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"Les DRH ont un rôle clef à jouer dans la transformation numérique des entreprises. Elles doivent positionner les usages et l’acculturation au centre des réflexions et projets numériques."

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"Génération Y, concept marketing ou réalité sociologique ? Peut-on réellement cataloguer une génération dans son ensemble, en mettant dans la même case un jeune fraîchement diplômé d'une grande école et un autre à faible qualification ? La validité du concept, propagé par des cabinets de consultants qui estiment qu'il existerait un comportement typique de cette génération au travail, est discutée."

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Génération Y, concept marketing ou réalité sociologique ? Peut-on réellement cataloguer une génération dans son ensemble, en mettant dans la même case un jeune fraîchement diplômé d'une grande école et un autre à faible qualification ? La validité du concept, propagé par des cabinets de consultants qui estiment qu'il existerait un comportement typique de cette génération au travail, est discutée.

generationy humanresources babyboomers

"J’ai eu l’occasion dernièrement de participer à une conférence à l’IAE de Lille, sur le thème « Génération Y : comment dynamiser l’emploi des jeunes dans le Nord pas de Calais ?».

Particularité de cette intervention, c’est que celle ci était organisée par les étudiants en Master 2 GRH.

C’est à dire par et pour les futurs acteurs RH de demain, appartenant aujourd’hui à la génération Y.

Bref : une conférence sur la génération Y, pour la génération Y… mais pas que par la génération Y.

En effet, sur les 5 intervenants, 2 avaient moins de 30 ans, et 1 était là pour témoigner en tant que tel."

humanresources management generationy

"Organizations have been trying for years to cultivate employee engagement. Like JetBlue, they persist in their efforts for good reason. One of the most powerful factors that spur customers to become advocates for a company is employees’ positive behavior and attitude. Bain consumer surveys show that the overall experience of dealing with a company often matters much more to customers than price or brand or—in industries with a big service component, such as home insurance and retail banking— even product features alone."

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"HR/HCM is historically the mature ’social’ center of businesses and can either lead digital transformation or be subsumed into a supporting collaborative role"

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"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."

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"While a Traditional, born 1945 or earlier, would accept almost any order as long as it came through the proverbial chain of command, Boomers and Gen X might hesitate but comply. But Millennials most likely will balk at doing things “the way we’ve always done it” because they want freedom of choice in everything. They may not balk at the assignment itself but instead may challenge the methodology."

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"Today we manage workers by headcount, jobs, roles, processes, and infrastructure. By viewing all work as a service we can define the service needs, match the service talent, and confirm the value exchange. The process empowers the worker to get the work done the way they want to work."

work service workasaservice serviceeconomy humanresources management

"A new study finds that profiles, status updates and comments on Facebook are valuable in predicting employee performance on the job, at least as they relate to personality characteristics. The potential liability that accompanies the use of social media in recruiting and hiring continues to be an issue, however. "

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"Blue Shield of California finds social apps and rewards engage its employees in wellness programs, sees potential for its insurance customers."

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"Key findings from the report found that:

Performance is the number one measure of recruitment success

New staff under pressure to make greatest impact in their first year

Employers target recruits who make good decisions, bring creativity and build good relationships with bosses and peers "

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"Last year, I looked at new hire practices and found some interesting methods:

Ensuring new hires understand the shadow or informal part of the organization through the use of tools such as network maps (Jon Katzenbach, Senior Partner of Booz & Company, author of The Wisdom of Teams).

Pairing with another worker or even tripling with two experienced workers and getting to work immediately, in order to reduce formal training (Menlo Innovations)"

humanresources onboarding mentoring

"The Kapta team has been conducting detailed interviews with Human Resources leaders and managers in our target market: organizations with fewer than 500 employees. We have interviewed over 100 HR vice presidents, directors, and managers in the following locations: Colorado, California, New York, Massachusetts, Georgia, North Carolina, Pennsylvania, and Maryland. Globally, we have spoken with HR professionals in the UK, Germany, Egypt, Austria, Hong Kong, Singapore, South Africa, Israel and India. "

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"Award-winning columnist and author of Distracted, Maggie Jackson offers her insights about “The @ Work State of Mind Project”—a joint effort of gyro and Forbes Insights. Surveying 543 business decision-makers, we found that boundaries of time and space that once defined the workplace no longer exist. "

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"Dans le secteur du commerce dont fait partie notre entreprise, le management par le stress peut constituer la technique de management par défaut et dispenser l’employeur de toute autre forme d’organisation de l’entreprise. Les collaborateurs sont alors maintenus dans un état d’opacité (pour ne pas dire d’insécurité) permanente qui permet à nos responsables de doser la pression à leur guise, en avançant ou reculant les échéances. "

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"Les salariés ont leurs habitudes sur les réseaux sociaux et ont tendance à vouloir les importer en entreprise. Face à cette vague technologique, les DRH ont tout intérêt à accompagner ce mouvement plutôt que de le censurer, conseillent Didier Baichère, DRH de Logica, et Alexandre Pachulski, directeur général produits au sein de l'éditeur SIRH TalentSoft. "

humanresources socialnetworks privacy middlemanagement

"Déjà 10 ans que les bases du Web 2.0 ont été posées. L’irruption des médias sociaux dans les stratégies d’entreprise est plus récente. Facebook, Twitter ou encore LinkedIn, impliquant tous un usage grand public et personnel, entrent désormais peu à peu dans la sphère professionnelle, conduisant à brouiller les univers."

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"Pourquivons sur notre série d’article sur la Génération Y et l’innovation Managériale avec L’individualisme. Il est assez fréquent de reprocher à la « génération Y » son individualisme.
Mais qu’entend-on par là ? Il règne une certaine confusion entre « égoïsme », « égocentrisme » et « individualisme »."

generationy management selfishness individidualism humanresources trust accountability

"

A few days back I bumped into this very intriguing and rather helpful article put together by Jessica Stillman under the rather provocative title of “Why Working More Than 40 Hours a Week is Useless” where she points us out to a superb piece of writing done by Sara Robinson at Salon under the suggestive heading of “Bring back the 40-hour work week” where she questions something that I am sure most of us knew, deep inside, from all along, but that very few have dared to even bring up as a topic of conversation. Specially, at work. Basically, when was the last time you worked 40 hours a week? Or, more importantly, does working more than 40 hours per week make you more effective and productive at what you do?"

humanresources work workduration productivity effectiveness wellbeing