Links for this week (weekly)

  • “In the recently published Work Media Roadmap, we identified one trend that is having the biggest impacts on business today, in the context of adopting social tools in general, and work media tools (enterprise social networks) specifically. I called this the 3D Workforce:”

    tags: humanresources management engagement remotework mobility worklifebalance

    • Workers are increasingly mobile, and their expectation is that they can and must work wherever they are.
    • Individuals and organizations increasingly do not recognize a clear break between work hours and leisure time, for better and for worse.
    • Work is commonly shared across geographically dispersed workers, different companies, a
    • People also timeshift across projects, making work discontinuous
    • There is also a fourth D: disengagement. There has been a strong increase in the proportion of workers that are disengaged in the past five years, perhaps doubling from 1 in 10 to 1 in five.
    • he team members who were not in the same location with their leaders were more engaged and committed — and rated the same leader higher — than team members sitting right nearby.
    • when workers are remote, the leader’s behaviors change, and that — Edinger thinks — makes all the difference.
    •  

      Leaders of virtual teams make a better use of tools.

    • Leaders of far-flung teams maximize the time their teams spend together.
    • So, letting people work remotely a very simple method to up engagement, and calls mostly for a change in managers’ thinking and time allocation

  • Overview

    Some 85% of American adults own a cell phone, and these mobile devices now play a central role in many aspects of their owners’ lives according to a new survey. For many cell owners, their phone is an essential utility that they check frequently, keep close at all times, and would have trouble functioning without:”

    tags: cellphones smartphones timemanagement

    • 67% of cell owners find themselves checking their phone for messages, alerts, or calls — even when they don’t notice their phone ringing or vibrating.
    • 44% of cell owners have slept with their phone next to their bed
      • 11% of cell owners say that they themselves sometimes worry that they are spending too much time with their phone
    • 39% of cell owners say that people they know have complained because they don’t respond promptly to phone calls or text messages.
    • There is pronounced social pressure for people to stay connected and respond quickly to the incoming blizzard of contact from others.
    • The challenge is for people to manage their time and their contacts in a way that gives them oases of peace and quiet, without being so disconnected that they miss out on important social moments.”
  • “As attractive as cloud environments can be, they also come with new types of risks. Executives are asking whether external providers can protect sensitive data and also ensure compliance with regulations about where certain data can be stored and who can access the data. CIOs and CROs are also asking whether building private clouds creates a single point of vulnerability by aggregating many different types of sensitive data onto a single platform.”

    tags: cloud risk security privatecloud publiccloud

    • Refusing to use cloud capabilities is not a viable option for most institutions. The combination of improved agility and a lower IT cost base is spurring large enterprises to launch concerted programs to use cloud environments. At the same time, departments, work groups, and individuals often take advantage of low-cost, easy-to-buy public-cloud services—even when corporate policies say they should not.
    • Regardless of any “no cloud” policy, the democratized nature of cloud purchasing reduces the middleman role played by traditional IT departments and makes central control difficult.
    •   

       Ironically, forbidding cloud offerings may lead to users subscribing to less secure solutions.

    • At some level, for the cloud, we are simply in the early days of contracting for enterprise-class services.
    • The current state of data fragmentation at many enterprises provides a peculiar kind of risk-management benefit. Dispersing sensitive customer data across many platforms means that a problem in one platform will affect only a subset of a company’s information.
    • Both public- and private-cloud solutions can provide data-protection advantages compared with traditional, subscale technology environments.
    • We believe that IT organizations must now adopt a business-focused risk-management approach that engages business leaders in making trade-offs between the economic gains that cloud solutions promise and the risks they entail.
    • The public cloud can be a good option for developing and testing software, since this usually does not involve sensitive data. Any workload that includes personally identifiable customer information will require careful consideration before it could be hosted in a public-cloud environment.
    • The risk-management methodology should address several elements, including transparency, risk appetite and strategy, risk-enabled business processes and decisions, risk organization and governance, and risk culture
    • A business-focused risk-management approach enables large institutions to strike the right balance between protecting data and taking advantage of more efficient and flexible technology environments.
  • C’est en offrant plus d’autonomie à ses collaborateurs que la société nantaise Chronoflex renoue avec la croissance.

