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Over the years, we’ve succeeded in getting even some of the most skeptical middle managers on board the work flexibility train. But it requires a larger upfront commitment of resources (e.g. time, money, and people) than it takes to write a policy or rely on attrition. However, the return on that investment is a group of middle managers who not only accept work flexibility but understand how to use it as a powerful tool to run their business."
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Ask middle managers to help articulate the "why" or business case for work flexibility in your organization, and then let them participate in determining what that flexibility will look like.
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Allow middle managers to freely express the "prices" they fear they will pay, while also helping them to focus on the payoffs of work flexibility.
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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. "
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a peur est souvent le fruit d'une méconnaissance des réseaux sociaux et de leur environnement.
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"il n'est pas nécessaire d'être un expert des réseaux sociaux", car ce qu'on demande aux DRH n'est pas tant de jongler avec les différents réseaux sociaux que d'accompagner le changement à l'égard des collaborateurs
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"LE NUMERIQUE, MOTEUR DU CHANGEMENT
C'était le thème du colloque proposé par l'Institut Edgar Quinet qui s'est tenu au Sénat le 30 mars dernier. Après une ouverture du colloque faite par le sénateur David Assouline, j'ai assisté aux 2 premières tables rondes, la première évoquant le numérique comme moteur de l'économie et la deuxième les rapports sociaux à l'ère du numérique"
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la révolution du numérique ou comment le numérique révolutionne notre quotidien de salarié, de citoyen, de particulier...bref, le numérique apporte la nouvelle révolution industrielle.
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- Tradition et modernité. Etonnant mélange non? et pourtant, plein de bon sens. C'est Edwy Plenel qui lança ces 2 mots en expliquant qu'il faut toujours chercher la modernité mais en gardant le meilleur de la tradition.
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"On attend de lui qu’il soit un super héro, qu’il soit « ManagerMan » … or, bien souvent c’est le « principe de Peter » qui s’est mis en œuvre : on l’a accompagné à s’élever à son niveau d’incompétence, en le propulsant dans une position managériale sur la base de la son « expertise technique » reconnue. Noyé dans tous ces attendus, le manager n’a généralement pas perçu les changements qui se sont mis en place autour de lui"
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Le passage d’un management 100% hiérarchique à l’interférence avec un management transversal dans un univers devenu matriciel. Le passage de structures dans lesquelles il était un acteur, une courroie de distribution incontournable de l’information, à des structures progressivement articulées autour de réseaux sociaux internes, dans lesquelles il devient alors potentiellement un spectateur des flux de connaissances et informations.
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Dans ce cadre, l’innovation en RH prend tout son sens pour aider les managers à s’extraire du « Principe de Peter », à sortir de leur rôle de « courroie » de distribution, de gestion des activités et de reporting, pour entrer dans une nouvelle posture de manage
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" To transform organizations so that they are fit for human beings--more inspiring and engaging and yet just as disciplined and even more productive--we need to understand why promising ideas for improving management developed in the 20th Century--such as teams, empowerment, delayering or innovation--failed to become a permanent part of the standard management repertoire. "
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The firm's goal shifts from making money for shareholders to delighting the customer.
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"In fact studies suggest that the problem with French employees is less that they are work-shy, than that they are poorly managed. According to a report on national competitiveness by the World Economic Forum, the French rank and file has a much stronger work ethic than American, British or Dutch employees. They find great satisfaction in their work, but register profound discontent with the way their firms are run."
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Two-fifths of employees, according to a 2010 study by BVA, a polling firm, actively dislike their firm’s top managers.
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Whereas two-thirds of American, British and German employees say they have friendly relations with their line manager, fewer than a third of French workers say the same. Many employees, in short, agree with Ms Maier, who recommends that chief executives be guillotined to the tune of “La Carmagnole”, a revolutionary song.
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"I have been blogging quite substantially about Lean Management lately and I have noticed a common purpose with Agile methodologies (which get me blogging 4 years ago) and Enterprise 2.0 (which has kept my blogging busy for the last 2 years) : they all address complexity and permanent change, the key characteristics of our business world. This is one of the key ideas of the great book by Yves Caseau Processus & Entrerprise 2.0 [FR]."
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We use the latest technologies, we mention innovation in every other sentences and yet we lag behind manufacturing in terms of management innovation as they’ve successfully implemented Lean Management.
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Right now, your company has 21st-century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.
