Bertrand Duperrin's Library tagged remotework →  View Popular, Search in Google

"En cette rentrée, une interrogation de fond émerge des yoyos économiques et politiques européens et des révolutions arabes aussi improbables que bien réelles. Cette interrogation peut se formuler de la manière suivante : la problématique de l’accès au savoir est totalement bouleversée. 95% de l’information est disponible en accès libre. Elle est disponible de partout et en temps réel. Les outils et la technologie la rendent parfaitement mobile. La vitesse d’échange ne laisse plus forcément le temps du recul et de l’assimilation. La difficulté n’est plus l’obtention de l’information, mais le discernement de l’information utile, voire de l’information vraie."

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"Teams that are geographically-dispersed, or virtual, have now been used and studied for more than three decades — yet we all still wrestle with how to get them right. Managers frequently ask for best practices for managing their global teams, and recently we've noticed some common themes. Here are the three questions that keep coming up again and again, and what the research tells us about how to address them:"

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"Most employers still tell their employees when to come to work, when to leave, and how they're expected to work when they're there. Why not measure employees by the value they create, rather than by the number of hours they sit at a desk?

Too many companies continue to operate by the premise that their employees can't be fully trusted, and so treat them as children, who must be continuously monitored. "

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"Certaines entreprises songent à limiter l’accès de leurs collaborateurs à internet ou aux médias sociaux, estimant qu’ils affectent leur productivité. Cela pourrait bien s’avérer... contre-productif, à en juger par cette étude décoiffante du géant américain Cisco.

À l’en croire, plus question de recruter de jeunes talents sans leur laisser une liberté totale en la matière."

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"Dans le monde des technologies de l'information, il n'existe peut-être pas de terme aussi galvaudé que celui de "collaboratif". L'information doit nécessairement être (sous contrôle évidemment ) communiquée, diffusée, mise et traitée en commun, partagée tout au long de son cycle de vie. Elle doit pouvoir être traitée par plusieurs personnes interagissant chacun selon son rôle et ses compétences dans un objectif fixé. C'est sa capacité à circuler (rapidement et aisément) qui confère à l'information sa pertinence et son efficacité. Aussi, par définition, peut-on dire que tout système d'information vise à la collaboration. "

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But one of the biggest transformations IBM went through is less about computers and more about culture. Over the last decade and a half, the company has realigned its HR practices and strategies to move away from the analog ways of the past and to embrace a variety of 21st century approaches, including some highly unconventional ones.

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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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"Travailler n’importe quand, n’importe où, pour une meilleure gestion du temps et un plus grand équilibre entre vie professionnelle et vie privée ? C’est le pari du « New World of Work », un modèle qui bouleverse l'équilibre des relations au travail. Et qui annonce le job 2.0 : ultra-flexible, sans bureau, dans une entreprise collaborative."

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"Il y a presque 40 ans, le télétravail semblait sur le point de devenir la norme. C’est toujours le cas aujourd’hui. Pourquoi cette révolution est-elle si lente – et à quoi ressemblera le monde du travail de demain si elle finit effectivement par aboutir?"

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"For centuries, managers have “managed by presence”: you need to be where the work is to make sure those darned employees are doing it. This has never worked particularly well, but in an age where 80% of managers have remote employees who don’t work where they do it’s just plain futile. But how do managers back off and learn to manage less by presence than by results?"

management presence remotework

Management experts have long predicted the demise of the standard 9-to-5 workday. Thanks to internet and mobile technology, we can now work where and when we want, they argue. So, why are so many people still sticking to those traditional hours, or more likely an extended version of them? The reality is that while flexible work arrangements have become more popular, few companies have an official policy or program.

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"Luis Suarez has a dream, and it’s one that many of us with our overloaded inboxes could well buy in to — a world without e-mail.

In fact, it could be argued that Suarez is living the dream. In less than three years, he’s been able to reduce 90% of his incoming e-mail by communicating through social software, and he works full-time for IBM while living in the Canary Islands. The last six years of his 13-year IBM career have been spent working remotely from Gran Canaria, a place which he describes as “a paradise island,” and not just because his boss is 6,000 kilometers away."

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"According to research shared on the UK-based Psyblog, there are three main reasons teams don’t share information. Four, if you count “I hate you and want you to crash and burn” but we won’t go there today."

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Workers of the world, go remote!

During this time of economic crisis and reinvention of global capitalism, one of the things crying out for reinvention is the rigid workplace of the last century. It is amazing in the digital age that most work is still associated with industrial age work rhythms and the symbolic chains that tie workers, knowledge and otherwise, to fixed locations. Flexible workplaces with flexible hours and days are long in coming.

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