    tags: casestudies management chronoflex hierarchy control controlloose humanresources transparency decisionmaking

    • L’entreprise part en effet du principe que chacun est autonome et responsable de ses actes et qu’il n’a pas besoin d’un manager pour mener à bien sa mission. Aujourd’hui, les salariés sont impliqués dans les décisions de l’entreprise
    • Cette nouvelle organisation s’est traduite par la mise en place d’une université permanente permettant à chacun de partager son savoir-faire et d’une dizaine d’ateliers de réflexion
    • Nous sommes également en train de refondre complètement la politique de rémunération et ce sont les collaborateurs qui la font évoluer »
    • Chacun peut accéder à tout type d’information que ce soit la demande de congés, le planning d’astreinte, les conventions collectives…» 
    • Sur le plan économique, nous sommes en progression. Nous allons également plus vite dans la prise de décision ». Et les indicateurs RH sont aussi au vert. « Le taux d’absentéisme a presque diminué de moitié. Et le turn-over baisse cette année ».
  • “With a huge and growing user base of nearly half of American adults, smartphones are now a core part of our daily lives. Evolving far beyond the email productivity tools pioneered by RIM in the early 2000s, iPhones and Android handsets now dominate the mobile landscape with industry-leading functionality and advanced ecosystems. The value proposition? That we’ll work and play faster, longer, better, and smarter. In fact, we found that over 40% of young business leaders ranked mobile as the most important technology to business in the twenty-first century (cloud computing came in second at 13%).”

    tags: mobile timewaste notifications smartphones productivity

    • First, we don’t remember anything anymore. Research shows that we’re increasingly outsourcing our personal memory banks to Google and other search engines, effectively wiping our own brains of easily accessible information.
    • Second, we waste time preserving optionality. As the global smartphone user base surpasses 1 billion, more of us are caught in a terrifying, mobile version of the responsiveness trap. As one young entrepreneur remarked, “It’s gotten so ridiculous…I spend more time trading Facebook messages about where to meet, who to invite, and what to talk about than actually sitting in meetings themselves.”
    • One consultant summed it up: “I’m now in a constant grey zone: Whatever I’m supposed to be doing next will change.”
    • Finally, we get stuck in the infinite notification loop. As we accumulate newer and more apps, the competition for our limited attention intensifies. As a result, developers are aggressively bombarding our screens with dozens of daily push notifications in the hope of pulling us back into their individual app.
    • As smartphone technology becomes increasingly sophisticated, we can’t fool ourselves into thinking that our lives will automatically benefit. Instead of passively falling into costly behavioral traps, actively manage your mobile matters. If you’re reading this, you probably own a smartphone. Now, ensure your smartphone doesn’t own you.

         

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  • ““Experts in business and government are always talking about economies of scale. They say that increasing the size of projects and institutions brings costs savings. But the “efficient,” when too large, isn’t so efficient. Size produces visible benefits but also hidden risks; it increases exposure to the probability of large losses.”

    On the other hand the “conventional wisdom” says that small is better when it comes to innovation and it also says that the more people are involved in the innovation process the better the result.”

    tags: scale organization networks economiesofscale innovation flexibility

    • Is that the time has come to restructure the large companies in small networks?

       

      Could we design small businesses at scale and with this leverage the results?

    • “The flexibility of small-scale infrastructure is attractive because it gives firms the ability to deploy investments gradually over time, which further reduces cost and risk
    • Keeping the smaller nuclear teams, there is a building team spirit, an innovative leadership and recognition that the effort has value and purpose.
    • He mentions Google, Facebook and Apple among the leading innovators that swear by the power of tiny teams
  • “La décision de mettre en place un réseau d’ambassadeurs est souvent portée par l’importance (réelle ou fantasmée) que peuvent présenter des collaborateurs “non RH” comme représentants de l’entreprise en tant qu’employeur. Ces ambassadeurs sont aujourd’hui parés de toutes les vertus : leur connaissance de la réalité business, leur liberté de ton, leur proximité en tant qu’anciens de l’école devraient assurément transformer toute entreprise à l’accompagnement RH médiocre en employeur de référence, et attirer ces candidats-futurs-top-talents tellement sollicités qu’on ne sait plus à quel saint 2.0 se vouer pour faire naître chez eux une infime pointe d’intérêt ?”

