu les initiatives de digital marketing sur les produits et services qu’elles délivrent, mais il y a aussi l’ensemble de la démarche de communication corporate tels que l’e-reputation, le marketing RH et la marque employeur. Si aujourd’hui il n’y a plus rien d’original à entreprendre cette démarche sur le web, il y a quelques éléments clés qui vont permettre des approches innovantes et assurer une performance plus importante et durable."

e-reputation employees ambassadors employerbrand engagement participation trust humanresources

  • Cette confiance digitale se construit dans le temps, au fil des interactions entre l’entreprise et les différents interlocuteurs virtuels.
  • Le second élément est de créer une relation de profondeur avec les membres du réseau. La relation de profondeur est basée sur le niveau d’interaction entre les différentes parties prenantes. Il faut faire participer, faire interagir les parties prenantes pour créer de la valeur
  • 3 more annotation(s)...
Jan
24
2011

"La tendance est en effet de moins en moins à se contenter d’écouter. Les prestations de veille se complètent progressivement en intégrant des offres/fonctionnalités réactives ou de community management. Un métier encore jeune, en pleine explosion mais bien plus compliqué qu’il n’y paraît, et pas toujours bien compris. "

communitymanagement socialcrm watch ROI RONI risk employees curation storytelling e-reputation

  • Si on est à même d’identifier les plus grands fans et détracteurs (avec le sujet épineux de l’évaluation de l’influence ou de l’audience de ceux-ci) online, il y a matière à les traiter de manière spécifique tout au long de l’année
  • La création ou curation de contenus et le storytelling seront aussi des expertises clefs pour nourrir ces échanges… Certaines marques lancent même leur « social media room » comme Gatorade ou H&M
  • 6 more annotation(s)...
Aug
12
2010

"lmost all companies have a sign on a wall stating something similar to “Our employees are our most important asset.” The wording may be slightly altered, and “asset”’ may be replaced with “resource,” but usually there is such a sign posted somewhere on the premises. Regardless of the exact wording, the intent is the same: the organization is trying to say that it values its employees and the sign is a visible indicator of that value or belief. "

employees assets employeesatisfaction value humanresources

  • First of all, assets don’t walk out if they are dissatisfied.
  • Another reason the message is flawed involves the issue of creation. Assets don’t create; they modify (like a printing press) or shape (like a metal lathe.) They transform (like a computer) or direct (like an artificial intelligence software application), but assets don’t create something that was not there before. Creation is the territory of people.
  • 1 more annotation(s)...
Nov
19
2009

"The challenge is that these teams are unable to scale, even a support team of ten full time folks at Comcast will have a hard time responding to all customers in all social channels. As a result, expect companies to resort to scalable ways to respond to customers, such as:

The Four Social Support Strategies"

socialsoftware customers support customersupport employees

  • 1) Do Nothing: Use Legacy Support Channels
  • 2) Employee Based Support:  Employees Respond to Customers
  • 2 more annotation(s)...
Oct
5
2009

"Traditionally, ex-employees have been viewed as unloyal, traitors and not to be trusted. After all, an employee who leaves is likely taking all their knowledge with them to the next company, right?

But in an economy so demanding of maintaining relationships with talented individuals, does it make sense to cut ties with those who walk out the door? And does it necessarily mean that an organization loses that knowledge altogether?"

knowledgeeconomy knowledge employees exemployees knowledgetransfer innovation humancapital socialcapital socialnetworks

    • New communication channels may be established between the old and new firms
    • Colleagues from the old firm gain an increased awareness of the new firm as a resource for knowledge
  • “When people are viewed strictly as ‘human capital’, the departure of an employee results in the former employer’s loss of that person’s intellect and talent, and the corresponding gain of those same valuable attributes for the company doing the hiring…But Rosenkopf says the picture is different when employees are viewed in terms of ’social capital’. Workers aren’t just silos of knowledge and skill onto themselves, but rather are part of social networks of workers from various firms
Sep
29
2009

"So why aren’t employees speaking up? And when they do, what are they saying, and to whom? And what’s the danger to the company when it’s not listening to employee voices?

Burris sought to answer these questions in an ongoing study in which he and his colleagues are surveying more than 3,000 employees at 11 different credit unions around the country about their experience in speaking up at work."

employees collaboration egos morale engagement involvement networks management

  • “There’s lots of research that shows when employees don’t feel involved in the workplace, they tend to withdraw. They don’t engage in all the extra activities that aren’t required for the job, such as helping a coworker, staying late or taking on extra responsibilities. It’s not the formal, required part of the job, but it’s certainly necessary for the organization to succeed.”
  • Many employees say they don’t speak up to their boss because of fear of repercussions. But are workers just being paranoid? Burris’ research says no.
  • 3 more annotation(s)...
Aug
14
2009

My CEO often says you can't collaborate with your customers until learn to collaborate within your company. This is where I think the humanizing begins. Without the right people, process/practice and technology within the edge of your organization, your edge will be jagged when building trust with customers.

crm socialcrm employees customersatisfaction customers

Jul
22
2009

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.

humanresources employees engagement behaviors management authority empowerment

Jul
15
2009

Consider this a supplement to my latest report on “How Companies Should Organize for Social Computing“. I continue to get questions from clients, and have spent time with more large brands are connecting with customers. Diving in further, I’ve noticed that there are three ways that companies allow employees to participate. Update: On a related note, I gave my thoughts to CNBC about the roles of social within corporations.

socialmedia socialweb employees brand culture policies

Your company has been operating on the premise that people—customers, employees, managers—make logical decisions. It’s time to abandon that assumption.

economy rationality rationaleconomy behavioraleconomy employees customers collaboration teamwork

Jun
29
2009

Internal communities contain members who are employees of a company. They are paid and can be fired. The panelists touched upon many issues and gave excellent advice.

communities internalcommunities communitymanagement silos customers employees communication

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