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"I recently read that intranets (think also online workspaces, online communities etc…) are like cocktail parties. You arrive and case the room to see who else is there and where the action is. You decide pretty quickly whether you’ll be staying awhile, and will be in for a great night. Or, if it’s a quiet affair – missing the big personalities, the ambience and the buzz – you’ll stay for just a drink or two before heading off to find the action elsewhere.
This analogy worked for me. These days you need only look at an intranet homepage to decide if it’s the ‘stick around and enjoy’ version of the cocktail party. Or not. Is there a home page activity stream full of comments from a wide range of people on what matters most? Can the activity stream be personalised, to feature what matters most to you? Are the news articles, event listings, and communities fresh and brimming with comments, ‘likes’ and other signs of strong participation? Is there a people directory, where a quick search will unveil expertise, past projects and current clients of colleagues across the entire organisation?"
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1. With all my existing subscriptions, feeds and activity steams to track, an internal network is just yet another channel to monitor. Too much!
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With the right filters in place, your homepage intranet activity stream should evolve into your best activity stream, providing you with the most relevant and important insights more effectively than ever.
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Les baromètres que nous réalisons dans les groupes internationaux d’origine française révèlent que les salariés allemands ou anglo-saxons sont très critiques à l’égard des modes de management hexagonaux. Ils sont désarçonnés par le manque de concertation et reprochent aux managers français de ne pas se soucier suffisamment du terrain
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la distance psychologique entre le top management et les salariés est plus grande en France qu’ailleurs
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What is interesting, however, is the fairly low estimates of actual adoption by Forrester, citing that only 12 percent of information workers are provided with enterprise social collaboration software, while just 8 percent of them use it once a week. This is one of the lowest estimates I’ve seen, especially given that Forrester has previously reported here on ZDNet that nearly a third, or 29%, of enterprise workers are using social tools this year.
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- L&D is too slow to respond to their needs
- courses are not the most appropriate way to solve their problems
- they don’t want to have to leave the workflow for the solution
- e-learning frequently annoys adult learners as it treats them like idiots
- and they don’t want to have Big Brother breathing down their necks monitoring and tracking their every move.
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An approach that is NOT about designing and delivering courses, but is about working with individuals and teams at the grass roots to both encourage and support continuous learning practices as well as to identify more appropriate solutions to business and performance problems through non-training interventions.
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Since we have to reward people within a reasonable timeframe, many incentives tend to focus on short-term measures
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New research just released by Capgemini/MIT reveals that two-thirds of global enterprise companies are failing to evolve into digital enterprises. According to the report, people and culture are the biggest barriers to digital transformation.
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La place du HR Community Manager se situe dans l'accompagnement des équipes, le fait de s'assurer que les messages ou décisions prises sont bien comprises, de proposer la création ou l'officialisation de communautés internes à la RH pour favoriser le travail en équipe, en projet...
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toute l'équipe RH se doit d'être ambassadeur de la marque RH en interne. Le HR Community Manager est là pour les accompagner, pour renforcer certains messages, pour diffuser l'offre de service RH auprès des équipes RH et auprès des clients internes de la RH, pour faire connaître toutes les actions menées par la DRH.
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Solving the ‘what’s in it for me’ problem remains one of the biggest barriers to success. 80%+ of people turn up to work to get things done for a fair wage and then get on with their lives
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The position I’ve argued that content without context in process is meaningless still holds true. Virtually all solutions I see are detached from the process issue.
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Est-ce à dire qu’une communauté est gérée, ou plutôt gouvernée différemment qu’un département, pour prendre un exemple ? Doit-on alors envisager de créer de nouvelles fonctions de community manager ou d’élargir le nombre de rôles managériaux génériques ? Je pencherai plutôt pour la deuxième solution et j’irai plus loin en disant qu’un talent d’animateur de communauté est nécessaire à quiconque veut prospérer dans une entreprise moderne (par opposition à entreprise industrielle).
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Alors, chacun manager ? Non. Mais chacun responsable de l’animation et du management, à son niveau, de l’organisation pour laquelle il travaille, oui. C’est d’ailleurs ce que nous faisons dans le web 2.0, où nous transmettons et participons.
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Managing those submissions in an effective manner is, of course, another challenge altogether. And the biggest struggle for companies that dip their toes in crowdsourced water is to shift from having a reactive culture to one that's proactive. There's a delicate balance between encouraging participation and maintaining clarity of overall business objectives.
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Another challenge for anyone entering the co-creation/crowdsourcing arena is how to compensate people fairly for their ideas.
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Indeed, like SOA, E2.0 derives the bulk of its value as a function of its success in doing just that. For that reason, and again like SOA, it is supremely sensitive to the vagaries of the true enterprise economy. Sensitive in a way, and to a degree, that a meme with a smaller scope (”let’s do CRM for the sales guys” defines a very small subset of the overall enterprise economy) is not. This is the truth that underlies all of the various discussions of “top down vs. bottom up”, “executive sponsorship” and whatnot.
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If you think that ROI is a matter of getting some numbers into an Excel spreadsheet, then you are probably building a house on a foundation of economic quicksand. It will likely sink, and that would be unfortunate.
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Dawson says it's important for CIOs trying to come to terms with Enterprise 2.0 to realize it is less about a collection of new technologies and much more about shifting organizations into the next phase of work.
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That means the organization needs an architectural view in terms of how these essentially participatory bits of technologies are to be aggregated into things that will be of value to the organization.
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- Individuals in organizations experiencing the "marked indifference to people" would have no incentive to adopt Web 2.0 tools. The benefits would escape them and the dangers would grab their attention. Their experiences would have them knowing:
- to not expect to be valued for what they know
- to not get cared for in ways that support them knowing more
- to not share what they know with those who can use it against them
- to not care about knowing more that could jeopardize their fit within the indifferent system
Le Web 2.0 accélère le processus décisionnel. Mais les effets varient d'une entreprise à l'autre : ce n'est pas une question d'outils mais d'individus.
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