    tags: humanresources ambassadors employerbrand

    • L’ambassadeur doit avoir un lien suffisamment fort avec son entreprise
    • L’ambassadeur doit disposer de temps dédié à sa mission de VRP
    • L’ambassadeur doit être outillé
    • L’ambassadeur doit être récompensé
    • L’ambassadeur doit être rassuré
    • Les RH, recruteurs, campus managers, responsables de marque employeur, doivent continuer à entretenir des relations étroites, régulières avec leurs cibles de recrutement, car ils restent les garants de la promesse RH.
    • le rôle du RH est essentiel, qu’il s’agisse d’identifier les collaborateurs dont les compétences (connaissance de l’entreprise, aisance relationnelle, empathie, sympathie, …) en feront de bons candidats. Ou encore pour construire les outils d’aide, négocier avec les managers, définir les règles du jeu, choisir les récompenses,… A charge également au RH de s’assurer de la pérennité de ce réseau dans le temps : savoir assurer un vivier d’ambassadeurs pour remplacer ceux qui se lassent ou quittent l’entreprise
    • L’activité d’un réseau d’ambassadeurs ne peut faire l’économie d’une réflexion sur les opportunités que représentent les médias sociaux
    • Autant de promesses que les ambassadeurs peuvent tenir. Mais des conditions en interne sont indispensables, qui relèvent certes des RH mais aussi de la Direction générale, des managers. Les ambassadeurs ne seront jamais les alchimistes de la Marque Employeur.
  • “The use of “crowdsourcing” as a business concept can fairly be traced back to James Surowiecki’s groundbreaking 2005 book, The Wisdom of Crowds and Jeff Howe’s influential 2006 article in Wired Magazine: “The Rise of Crowdsourcing”.

    What is crowdsourcing? Briefly put, it is outsourcing of human power en masse. Putting the effort of many minds together, it has been shown, will yield a more powerful and more accurate result than even the best specialist minds working alone. Because it relies on cooperative effort, it caught on quickly and has been a tremendously successful model for non-profit and volunteer organizations.”

    tags: hr crowdsourcing talent reputation hiring values culture recognition collaboration benefits performancereview

    • Talent Searches: Networking and finding candidates via not only using social media, but using Recruitment 4.0 and Recruitment 5.0 techniques
    • Building and managing company reputation:
    • Crowdsourcing non-traditional labor: Hiring microworkers in lieu of hiring permanent employees may be an option your company is exploring. The non-traditional method of contracting microwork via the cloud is a significant change in business model for some organizations
    • Crowdsourcing performance reviews. The crowdsourced review has been a cutting edge practice in 2012, but we believe it will come into its own in 2013.
    • Refreshing and realigning core values: Periodically a company will refresh and realign its core values (or even its name). Rather than leaving this assessment to execs in the boardroom, consider getting a sense of what really matters in your company by asking your employees.
    • Culture management beyond the engagement survey: It is no secret that top consumer brands drive customer engagement through crowdsourcing. But those same principles can also be put to work within company walls. Instead of simply assessing engagement levels, invite employees to offer ideas
    • Social recognition or social collaboration: Tools for recognition (such as ours!) or tools for sharing ideas might be an option your company should consider
    • Crowdsource your benefits choices: An employee survey on benefits is a good way to ensure that at open enrollment time you’re providing options that your employees actually want
  • “I’ve noticed that many of the on-line conversations on organizational complexity tend to gravitate towards a discussion on the need for more empowered ways of working. At first sight, the two themes of empowerment and complexity seem to fit naturally together. After all, the former implies fewer formal controls, a shift towards more localized decision-making, and more direct cross-functional interactions. “

