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05 Oct 09

Ex-Employees, Social Networks, and the Reverse Flow of Knowledge

"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?"

www.wikinomics.com/...-the-reverse-flow-of-knowledge - Preview

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

29 Sep 09

Missing Voices: Why Employees Are Afraid to Speak Up At Work

"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."

blogs.mccombs.utexas.edu/...are-afraid-to-speak-up-at-work - Preview

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 annotations...
- “I found that employees who speak up and challenge the status quo are viewed as less competent, less dedicated to the organization and more threatening compared to those who support the way things are,” Burris says. “They are also rated as worse performers, and their ideas get less support.”
- “A lot of managers think that if they treat their staff respectfully and tell them ‘My door is always open,’ that should be enough to make their employees trust them,” Burris says. “But our research shows that employees need more than that in order to feel safe to speak up.”
- “Formal, transparent follow-up is very important,” Burris says. “It’s counter-productive to ask an employee for feedback if you never do anything with that information. If staff see their ideas just disappear, they’ll stop offering them altogether.”

14 Aug 09

Humanizing the Employee, then the Customer

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.

ross.typepad.com/...mployee-then-the-customer.html - Preview

crm socialcrm employees customersatisfaction customers

22 Jul 09

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.

www.fastcompany.com/...y-your-employees-act-employees - Preview

humanresources employees engagement behaviors management authority empowerment

15 Jul 09

Breakdown: The Five Ways Companies Let Employees Participate in the Social Web

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.

www.web-strategist.com/...-participate-in-the-soical-web - Preview

socialmedia socialweb employees policy brand culture

The End of Rational Economics

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

hbr.harvardbusiness.org/...1 - Preview

economy rationality rationaleconomy behavioraleconomy employees customers collaboration teamwork

29 Jun 09

Post #e2conf thoughts – installment 2.

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.

www.gilyehuda.com/...oughts-%e2%80%93-installment-2 - Preview

communities internalcommunities communitymanagement silos customers employees communication

23 Jul 08

Changement: Pour un salarié adaptable ?

Le monde n’arrête pas de changer. Faut-il être « adaptable » pour y devenir centenaire ? Non. C’est l’organisation de la société qui absorbe la compexité du changement, et qui nous le traduit en un changement qui convienne à notre capacité d’adaptation. Ce faisant elle nous permet une spécialisation accrue. Einstein peut découvrir la relativité sans avoir à se préoccuper des exigences de l’économie.
Notre comportement est piloté par des règles visibles (les lois) ou invisibles (la politesse). Les modifier permet de le transformer sans douleur.

christophe-faurie.blogspot.com/...pour-un-salari-adaptable.html - Preview

change adaptability workers organization management employees