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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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"In John Hopson’s article Behavioral Game Design he shares the basic ways people react to different patterns of rewards. He ends the article with this: “Each contingency is an arrangement of time, activity, and reward, and there are an infinite number of ways these elements can be combined to produce the pattern of activity you want from your players.”"
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Add a “date field” for the updated date. Display “recently updated profiles” list on the profiles dashboard.
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Add a “date field for the last viewed date. Display “recently viewed profiles” list on the profiles dashboard
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"Over the past few years, as organizations deploy social tools, expertise location has become one of the more common solutions associated with "Enterprise 2.0". The general assumption includes two primary ways of identifying "experts". The first method assumes that employee use of social tools (e.g., blogs, wikis, micro-blogging, communities) and social applications (e.g., ideation), enables their talent and business insight to be more visible and therefore more discoverable by co-workers. The second method revolves around the employee profile created as part of an enterprise social network site. It is assumed that employees will readily create and maintain rich profiles where they willingly share information about their job history, interests, hobbies, education, and areas of expertise."
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Below are some of the factors strategists should consider as they design and implement expertise location solutions.
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Scarcity: In many situations - "the expert" is already very busy and/or there are not enough experts to go around.
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SRI International based in Menlo Park, California, teamed up with military officers to build a new social analytics tool called iLink that generates models and helps streamline the process by which a specific expert in an online community can be found.
In simple terms, iLink is a machine learning-based system that models users and content in a social network and then points the user to relevant content.
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The iLink system had several goals, including real-time learning by matching queries and communities users; adapting to user demands and directions, providing accuracy in message targeting and routing and, finally, dynamic user profile correction based on community behaviours and identification of community experts.
The learning in iLink occurs by watching a natural social network, and selecting effective strategies that emerge from the system as the members try to solve problems. The system continuously monitors the real social network and it is capable of drafting from the social network's learning.
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The iLink software uses artificial intelligence software and message routing technology to help the system learn about the online participants and move specific questions to those who are best equipped to answer them. The SRI scientists basically build a profile of each person in the community and the iLink system starts to learn about the movement of information around the community.
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