    tags: management empowerment complexity engagement selforganization

    • I think that it is important not to confuse the advocacy and adoption of a more empowering approach to management practice with an understanding of the underlying dynamics of organization.
    • self-organization is not a matter of management choice. It is a given
    • It occurs just as much in a so-called “command and control” regime as it does in one designed to facilitate widespread self-management.
    • one consequence of viewing organization in terms of the complex social processs of human interaction is a recognition that these dynamics are uavoidably ‘messy’ and political.
    • Thirdly, it is important to recognize that the formally stated aims, ambitions and values of empowered self-management reflect an idealized view of the desired working relationships. 
    • It is both mistaken and misleading to suggest that the adoption of the former will somehow reduce or overcome that complexity – however appealing such a thought might be to hard-pressed managers. It is arguably worse still to claim that the adoption of this – or any other ‘do this and you’ll get that’ prescription - will guarantee success and make the future more controllable.
  • “”Training is a funny thing,” James Sanders, Manager of Innovation at Deloitte Consulting, told me recently. “No matter how easy you make it to access, or how brilliant the learning programs are, training is simply not the first thing people think of doing when they have some free time. Let’s face it, for most people, on a typical Sunday morning, if given the choice between ‘Am I gonna watch ESPN, or am I gonna do some training?’ training will not win out.”

    And yet, by using gamification principles, Deloitte has seen use of its Deloitte Leadership Academy (DLA) training program increase. Participants, who are spending increased amounts of time on the site and completing programs in increasing numbers, show almost addictive behavior. Since the integration of gamification in to Deloitte Leadership Academy, there has been a 37 percent increase in the number of users returning to the site each week.

    tags: casestudies deloitte learning humanresources gamification training

    • DLA found that by embedding missions, badges, and leaderboards into a user-friendly platform alongside video lectures, in-depth courses, tests and quizzes, users have become engaged and more likely to complete the online training programs.
    • The content on the site falls into three categories: videos, “in-depth content,” and self-assessments
    • they are instructed how to personalize the site to their individual learning priorities
    • As learners complete each online learning program, they receive a badge to mark their achievement. Most of those badges are won upon completion of straightforward competencies, but some are ‘secret’ badges
    • Instead of displaying one standard list of the top ten scorers overall, each general “level” of user has its own top-ten leaderboard, so that each user’s competition for top-ten is limited to other users on that same level
    • Sanders says. “The same consistent top users, with astronomic scores, turn off everyone who knows they have no chance of beating them.” I
    • What are your business goals? Define the business problem that gamification is trying to address as clearly as possible.
    • Who is your audience? Will this be directed to internal employees or external stakeholders such as dealers or distributors
    • How will you track success? Have a plan in place for measuring the effectiveness of your gamification efforts. It’s not enough to capture data; you need to analyze it as well
  • “Un diagnostic juste” suppose une pensée capable de réunir et d’organiser les informations et connaissances dont nous disposons, mais qui sont compartimentées et dispersées.
    Une telle pensée doit être consciente de l’erreur de sous-estimer l’erreur dont le propre, comme a dit Descartes, est d’ignorer qu’elle est erreur. Elle doit être consciente de l’illusion de sous-estimer l’illusion. Erreur et illusion ont conduit les responsables politiques et militaires du destin de la France au désastre de 1940 ; elles ont conduit Staline à faire confiance à Hitler, qui faillit anéantir l’Union soviétique.”