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"What would it look like if the social world of Web 2.0 collided with the corporate Intranet? What would happen if information was disseminated from outside in, instead of inside out; from the people working on the front line? This is precisely what an interesting experiment at global consulting firm Capgemini is revealing. Many of the company’s 110,000 people are based on site at client locations and it is here that ‘real-world’ challenges must be addressed. The IT consultants in particular, who form about half of the workforce, are in an environment where the information they use goes out of date very quickly"
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CTO Andy Mulholland says that it is contributing to the “collective consciousness of the 20,000 people who subscribe to Yammer internally.”
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Yammer is decentralising the information flow at Capgemini to create greater collaboration from the outside in. It is those consultants at ‘the edge’ who are posing the questions and using the technology. They’re encountering a lot more variability in what they’re being asked to do than perhaps those at the centre of the organisation. They’re using it as a service enabler; a tool to help them do more by tapping into a corporate knowledge bank in real time.
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"I was mulling over this when I was invited by Hindustan Times to speak at Dialogues on the topic: ‘Are employees invisible to the HR? Rethinking tomorrow’s organization!’
I could not disagree more, I thought. I strongly believe that employees can never be invisible to human resource professionals. They are, in fact, the very raison de être of HR.
But I also could not help thinking: Perhaps it is time for HR to become invisible."
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I believe that it is high time that line managers assumed responsibility for their team members to become the interface between the employee and the organization. HR, in turn, should step aside and wear the “invisibility cloak”.
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In other words, I am not suggesting that the HR become inconsequential. Instead, that is stands as a shadow, providing invisible support to the line manager.
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"With not a little pride, Procter & Gamble CEO Bob McDonald and Filippo Passerini, his CIO, told Fortune Brainstorm conference attendees that digital investment had successfully transformed their company's transparency and agility. New networks and innovative analytics gave top management greater visibility into Procter's people, processes, and anticipated profits. These technologies were making the world's biggest consumer products firm quicker, nimbler, and more responsive."
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The more just-in-time information top management could access, the more actively inclined they were to "help" their subordinates.
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"We have fewer top managers now," he said. P&G's CEO reduced his company's network-enabled propensity to meddle by cutting the number of top executives who could meddle
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"Le ministre de l'Industrie, Eric Besson, a annoncé le 19 juillet le lancement d'une étude sur le télétravail en entreprises par le cabinet de conseil Greenworking. L'occasion pour L'Usine Nouvelle de revenir avec Olivier Brun, fondateur et associé du cabinet, sur cette mission. "
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Le télétravail connaît aujourd’hui un fort essor sous l’impulsion de la génération Y, des 25-34 ans : ils souhaitent un meilleur équilibre avec leur vie personnelle, tout en prenant le risque que le professionnel empiète sur le personnel
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Mais le manager intermédiaire est le premier frein au télétravail. Un frein lié à une peur de l’abus, du litige et de ne plus pouvoir contrôler ses troupes. Le modèle managérial français est encore essentiellement basé sur le temps de travail et non sur le résultat, tandis que les anglo-saxons sont passés à un management par objectifs.
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"Here is a report addressing an interesting question. In December 2010, inlevel conducted a research on "Middle Management as Business Software Influencer." They start with an interesting point. Software tended to be sold to senior business management and CIOs. However, because of increased access to the Web, greater use of cloud applications and simpler applications, a growing number of software purchases do not require senior level support nor need to involve IT. So this study looked at the current role of middle managers in software purchases. They gathered responses from 210 middle managers across a variety of industries in the US."
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The research found that 42% of middle managers surveyed said they are actively engaged in the enterprise software selection process and 41% said no one a cared about their views.
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They want to talk with vendors about their offerings.
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"Le temps où les entreprises étaient installées sur des stratégies monolithiques basées sur le moyen et long terme, sur des compétences stables et des ressources structurellement identifiées est bien révolu. Aujourd’hui, le changement n’est plus une rupture par rapport à un mode de fonctionnement identifié mais c’est devenu un mode de fonctionnement en soi. Le nouveau modèle économique repose sur le concept même de changement : une transformation continue de l’organisation liée à des contextes mouvants."
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Pour ce faire, le DRH se doit d’innover et de faire sortir les décideurs de leur cadre rigide. Innover, c’est « introduire quelque chose de nouveau dans un domaine particulier »
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lus largement, le rôle de la DRH est de favoriser une culture d’Innovation et de changement dans les pratiques quotidiennes. Décloisonner et faire travailler ensemble les collaborateurs, tel est le levier pour instaurer une logique de Transformation continue. Mettre en place des communautés transverses intergénérationnelles mêlant les « séniors » et les populations issues de la « génération Y » ou des groupes de travail multiculturels afin d’appréhender au mieux la gestion du changement dans un environnement mondialisé, sont des moyens pour la DRH pour jouer un rôle clé comme acteur de la Transformation.
