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"Tomorrow is the Australian Human Resources Institute HR Technology conference. I will be MC for the conference day, and will also run a half-day workshop on Creating Results Using Social Media on the following day.
I thought I would share the visual content we will be using during the workshop. As usual, the slides are not intended to be useful by themselves, but to provide supporting content for the activities and discussions of the session. "
"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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"These systems are great options to develop leaders and managers supposed to fill the shoes of their elders, and continue with the same type of leadership and management models. Such systems have been extremely efficient in industrial-age corporations such as General Electric, Danaher, Valeo, ...
These systems have two important shortcomings : they are selective and static. Simply put, they lead to choose between two leaders or managers and they certainly do not foster innovation (innovative skills, behaviours, gems - see this hack)."
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these systems represent a major hindrance for organization evolution. They often result in HR teams having to work "around the system". They also result in dissenters and alternative talents leaving the organization.
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HR teams should analyze the recognition & engagement systems in social networks, that are specific to each social network focus (professional, conversational, friending, ...). Such systems have been able, at the same time, to engage an ever increasing number of members while being able to make each individual stand out in regard of her/his particular abilities, friends, opinions, postings, ...
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"If I am sure that communication, marketing and sales have to be revised with a new paradigm centered on the consumer and not on the company/brand/product, I am also convinced that the main lever of transformation is in the field of HR. Obviously, the role of HR is much more strategic and important that some of the actors think. The role of HR is key for many reasons:"
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Structures and coordination: the emergence of new activities in the field of marketing and communication entails changes in the organization with the creation of new positions (new medias, digital marketing,…) and with new close relations between these 2 departments and the need to develop new coordination modes for communicating
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Competencies: the way to connect to the consumers with digital marketing or to PR / blogs for communication requires defining new competencies. If a part of the job is the same, the core evolves. It is driven by the consumer centric approach. HR has the ability and the credibility to lead this definition of new competencies not only for marketing but also for sales.
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"Un forum autour des RH 2.0 soulevait récemment la question de « pourquoi laisser les employés auto-déclarer leur compétences dans le réseau social de l'entreprise? ». Cette question fait partie des quelques unes au cœur de la démarche d’entreprise 2.0 qui soulèvent de nombreuses interrogations. Elle traduit très concrètement la philosophie même du 2.0 et révèle aussi certaines craintes qui lui sont rattachées"
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Tout d’abord, un détour par la sémantique nous ferait plutôt utiliser le terme « savoir-faire » (ou « skills » en anglais) que « compétence ». Il est vrai que ce terme a une connotation très technique en RH qui peut porter à confusion
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il ne faut pas que ces dites « compétences » servent à l’évaluation directe des individus. Il est un moyen de distinguer ou d’identifier dans l’organisation des personnes pouvant répondre à des problématiques ou contribuer à la coproduction d’innovations
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"Présence sur Facebook et Twitter, lancement d’un réseau social d’entreprise au nom évocateur (Engage), blogs pour le DRH France et le DG du groupe… Les RH d’Alcatel-Lucent entament un gros virage 2.0. Julien Cotte, community manager HR chez Alcatel-Lucent, revient sur l’intérêt de ces développements."
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Dès janvier 2010, nous avons lancé un groupe de travail privé sur Facebook pour déterminer les objectifs 2010 de la DRH France. Les premières réflexions ont eu lieu sur Facebook, avant une rencontre physique
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En juin 2010, nous lançons un HRcamp en interne. Nous réunissons 25 à 30 personnes (managers, salariés, étudiants, RH) pour un brainstorming 2.0. Cela nous a permis de diffuser nos actions et de recueillir les attentes de nos managers et des salariés.
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"Les collaborateurs français seraient-ils les plus résistants aux-(nouvelles) technologies ou les moins bien informés des nouvelles pratiques de formation 2.0 ?"
"I'm happy to announce that we are undertaking a thorough, public trial of an alternative to the traditional performance review.
ratings pic.pptx.jpgDo you ever wonder if and how you could call a halt to your performance review process? Do you think traditional processes are marred by the distribution curve (and forced rankings), huge time investments and low impact on performance improvements? Maybe you agree that your processes have their faults, but you think that it's not sensible to abolish performance appraisals altogether or replace them with coaching sessions."
