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" Surtout, il apparaît que Deloitte accorde une certaine autonomie à ses employés, en faisant confiance à leur capacité jugement. En retour, les salariés semblent enclins à participer davantage au destin de l’entreprise. Ils n’hésitent ainsi pas à relayer vers l’extérieur leur sentiment positif vis-à-vis de l’extérieur."
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Quand la firme a mis en place un système de recommandation ou de proposition de candidature (récompensé par des cadeaux comme des tickets de concert, etc.), les employés n’ont pas hésité à faire la promotion du cadre et de l’entreprise dans laquelle il travaillait. On peut douter que dans certaines autres entreprises, moins portées par une culture plus participative, la sauce ait pris de la sorte.
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Aujourd’hui, près de 40% des nouveaux recrutements opérés par Deloitte Australie (1.500 par an) passent par le système de recommandation.
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"“La RH 2.0 est la mise en oeuvre d’usages nés du Web 2.0 pour mieux gérer la fonction RH et pour mieux exécuter les processus RH de recrutement, de développement et d’implication des talents qui composent une organisation.
Ces usages dits “2.0″ facilitent l’expression et la collaboration des acteurs de la RH (Collaborateurs, Candidats, Managers, Responsables RH) grâce à des outils 2.0 (Blog, Wiki, RSS, Réseau social,…) qui rendent interactif le système d’information RH (SIRH).”"
"Because I think no one really knows what a large-scale transition to social computing and collaboration as core work activities really means for today’s (and tomorrow’s) human resources professionals and the management processes and practices they design, implement, coach and manage.
I say that with full knowledge that the last two decades have seen a lot of talk and activity aimed at ‘modernizing’ human resources management practices. There have been regular clarion calls for major change, and waves of interest and activity aimed at transforming HR professionals to become (for example):
* business partners with line management
* proactive change agents
* coaches to managers and professionals
* enablers of change, as opposed to (more traditional) gatekeeper roles"
So think of the untapped potential opportunities for companies looking to source and attract talent. As social media is used inside the company to increase collaboration, communication and innovation, it's become important for recruiters to locate prospective employees who are also users of social media. Using Twitter can level the playing field so that smaller firms can find those people as effectively as the Fortune 500 do. And those companies who have turned toward Twitter have found it an efficient way to identify passive job candidates who might not be scanning job boards.
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Some companies are going beyond posting tweets about new positions to using the wisdom of the crowd to actually write a new job description
It's job hunting time for thousands of soon-to-be-graduates – and these members of Generation Y are proving to have some fairly specific approaches and preferences as they go about the search.
For those of you who are trying to entice them to your firm, here’s a quick overview of what they're looking for. And for those of you in the hunt, here’s a 30 point checklist to review as you look for that perfect job.
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.
Web 2.0 has changed the workplace considerably, so it’s no surprise that even the hiring process is evolving. There are now new tools and techniques when it comes to hiring, making the process easier and more convenient for both applicants and employers.
Voici 11 initiatives eRecrutement 2.0. Il y en a d’autres bien sûr, mais celles-ci ont déjà été mises en œuvre par des précurseurs. Elles devraient donner envie de passer au eRecrutement 2.0 pour mieux répondre aux objectifs de votre entreprise :
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