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En 2010, plus de 65 % des entreprises avaient déjà mis en place des logiciels qui facilitent la communication et la solidification des liens sociaux. Pour autant, cela ne veut pas dire qu’ils sont acceptés par les utilisateurs, rapporte Deloitte dans une étude sur l’utilité des logiciels sociaux en entreprise. "
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Qui précise qu'il faut du coup mettre en place des objectifs clairs dans la pratique et axer la stratégie sur les gains de productivité. Les entreprises doivent en effet bâtir une véritable stratégie d’utilisation et de traitement des données collectées.
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64 % des entreprises qui ont adopté ce type de logiciels connaissent des réticences de la part du management.
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"I’m beginning to wonder what function middle managers and line managers perform these days. Can these functions be replaced entirely by new Enterprise 2.0 roles and systems? Is something going to fall between the cracks in a rush to remove these roles? Is the traditional Middle Manager heading towards obsolescence? "
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Part of the problem is that while we move towards implementation of E2.0, and introduce change in roles that support it, we have yet to strongly define some of the job characteristics and functions
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Another crucial function of a line manager is in managing the team’s budget. While it may require input from their team, trying to manage a budget and make such decisions as a group often leads to disaster.
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"The technology revolution has brought us a lot—dramatic improvement in what we know about customers and how we interact with them, markedly better information for making decisions, the ability to work through virtual teams scattered around the globe. But its unseen legacy might be something much more fundamental: It has changed the very nature of how people work. One consequence seems clear: The classic job of the middle manager will soon disappear.
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Now technology itself has become the great general manager. It can monitor performance closely, provide instant feed back, even create reports and presentations. Moreover, skilled teams are increasingly self-managed. That leaves people with general management skills in a very vulnerable position. In the past their networks and abilities were built up in one company—but as tenure with a single company decreases, people lose the opportunity to develop deep knowledge that other firms might value. Plus, thanks to the internet and search engines, everyone now knows or can know something about everything. There is little competitive advantage in being a jack-of-all-trades when your main competitor might be Wikipedia.
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Attitudes toward management have also changed. As my research makes clear, Gen Y workers see no value in reporting to someone who simply keeps track of what they do, when much of that can be done by themselves, their peers, or a machine. What they do value is mentoring and coaching from someone they respect. Someone, in other words, who is a master—not a general manager.
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"Middle management is essentially the ones who might lose their job due to social media. The classic task of middle management is to manage and report to C level (or more in general: upper management) about a group of people. Since the group of people grew beyond manageable sizes they were split up in smaller groups managed by a middle manager (this is a very oversimplified presentation of the facts though)."
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Now with social media, the role of middle management as just people that manages a group of people is not something that adds value any more. Since their role was to keep thing scalable for upper management this need has disappeared with the emergence of social networks
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However it requires a change from command and control to a more free information flow where trust is an essential part of the relationship
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"Finding structural efficiencies by expanding spans of control has become a necessity in the current economic climate. However, the i4cp study shows that flattening organizational structure doesn't necessarily result in a competitive advantage. While there are advantages, organizational restructuring may lead to greater stress, disengagement and burnout among middle managers."
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Over 35% of managers in large companies already have 11 to 25 employees reporting to them, and 75% of companies expect those numbers to rise or remain the same in the future.
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Middle managers are often the hardest hit since expanding spans of control at multiple levels of the organization exponentially enlarges the number of people they are both directly and indirectly accountable for managing. Middle managers, the key players for successful strategy execution, "report dramatically lower levels of contentment than their more senior colleagues do, as well as less of a desire to stay with their current employers," according to a 2009 McKinsey report.
Ce sujet n'est pas neutre, ces managers vont être les principaux relais dans la mise en place de communautés ou de plateforme collaborative dans votre organisation. Les avoir contre vous, c'est la garantie de l'échec de votre projet. Maintenant, il ne faut pas se leurrer, dans une organisation collaborative, le rôle traditionnel de ce management va évoluer, il ne peut pas demeurer le même. Comme le disait Peter Drucker : "90% de ce que nous nommons le management consiste à compliquer le travail des collaborateurs. Dans un nouveau monde de management, je vois l'employé gérer sa charge de travail et demander un soutien à un coach quand il en a besoin". Ce n'est pas sans rappeler le fonctionnement d'une entreprise collaborative.
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