Bertrand Duperrin's Bookmarks tagged → View Popular
You are here: Diigo Home > Bertrand Duperrin's Bookmarks
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.
more fromblogs.harvardbusiness.org
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)
more fromnirmala-km.blogspot.com
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.
more fromwww.tecoman.info
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:
more fromwebworkerdaily.com
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.
more fromwww.talent-club.net
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…?
more fromevidencesx.wordpress.com
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.
more fromstrategic-hcm.blogspot.com
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).
more fromstrategic-hcm.blogspot.com
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.’
more fromstrategic-hcm.blogspot.com
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...
more fromblog.m2ie.fr
We are more than our job title describes, so let’s get social!
“We like to think that people in our [firm] are more than their job title describes, we all have many talents, and we all have many needs to draw on each others talent. This is what we call ’social productivity.”
more fromlibraryclips.blogsome.com
Improving and innovating performance management
Supporting my points about design and engagement in my previous post, the group noted that “the ‘ideal’ system and process still will have to be designed, and accepted”. These are some of the suggestions for improving performance management made within the article:
* Cascading goals vertically but probably horizontally as well
* Not using a forced distribution
* Being based on the organisation’s needs and, where possible, on each employees’ strengths
* Being employee driven
* Being fast and frequent
* Involving the entire community
* Being web based
* Being unique – not copying another organisation’s process.
more fromstrategic-hcm.blogspot.com
Beyond the Big Bang: Strategy as Habit
Instead of strategy as Big Bang, what about strategy as Habit? ALL organizations require strategic thinking to succeed, but few organizations actually face the dramatic moment -- ever, or certainly very often. If that is true, then the sweet spot for strategy is something more routine, more "everyman", more evolutionary, more of a living process. Strategy as Habit has 2 components, in keeping with the 2 primary definitions of the word "habit": (1) a regular practice and (2) a long, loose garment worn by a member of a religious order. (In case you've forgotten that second definition: picture here). Strategic thinking is a recurrent, involuntary action. Our strategy is both a content statement and a style statement, both of which define and identify our team. Strategy is participative. Strategy has structure without being overly constrictive.
more fromcircaspecting.typepad.com
Gary Hamel on Managing Generation Y - the Facebook Generation
If your company hopes to attract the most creative and energetic members of Gen F, it will need to understand these Internet-derived expectations, and then reinvent its management practices accordingly. Sure, it’s a buyer’s market for talent right now, but that won’t always be the case—and in the future, any company that lacks a vital core of Gen F employees will soon find itself stuck in the mud.
more fromblogs.wsj.com
Management ? [fr]
Le mode de management devient du type "do & report", se rapproche de l’hyper-temps-réel des militaires (voir la guerre du Golfe)… définition des missions critiques et des domaines de validité des critères de réussite + autonomie des expertises + échanges multilatéraux engagés…
more frompensermanagement.blogsome.com
Tomorrow's Talent Networks - The Big Shift - HarvardBusiness.org
Even these questions indicate a dated view of where talent is and how to get the most out of it. Sure, no one disputes the importance of talent, even in a recession. But, as a Deloitte report contends (.pdf link), companies spend entirely too much time focused on attracting and retaining talent. Moreover, as they do, they often lose sight of what appeals to and keeps hold of talent in the first place. (See John's perspectives on the report and on the mindsets that limit firms.)
more fromblogs.harvardbusiness.org
How can we keep our employees engaged in their work in the current economic climate
more fromwww.slideshare.net
Are You Anonymous at Work | chrisbrogan.com
No one wants to be anonymous. We all want recognition and appreciation for who we are, and what we do. Most of the surveys say that recognition is what we most crave from our workplace. And, it is the determining factor to why people stay at their job. How can you make sure you are not anonymous at work, how can you stand out amongst all the others? Here are some ideas for you to try:
more fromwww.chrisbrogan.com
Layoffs not the Best Solution in a Downturn
In a study of 531 large organizations, three quarter reported having cut pay rolls. Out of these 85 per cent that sought higher profit, only 46 per cent saw any measurable profit; 58 per cent sought higher productivity but only 34 per cent saw even the slight increase; 61 per cent wanted to increase customer service but only 31 per cent achieved this. So layoffs are not the best option even in the period of economic recession.
more frommanagehrnetwork.blogspot.com
Four Generations In The Workplace by Sacha Chua @IBM - DogEar 犬の耳
f you've ever heard, thought, or felt any of these things, your team may have multi-generational issues. Find out how to adapt to four generations in the workplace!
more fromjisi.dreamblog.jp
Notation: * = Private bookmark and comment|… = Clipping [?] | … = Public highlight [?]
Bertrand Duperrin's Related Tags
See More Top Contributors
Related Groups on Diigo
-
UD-IT Ladders
Items: 4 | Visits: 14
Created by: Mathieu Plourde