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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)"
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- Providing access to an online knowledge base.
- Connecting to an internal social network to connect online & ask questions.
Two actions that can begin even before a formal offer is made:
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- Connect People
- Connect with Social Media (less hierarchical than other forms of communication).
- Start the process as early as possible
Good practices can be summed up with three key lessons, I later wrote in new hire emergent practices:
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"Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.”"
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New employees enter into an organization with two things in mind. First, they want to perform well in the eyes
of those who have made the hire in the first place. -
Second, the new employee yearns to do well for himself. He also has made a decision, in this case accepting the job offer. It’s important for this new employee to do well in his own eyes. No one wants a sketchy past of poor career decision
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"HR departments are familiar with using LinkedIn, Twitter and external social networks for leveraging talent, but what benefits can they get from using an internal social network at work? I joined the HR department at TIBCO® over a year ago, around the same time we were starting to use our internal social network tibbr®. Since then, I’ve become quite a power user. Why? Here are my top five reasons (in no particular order):"
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Our staffing team started using tibbr to post job openings within the company. Employees would subscribe to an “HR Recruiting” subject to hear about the latest positions. We also created private subjects for collaborating with hiring managers and teams to find the specific talent they need.
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tibbr made it easy to gather information about our competitors’ talent strongholds in the market and learn about pending layoffs and rising talent. With such information transparency, we don’t miss out on key talent to hire.
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"there are many reasons why a virtual team can fail. What can you do to ensure that your team succeeds?"
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1. Square pegs in round holes. Let’s face it: Not everyone is cut out to be a virtual worker. Not everyone has the personality to work completely alone, apart from the team, nor has the ability to be focused and motivated to do work without the looming presence of a manager over one’s shoulder
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2. Lack of a clear process. A successful virtual team relies on a defined vision for desired outcomes and a careful breakdown of how it can accomplish those goals. In some ways, virtual work processes may need to be more rigid than those for co-located teams, with specific systems in place to cover time tracking, milestones, check-ins and knowledge sharing.
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" Over the next 20 years, nearly 80 million people will retire; that’s nearly 10,000 baby boomers a day. This trend will likely lead to significant generational shifts in the workforce, and the potential for a tremendous loss in intellectual capital as senior staff depart. The trend will also challenge organizations to more rapidly on-board new hires. ESS, alongside an effective change management program, can help an organization address these knowledge transfer needs."
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We need to create opportunities for people to connect, share, learn and collaborate as a natural way of working rather than repeating the “knowledge capture” mistakes of the past. That’s where ESS offers tremendous potential. By making work more observable and participation more visible, “knowledge transfer” becomes something that occurs as people interact and build relationships.
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With ESS, we can create a community and social networking site where employees can connect with each other in ways similar to consumer sites. However, within the enterprise, this interaction is more aligned with employee needs and interests. An enterprise collaboration platform should make it easier to: find subject matter experts (social profiles), add them to your network (social graph), follow their work (activity streams), and converse with them (microblogging).
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"Les dernières stats dont je dispose sur facebook font état de 55 minutes par jour et par utilisateur en moyenne. Vu la poursuite de la progression du réseau social numéro un et le fait qu'il ait dépassé les sites Google en temps passé aux US, ce chiffre est probablement plus grand maintenant.
Considérons dans un second temps les 3h quotidiennes en moyenne passées devant la télévision.
Je suis convaincu que certains vont sur Facebook en regardant la TV, ou regardent la boite à Hertz en discutant sur Facebook de l'autre, on ne peut donc additionner ces temps de cerveau disponible."
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- intégrer les jeunes pousses
- comprendre les comportements
- motiver les individus et les communautés
- gérer les chocs générationnels, des baby-boomers à la génération Y - vous connaissez Benjamin, monsieur le DG hein ?
- informer à l'extérieur des besoins en recrutement, avec une stratégie de marque employeur si le DRH est visionnaire ou contraint par la pénurie.
- optimiser le dialogue social.
- être la voix de la direction auprès des salariés ET être la voix des salariés auprès de la direction.
- communiquer aux salariés ce que font ou disent ceux que personne n'écoute, c'est à dire tous les autres - je suis très fier de cette définition de la communication interne.
Un DRH digne du nom de Directeur des Relations Humaines (notez bien le moyen terme) se doit de comprendre la sociologie comportementale de toutes les générations présentes sur le marché du travail et dans son entreprise afin dans le désordre de :
- intégrer les jeunes pousses
"Overview: Launching and getting up and running is only half the battle when it comes to CoPs. CoP pundits are constantly advocating new social technologies, new processes, and new metrics. But for a CoP (and its members) to thrive requires embracing a few simple organizational change ideas, and making them concrete, authentic, and fun. The “Sustainable Communities Critical Success Factors” do just that. A sustainable Community of Practice (CoP) demonstrates measurable value to both the organization and CoP participants contributing relevant knowledge, and nourishing lasting and productive relationships. Any CoP, by definition, convenes to cross organizational boundaries, to build a shared body of knowledge, and to network. But a sustainable CoP comes together with a shared sense of passion and applies that to practical outputs. While most COPs fade, sustainable CoPs endure:
* Members express a spirit of volunteerism that beyond their personal objectives and “WIIFM”;
* CoP “working groups” generate relevant products that integrate diverse insights; and
* CoP outcomes show up in corporate metrics, and, ultimately CoP ideas influence corporate planning. "
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1. Regular Real-time Meeting
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""Onboarding isn't just an HR exercise, it's a business imperative," says Justin Bourke, research associate with Aberdeen and co-author of the report, noting that the initial experiences of new employees have a direct impact on the productivity and profitability of an organization, which makes it an opportunity for technology to wow them over. "
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And social networking was the reason why I couldn't wait to finish my thesis and join IBM, because I'd been engaged and energized by the stories of other people throughout the organization."
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also suggests a buddy system, where an assigned network buddy can reach out through the social network to help the new hire learn what to expect, creating a more comfortable, less intimidating experience.
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Look at “understand the job” and see how much of a challenge that could be in today’s workplace. What do you do when everyone’s job is unique? The learning professional must be in constant contact with the realities of the everyone’s work. Interventions and support will likely be incremental, addressing changing circumstances, but using multipurpose platforms for information and knowledge-sharing. Understanding work needs good two-way communications.
Talent Intelligence Onboarding Areas
The following is a short list of areas for which managers interested in performance should take responsibility and for which they should make use of intelligence that is gained:
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Accelerating time to productivity
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Continuous recruiting
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