Premium Account Bertrand Duperrin

Member since May 05, 2008, follows 48 people, 2 public groups, 4794 public bookmarks (4822 total).

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Recent Bookmarks and Annotations

  • Create an enterprise front door for employees on Apr 21, 21
    • The enterprise front door adds value by providing a simple jumping-off point that users can confidently go to by default, knowing that they’ll be guided to take at least the right first click.

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  • The Problem Isn't the Employee, It's the System - Shep Hyken on Apr 21, 21
    • When there is a problem, even if it appears to be the employee’s fault, you need to understand why it happened. If it’s related to an employee’s attitude, that is a coachable moment
    • If it’s because the employee didn’t know what to do, then it’s simply a function of training, which is tied to your system or process.

    2 more annotations...

  • How to Do Hybrid Right on Apr 21, 21
    • By the middle of March, the majority of Fujitsu’s Japan-based employees—some 80,000—were working from home. And it didn’t take long for them to appreciate the advantages of their new flexibility. By May, according to a follow-up survey, only 15% of Fujitsu employees considered the office to be the best place to work. Some 30% said the best place was their homes, and the remaining 55% favored a mix of home and office—a hybrid model.

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  • Tony Hsieh en 5 leçons de management on Apr 21, 21
    • 1. Tout commence avec le service client.

      L’entreprise Zappos a bâti son succès sur un service client légendaire. Les employé·e·s de Zappos passaient des heures au téléphone (sans aucune limite de temps) avec les client·e·s, parfois pour parler de tout autre chose que des chaussures !

    • 2. Avec le sens de la débrouille et une gentillesse sans faille, vous irez loin.

      Toutes les personnes qui ont connu Hsieh personnellement soulignent ses grandes qualités humaines. Hsieh a eu beau faire des grandes études (il a étudié à Harvard), c’est surtout son sens de la débrouille et sa détermination qui ont fait la différence.

    3 more annotations...

  • Les grands projets sont-ils inévitablement voués à l'échec ? - HBR on Apr 21, 21
    • D’un côté, les Cassandre, sur-pessimistes, font la chronique d’une catastrophe annoncée qu’ils redoutent, avec leur biais connu pour le désespoir. De l’autre, les Pollyanna, sur-optimistes, promettent des dénouements heureux malgré les obstacles, avec leur biais avéré pour l’espoir
    • D’où l’importance de se munir d’outils de mesure en termes de retour sur investissement, comme les analyses avantages/coûts, et de réduire l’incidence des biais cognitifs

    2 more annotations...

  • La moitié des collaborateurs juge insuffisant l'accompagnement des managers pour la transformation (Human Transformation Index) - Info socialRH.fr on Apr 21, 21
    • Or la moitié des collaborateurs juge insuffisant l'accompagnement des managers par les RH en phase de transformation de l'organisation.
    • 60 % des collaborateurs estiment que les managers n'ont pas de temps dédié en période de transformation.
  • Télétravail : comment aider ses salarié.e.s à déconnecter ? on Apr 20, 21
    • elle ne prévoit pas d’obligation d’aboutir à un accord, ni de sanctions en cas de manquement. Ce sont aux employeur·e·s de mettre en place les dispositifs adéquats, mais aussi aux salarié·e·s de s’astreindre à respecter les règles.

    5 more annotations...

  • Leader agile : the Agile C-Suite - Cabinet Eveil Agile on Apr 20, 21
    • les auteurs soulignent entre autres le changement de posture (sortir du mode « commander & contrôler »)  et l’importance de la délégation pour permettre aux Leaders agile la bascule nécessaire et adresser l’éternel problématique  du « manque de temps »  :
      • Une forte reflexion stratégique : stratégie d’entreprise, portefeuille de projets / produits, roadmap agile
      •  
      • L’tilisation de l’agilité sur l’initiative stratégique majeure de l’entreprise avec la mise en place de 25 équipes agile (j’ai envie de dire « Seulement ?« )
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      • La creation d’un manifeste agile pour guider leur propre comportement
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      • La mise en place d’un Daily pour la leadership Team
  • What is digital employee experience (#DEX)? on Apr 19, 21
      • The digital employee experience provides firms with a range of benefits.

         
           
        • Holistic. DEX enables a cohesive perspective to be taken on the digital challenges (and opportunities!) for organisations.
        •  
        • Strategic. The big-picture view provided by DEX allows activities to be tackled that have a strategic impact on how organisations operate.
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        • Integrated. With the holistic and strategic view of DEX, it becomes possible to establish governance that lines up and coordinates the many digital activities that are planned or underway.
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        • Innovative. With the sense that the battle to deliver a great customer experience is winding down, digital employee experience provides a new way of standing out from competitors.
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        • Human. Staff members are clearly placed at the centre of the digital employee experience, which is where they belong!
      • The classic HR models of the employee journey can be used to put shape around this:

         
           
        1. Recruitment. Potential (and future) staff are assessing their experience from their very first point of contact with a business, before they even join the firm.
        2.  
        3. Onboarding. A crucial stage where staff are ideally helped through the complexities and uncertainties of a new organisation.
        4.  
        5. Progression. As they progress through their employment experience, employees should be supported and encouraged to take on new challenges and opportunities.
        6.  
        7. Departure. The final weeks and days of employment leave a lasting impression, which can strongly affect other current and prospective employees.

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  • Creating front-line leaders to solve problems at Nestlé - Planet Lean on Apr 19, 21
    • We saw it as an opportunity to clarify the problem-solving responsibilities of people at different levels of the organization and decided to run an experiment in our six factories.

       

    • . Our analysis revealed that a lot of our leaders were working on type 1 and type 2 problems (troubleshooting and gaps from standard), even though these should be a prerogative of the front line. This was keeping them away from the gemba

    4 more annotations...

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