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

Mar

2011

The social enterprise's Holy Grail: Gamification meets 'workstreaming'

"What if you could stop a technology project from becoming a complete disaster by pausing, rewinding and correcting the exact point where things ran amok? What if company interactions were totally transparent? And what if an enterprise could look across all of its workers to mix and match the best skills?

That’s the promise of “workstreaming,” a phrase coined by Salesforce.com Chief Scientist JP Rangaswami."

www.zdnet.com/...45707

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workstreaming gamification teambuilding socialnetworking badges patterns processes

“What does a newbie do in a game? He goes into a sandbox and gets inducted. He has to figure out how things work and the game controls. At a company this is purchase orders, how to hire and find resources,”
Workers will choose what tasks to get down and missions will be bottom up and collaborative.” Much of this approach will come with the generation changes. Your future employees are just a defend bunch.
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- As for team building, the old model was that someone told you what employees were on a team. In reality, workers pick people they want to work with. Same deal with a multiplayer game.
- Phase one: Collaboration platforms allow people to be recognized for things they’ve done. Say there’s a question that needs an answer. An employee points the other employee to a case history and a presentation.
- Phase two: Once ratings are established, a company can put in a rule. If you contribute you will get recognized. Badges are a possibility here.
- Phase three: These badges become assets needed to get the right to play the game of work. “You could say that you don’t have the right to participate in a project until you have three badges,
- Phase four: The ultimate comes when workers can trade skill shortages and credits. The organization can adjust skills and capabilities and has the analytics to see work develop.
- “It changes the negativity of the enterprise and avoids the blame culture. It’s harder to game the system if everything is transparent. it should be able to expose the truths about a company.”
- According to Rangaswami the future of work is more about monitoring patterns not processes. “We need to stop pretending the same things happen over and over,” said Rangaswami. “In knowledge work different things always happen and we spend time on exception handling thing that aren’t standardized. We need to lean back, see patterns and say ‘we’ve seen this movie before.

Feb

2011

Quand les réseaux sociaux servent à former des équipes de travail

"« Alors que de plus en plus d’entreprises incitent leurs employés à recommander des candidats dans leur programme de recrutement, l’intérêt de former des équipes en utilisant les réseaux sociaux est devenu évident», expliquent une équipe de chercheurs de Yahoo! et Google. Dans une étude, ils proposent donc une méthode pour identifier au sein d’un réseau les meilleurs éléments pouvant former une équipe regroupant les compétences nécessaires à la réalisation d’un projet donné. "

atelier.net/...vent-former-equipes-de-travail

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humanresources staffing competences socialnetworking socialnetworks teambuilding projectteams

Pour cela, ils se sont intéressés au graphique représentant un réseau social de professionnels. Dans celui-ci, chaque individu est un nœud du réseau et les connexions entre les nœuds du réseau représentent les liens entre les différents individus.
u. Les chercheurs ont ensuite développé un algorithme permettant de calculer la meilleure combinaison d’individus en fonction de critères prédéfinis (nombre de personne constituant l’équipe et compétences à réunir), le tout en assurant un maximum de cohésion dans l’équipe.
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- Les chercheurs reconnaissent cependant que leur solution est encore imparfaite pour deux raisons. La première, c’est qu’elle part du principe qu’un individu est soit compétent dans un domaine, soit incompétent, sans parvenir à prendre en compte un degré de connaissance plus subti
- Par ailleurs, la valeur d’une équipe dépend aussi d’éléments plus complexes comme le contexte culturel, la personnalité ou tout simplement la capacité de chacun à s’intégrer au sein d’une équipe.

Apr

2009

65 Things I Believe About HR

www.knowhr.com/...65-things-i-believe-about-hr

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management performance teambuilding leadership performancereview talents humanresources Humanresources

I believe employees want to do a good job.
I believe people do what they get rewarded to do.
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- I believe a good manager can make up for a lot of crappy policies.
- I believe crappy policies and crappy managers should be scrapped.
- I believe you can’t ask for commitment unless you give it first.
- I believe there are more hidden superstars out there than we think there are.
- I believe executives get isolated and lose track of what’s going on.
- I believe the way we do performance management is awful.
- I believe HR was asleep at the switch at some doomed financial services companies.
- I believe people will do a lot more when rules are eliminated.
- I believe anyone who subscribes to Theory X should never be in HR.
- I believe HR attracts an inordinate number of people who used to be hall monitors.
- I believe we have too many processes and not enough systems.
- I believe teambuilding should be an everyday thing, not done at retreats.
- I believe in the company making money.
  I believe in HR helping employees understand how.

Feb

2006

TROISIEME VOIE: Convergence, divergence et cohésion d'équipe

traverson.blogs.com/...convergence_div.html

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cohesion management teambuilding valeur networks change

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