    tags: eduction knowledge thinking complexity relevancy criticalthinking

    • L’erreur n’est pas seulement aveuglement sur les faits. Elle est dans une vision unilatérale et réductrice qui ne voit qu’un élément, un seul aspect d’une réalité en elle-même à la fois une et multiple, c’est-à-dire complexe.
    • Hélas. Notre enseignement qui nous fournit de si multiples connaissances n’enseigne en rien sur les problèmes fondamentaux de la connaissance qui sont les risques d’erreur et d’illusion, et il n’enseigne nullement les conditions d’une connaissance pertinente, qui est de pouvoir affronter la complexité des réalités.
    • Notre machine à fournir des connaissances, incapable de nous fournir la capacité de relier les connaissances, produit dans les esprits myopies, cécités. Paradoxalement l’amoncellement sans lien des connaissances produit une nouvelle et très docte ignorance chez les experts et spécialistes, prétendant éclairer les responsables politiques et sociaux
    • l’occasion d’une réforme de la connaissance et de la pensée par l’éducation publique est aujourd’hui présente.
    • Le recrutement de plus de 6000 enseignants doit permettre la formation de professeurs d’un type nouveau, aptes à traiter les problèmes fondamentaux et globaux ignorés de notre enseignement : les problèmes de la connaissance, l’identité et la condition humaines, l’ère planétaire, la compréhension humaine, l’affrontement des incertitudes, l’éthique.
    • Ainsi, nous pouvons voir déjà que la réforme de la connaissance et de la pensée est un préliminaire, nécessaire et non suffisant, à toute régénération et rénovation politiques, à toute nouvelle voie pour affronter les problèmes vitaux et mortels de notre époque.
  • “Lorsque vous créez une organisation, il est important de réfléchir à la structure qui servira au mieux vos objectifs (les objectifs de l’organisation). Cela peut paraitre paradoxal, mais nous créons des hiérarchies pour rendre notre vie plus facile et c’est grâce à cette hiérarchie que nous nous aimons plus ! “

    tags: hierarchy relationship organizationalcharts

    • Les structures hiérarchiques facilitent les relations, car elles sont facilement mémorisables, prévisibles et familières comme la relation « parent-enfant ». Les organisations désireuses de supprimer ou de réduire la hiérarchie, comme cela semble être la tendance, doivent être prêtes à la remplacer par quelque chose d’autre : Juste se débarrasser de l’organigramme peut créer des problèmes. Par contre nous avons besoin de plus de clarté dans la structure hiérarchique : pas de titre ronflant.
  • ” le monde, depuis cinquante ans, traverse une révolution comme l’humanité n’en a connu jusque-là que deux d’une telle ampleur. Avec un constat pareil, un autre que lui serait grognon et inquiet. Serres est un optimiste impénitent. L’avenir du nouveau monde appartient à Petite Poucette *, ainsi qu’il a baptisé l’archétype du “nouvel humain” encore en devenir, en référence à son usage du téléphone et de l’ordinateur. Et cette Petite Poucette-là, qui est sur le point de “prendre les commandes”, n’a pas fini de nous surprendre… “

    tags: crisis change finance society economy

    • Or notre monde traverse une phase de changements gigantesques. Comme on est obnubilé par l’économie, on ne pense la crise qu’en termes économiques, mais il y a tellement de choses plus importantes qui nous mettent en crise! Cette crise d’ailleurs, c’est principalement le malaise dans nos têtes devant les immenses changements qui sont à l’œuvre.
    • On sait qu’un tremblement de terre se passe en surface. Or la théorie des mouvements de plaques l’explique par des mouvements profonds
    • Nous sommes en dehors de l’ordinateur. Petite Poucette, elle, vit DANS l’ordinateur. Pour elle, l’ordinateur n’est pas un outil, mais fait partie de ses conditions de vie. Elle est sur Facebook, les réseaux sociaux, son téléphone est branché avec elle… 
    • Petite Poucette arrive à présent sur le marché du travail. Il y a des instits, des profs, Petites Poucettes d’aujourd’hui, et cette vague est en train de construire le nouveau monde
    • Petite Poucette est surinformée, elle sait beaucoup plus de choses que lorsque les journaux étaient florissants. L’université aussi est en crise. Comment enseigner aujourd’hui? À quoi servent les bibliothèques alors que j’ai tous les livres du monde chez moi? Voyez tout ce qui change! 
    • Nous sommes, en France, dans le pays le plus inquiet concernant les sujets scientifiques. Pourtant, on était un des pays les plus optimistes à cet égard au début du XX e siècle. Il
    • Maintenant, dans la troisième révolution, on bascule du stade imprimé au stade numérique. À chacune de ces trois révolutions correspondent les mêmes inquiétudes…
    • On s’aperçoit aujourd’hui que les neurones excités par le numérique, devant un ordinateur, ne sont pas les mêmes! Ce n’est pas seulement le monde, ce sont aussi nos têtes qui changent
    • Je ne parle pas souvent politique, mais là, pour une fois, je vais le faire. Petite Poucette a trouvé le sens réel du mot “maintenant”. Qu’est-ce que veut dire ce mot-là? Cela veut dire : “tenant en main”.
    • Aujourd’hui, il y a 3,75 milliards de personnes qui ont un portable avec Internet dedans et qui “tiennent en main le monde”.
    • Une nouvelle université. Il faut aussi construire une nouvelle chambre des députés, une nouvelle représentation politique, un nouveau droit.
    • Non, il n’y a pas de centre de décision. Mais quand on a inventé la démocratie, il n’y en avait pas non plus! On a simplement dit : on va donner un droit de vote à tout le monde.
    • Petite Poucette a 30 ans, et dans dix ans, elle prend le pouvoir. Dans dix ans, elle l’aura, et elle changera tout cela… Regardez le printemps arabe, le rôle des nouvelles technologies, le rôle des femmes alphabétisées dans ces pays, tout cela est déjà à l’œuvre.
    • Petite Poucette n’est pas générationnelle. Ce n’est pas l’héroïne de la rentrée, elle est historique. D’ailleurs, une part de la “crise” d’aujourd’hui vient aussi de cela, de la coexistence actuelle de deux types d’humains… Petite Poucette et ceux de l’ancien monde. Son temps à elle arrive.
  • “Want to be Head of Social Media for a brand you admire?

