• Times are changing. There’s no doubt about the fact that corps must change too, because employees (particularly younger ones) already did€¦And if you’re not able in your HR function to understand their moves and these new behaviors, you’ll be “out of the market” for them, leading you to fights, misunderstandings, and desertion. Human resources like stocks? No. But like assets, yes, and the ability to move with them empowers your role and the trust they’ll have, to drive their career (tip: zapping behavior is normal today, there’s no “career plans” anymore, in long term, by crisis and unknown situations). Even if you’re dealing with this, let’s consider it IN the corp, vs moves to competitors. Could you accept giving assets for nothing to competitors? No. Why would it be different with executives€¦?

    tags: humanresources, recruitment, socialnetworks, assets, humancapital, engagement, carreer, talents, talentmanagement

  • To maintain a grip on application and device security, enterprises will clearly have to work harder. Gartner, for example, predicts that by 2011, 10% of all information technology spending will reside with employees. Employees will acquire their own technology and use it for work purposes – especially in situations where no clear policy is set. Employees are also set to customize 90% of the technology they use at work by 2015.

    tags: technology, consumerapplications, P2P, customization, IT, ITdepartment

  • The social meme has now fallen prey to this and frankly it’s at serious risk of losing what makes it special, at least in terms of the modern 2.0 era. All of the new uses of « social » in the online world: Social media, social marketing, software software, social networking, and so on, can be — and often are — extremely potent new methods for creating value with human relationships over the network. They can represent truly important, even revolutionary, new changes in the way to we interact with each other in our lives and businesses.

    tags: social, socialmedia, socialnetwork, socialbusiness, networkeconomy, adoption, business, networks, socialnetworks, value, businessprocess, measurement, evaluation, metrics, organization, management

    • Claims that you can use a Twitter account to turn around your customer service are another. These things can certainly help make a business social, but they are just the means to a long journey; a new way of operating a business in a more open, emergent, and efficient way.
    • the network (the Web or enterprise or both) is about who is on it and how involved they are. Whether this is a customer community, an internal Enterprise 2.0 effort with blogs, wikis, or just a corporate social network, the transition to social business is about involving and engaging people far more than it is about picking a technology or building the infrastructure
    • I continue to see a lot of people using the nearest tool at hand, rather than the right tool for the job. The Web 2.0 era (the last five years or so) has shown that there where many important design patterns that were missing in the software models we used on our networks previously
    • But sitting back and waiting for the world to involve your business in what they do is just no longer an option.
    • Popular social channels and services are important but are the smaller part of the social business story.
    • « communities exist to serve the needs of their members » and themselves second if they intend to have a successful long-term relationship, as in most human relationships
    • Add a social dimension to your business processes.
    • If workers aren’t measured by how effective they are at creating value on the network, they will just focus on what they are measured on to get their recognition, raises, and promotions.
    • Don’t use online communities for distributing press releases, product literature, PR, or spokesperson canned messages
    • Censorship kills participation.
    • If you’re not sure where your organization ends and the network begins, you’re doing it right.
    • The basic rule: Everyone involved in a social relationship must get something out of it or there’s no reason for it. Being social for it’s own sake may generate downstream value accidentally but social businesses will often have a long list of intentional reasons they are being social.

Posted from Diigo. The rest of my favorite links are here.