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o, what was the problem? In short, twice a year the model did exactly the opposite to what we wanted to accomplish. Instead of an inspiring discussion about how to enhance people's performance, the reviews caused disruptions, anxiety and de-motivated team members and managers. Also, even though our model was extremely lean and simple, the time investment was significant.
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We'll stop paying individual performance bonuses. Instead, we'll give everyone a salary bump (similar to Netflix's approach, paying top market salaries rather than bonuses).
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"Un peu pour le fun mais pas seulement cette petite matrice de positionnement (j’en ai d’autres en magasin…). Chaque projet RH 2.0 a son contexte et l’influence du DRH est majeure. Il conviendra de prendre en compte sa “position” pour adapter sur le fond et la forme son ambition et surtout son approche."
"Cette pesée des postes revient à formaliser : comment le travail s’appréhende, se structure et se valorise dans l’entreprise. Jon explique très bien comme la méthode Hays fonctionne (les autres comme TowersPerrin sont très proches au final).
Sa démonstration met en valeur que ces méthodes qui datent des années 50 ou 60 ne savent pas appréhender les transformations apportées par l’économie de la connaissance à l’heure de l’entreprise 2.0. Elles ont toutes une vision héritée de Taylor. La structure hiérarchique des organisations est le reflet d’une conception hiérarchisée des compétences et des responsabilités."
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1) ce n’est pas celui qui sait (”know-how”) qui fera (”problem solving”) ou qui sera responsable de sa mise en oeuvre (”accountability”)
2) la construction d’un savoir, l’application ou la responsabilité des mises en oeuvre sont collectives, protéiformes… imprévisibles !
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ant qu’une entreprise ne mettra pas à jour son système de pesée des postes à l’aune des nouveaux modes de travail, elle ne sera qu’un réacteur dont on a rénové des fonctions annexes sans toucher le coeur du réacteur.
"Pour ma part j’ai tenté de sensibiliser les RH sur la question de la e-réputation et plus particulièrement de la première étape d’une démarche de gestion de sa réputation en ligne à sa savoir la mise en place d’un système de veille des traces et conversations impactantes.
L’idée était de leur donner les clés et quelques outils gratuits afin qu’ils puissent commencer à se pencher sur la question et pratiquer par eux-même au sein de leur groupe petit à petit. "
"“La RH 2.0 est la mise en oeuvre d’usages nés du Web 2.0 pour mieux gérer la fonction RH et pour mieux exécuter les processus RH de recrutement, de développement et d’implication des talents qui composent une organisation.
Ces usages dits “2.0″ facilitent l’expression et la collaboration des acteurs de la RH (Collaborateurs, Candidats, Managers, Responsables RH) grâce à des outils 2.0 (Blog, Wiki, RSS, Réseau social,…) qui rendent interactif le système d’information RH (SIRH).”"
"Because I think no one really knows what a large-scale transition to social computing and collaboration as core work activities really means for today’s (and tomorrow’s) human resources professionals and the management processes and practices they design, implement, coach and manage.
I say that with full knowledge that the last two decades have seen a lot of talk and activity aimed at ‘modernizing’ human resources management practices. There have been regular clarion calls for major change, and waves of interest and activity aimed at transforming HR professionals to become (for example):
* business partners with line management
* proactive change agents
* coaches to managers and professionals
* enablers of change, as opposed to (more traditional) gatekeeper roles"
"Sourcing applicants from Twitter or LinkedIn or screening candidates through Facebook or MySpace may open employers to discrimination charges. "
* 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.
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- 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.
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).
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The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?
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Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.
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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.
Certainly Enterprise 2.0 is fundamentally about people, with in the short to medium-term one of the most obvious and powerful benefits being the ability to better attract, retain, and develop talented people. In addition, successful Web 2.0 initiatives in organizations are fundamentally about shifting attitudes and behaviors. Collaboration increasingly drives value creation in organizations, but for that technology is only an enabler. As such, HR will ideally play a central role in Web 2.0 initiatives.
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