    Sorry.

    As time passes, that’s going to be increasingly unlikely to happen.

    Why’s that? Simple: In 2013, organizations will shift away from hiring “Global Director of Social Media”-like roles.”

    tags: socialmedia position roles

    • To be clear, the reason why we’ll see less Head of Social Media positions is because social media is becoming increasingly important, not less.
    • Increasingly, companies are figuring out that many departments and functions can benefit from social media, from product development to retail marketing to public relations, and more.
    • More “social-centric” roles will begin to show up in departments across the organizations, leading to an increasingly non-centralized approach to corporate social media usage.
    • These roles will also be responsible for coordinating across departments, serving as a referee between different parts of the organization
    • Once numerous departments start leveraging social media to better achieve their KPIs, they shouldn’t need long-term help from the global social media role. In fact, the better these Director of Social Media Excellence do in their roles, the quicker they’ll render themselves obsolete.
  • “Communities enable to engage with the company value chain at the „web point-of-sale“. When customers are in shop already, why not embrace their visions, views and emotions. Why not share those with your partners immediately? Why not display the employees’ authenticity, competence and transparency inside your websites?”

    tags: communication website communities competition commitment content context collaboration

    • 1. Competition: Communities are business catalysts
    • 2. Commitment: Communities are guestbooks
    • 3. Content: Communities are publishing houses
    • 4. Context: Communities are „consulting-on-demand“ touchpoints
    • 5. Collaboration: Communities are teamwork
  • “Everybody seems to “know” that the only way a worker can produce more and be more productive is by working longer hours or by working harder.

    This has lead to the view that the key management responsibility is for the performance of the people. This however is too narrow a definition. The way we should think today is that the key responsibility is for the application and performance of knowledge.”

    tags: productivity learning knowledgework knowledgeworkers industrialeconomy knowledgeeconomy

    •  

      The task today is asking: “if we did not do this already, would we go into it knowing what we know now and knowing what technologies and new tools have become available?” If the answer is no, the next question to ask is: “How could we plan abandonment rather than try to prolong the life of outdated practices”.

    • Learning that is not industrial in today’s sense of acquiring pre-set information, earning credentials or passing tests, but from the perspective that learning is the foundation for creative action.
    • Our present formal training systems offer a trade-off between different goods. They are neither designed for networked, life-long progression nor designed for situation specific just in time problem solving. Thirdly, they are not accessible for all learners at all times.
    • The competitive edge of learning comes from the ability to connect with new knowledge and skills as and when they are needed.
    • Learning then does not mean cumulative growth of knowledge but occurs as shifts in meaning and is simultaneously individual and social.
    • Productivity is not about doing more but about learning more.
  • tags: personalknowledgemanagement collaboration competencies skills learning sociallearning

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