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Discriminatory Twist in Networking Sites Puts Recruiters in Peril
"Sourcing applicants from Twitter or LinkedIn or screening candidates through Facebook or MySpace may open employers to discrimination charges. "
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.
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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.
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).
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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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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.
Web 2.0 and human resources – who should drive Web 2.0 initiatives in the organization? - Trends in the Living Networks
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.
You 2.0 - How Web 2.0 empowers YOU: Talent Management 2.0: How HR can use Web 2.0 to attract and retain Talent
If you think about it, talent managment really starts from recruiting through on-boarding; and carries on until the employee is comfortable with the culture, is made to feel at home in the organization, and is equipped with the tools to be productive.
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The real work for HR really begins once the offer is accepted. Promises made during the interviews need to be fulfiled. Many times a company hires a person for a specific role but what really keeps that person in his chair is not merely the role he was hired for. For large companies, it is difficult for HR to provide every employee the attention they deserve. Therefore HR needs to consider providing 'self-service' tools and methods to retain employees.
To retain an employee it is important to provide him the right tools to be productive, and that includes providing the ability to quickly establish the social connections that he needs to be successful in job. We all know that work is really done through informal networks and with the tacit or unstructured type of work these days, structured tools and systems that exist in organizations today do not help. -
These methods can particularly be useful in tough times, i.e. when resolving issues at work. They can particularly prevent employees from leaving the company when they are not satisfied with their current roles by letting them search and apply for internal job postings.
Entreprise 2.0 : la collaboration comme élément moteur de l’innovation at Savoirs en réseau
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