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Bill Kutik on HR Collaboration Options <span class= »« > – Annotated
« The Human Resources world is the €˜Rodney Dangerfield€˜ of the executive suite, says Bill, and doesn’t get enough respect€¦partially because HR gets caught up in the important but time consuming world of enforcing compliance at City, State and country levels. While the CFO’s team keeps the financial records straight, HR has responsibilities for all other aspects of staying on the right side of the law. »
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HR gets a lot more respect for thinking strategically around key advantages such as €˜how do we use our people to attain the strategic objectives of the company?€˜ and this is made possible with modern Talent Management Suite applications
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In order to manage talent holistically these tools, if used, will help to diminish conflicts between HR, IT and Line of Business.
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he plethora of online options for interacting and collaborating more effectively may be in place, but this doesn’t mean the professionals in the space, in this case buried in compliance requirements, are going to understand the value of investing time and money in them within their business context.
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Is Enterprise 2.0 the neuro-organization? | <span class= »« > – Annotated
« Parallels with todays corporation? The neo-limbic looks like the corporate culture and the processes, whether they are explicit or implicit. The PFC looks like the collaborative and collective potential €“ when there’s a whole world of talents and knowledge to mine and the power of connections to leverage. The former runs our organizations, the latter may have hints for innovating and solving pervasive issues €“ though not fully sure how to use it, not sure where it will lead. »
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Back to our comparison, a conjecture would be that the enterprise has to get ready to welcome what may come from collaboration initiatives, and get the most of it. That is, without planning ahead what the result should be, or how it should work. Just wait and see. And, it has to feed it with real and serious problems.
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? Probably one very important ingredient is a culture of change. Because whatever situation you address, there will always be a new and more complex one coming. The power of connected people needs to be tapped, but not tamed: new forms of collaboration, new forms of collective intelligence have to be fed with new issues.
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The corporation does not age, but it can eventually die. It may become rigid, make errors in terms of adaptation, and then collapse €“ most corporations expire before they reach 40 years old[ii]. And in these times where everything accelerates, it is more than urgent to cultivate adaptability, even if it means welcoming uncertainty as a resource.
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The world of web 3.0 and the changing role of HR
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EyeforTravel: Understanding the Top 5 Travel Distribution Trends <span class= »« > – Annotated
« Where is the travel sector headed? Which areas of distribution are going to see maximum growth? How is the whole travel planning, booking and in-destination process changing for the travellers? What is the role of technology and gadgets for additional sales channels and driving customer loyalty in the time to come?
Susan Black (pictured), Co-Founder at The Black & Wright Group «-
Ypartnership stated that mobile devices are destined to play an
increasingly important role in the distribution and sale of travel services
in years ahead -
The
industry believes that the obvious next big thing will be in the mobile
space, going from where we’re at now €“which is largely access and research
€“ to a full-service booking path available directly from your device -
We can’t ignore the size of social media,
and its potential to help users engage with our brands, but it needs to
be seen differently to the more transaction focused marketing channels
€“ it’s a dialogue, not a broadcast. -
For
her part, Susan social media platforms are indeed very legitimate channels
for travel companies €“ but €“ many travel companies are going headfirst
into these channels without a developed strategy; without specific plans
to measure what matters to them, based on the strategic goals; without
sustainable tactics; underestimating the bandwidth, expertise, and cost
associated with maintaining a robust social media presence; and finally,
without a true sense of dialogue, that is the very essence of this channel. -
Social
media as an effective customer service and sales platform has yet to be
proven, because it is still in its infanc
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Mining social networks: Untangling the social web <span class= »« > – Annotated
« Companies can spot these influencers, and work out all sorts of other things about their customers, by crunching vast quantities of calling data with sophisticated “network analysis” software. Instead of looking at the call records of a single customer at a time, it looks at customers within the context of their social network. The ability to retain customers is particularly important in hyper-competitive markets, «
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IBM, the supplier of the system used by Bharti Airtel, says its annual sales of such software, now growing at double-digit rates, will exceed $15 billion by 2015
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Ellen Joyner of SAS, an analytics firm based in Cary, North Carolina, notes that more and more financial firms are using the software to uncover fraud. The latest version of SAS’s software identifies risky borrowers by examining their social networks and Internal Revenue Service records, she says.
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The police department of Richmond, Virginia, has pioneered the use of network-analysis software to predict crimes.
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Network analysis also has a useful role to play in counterterrorism. Terror groups are often decentralised, so mapping their social networks is akin to deciphering “a big spaghetti picture”, says Roy Lindelauf of the Royal Dutch Defence Academy, who develops software for intelligence agencies in the Netherlands
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The capture of Saddam Hussein in 2003 was due in large part to the mapping of the social networks of his former chauffeurs, according to Bob Griffin, the chief executive of i2, a British firm which developed the software used in the manhunt.
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Diplomatic services can use this information to help ideas spread. Brian Uzzi of Northwestern University in Evanston, Illinois, who advises intelligence agencies on democracy-promotion analytics, says diplomatic services are mapping the “tipping point” when ideas go mainstream in spite of government repression.
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Grandeurs intangibles, mesures qualitatives
« Ce dossier est une forme d’introduction à la thématique.
Au programme pour cette première version :
– Mesure des intangibles
– Exemple de mesures qualitatives » -
Les talents français moins intéressés par la formation 2.0 que les autres ?
« Les collaborateurs français seraient-ils les plus résistants aux-(nouvelles) technologies ou les moins bien informés des nouvelles pratiques de formation 2.0 ? »
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The Business Case for Enterprise Social Bookmarking: $4.6 Million a Year in Cost Savings! <span class= »« > – Annotated
« Not sure what you would think, but I strongly believe that social bookmarking and social tagging are still an important and rather critical part of a successful Enterprise 2.0 adoption strategy. I would even go one step further and state that social bookmarking / tagging are probably essential key elements behind the social computing philosophy altogether. Yet, it’s interesting to see how they both keep getting neglected time and time again, when they are just so critical. I mean, can you imagine €¦ having your business put together and create a massive index of must-have links with annotations and tags across the board that would help you re-find content much much easier than through just the traditional taxonomies? No, neither could I. »
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Over the last few years we have been using Lotus Connections’ Dogear (Now renamed as Bookmarks), where we have been storing over 1 million public bookmarks (Over 640k of them unique!), and with over 2.7 million tags (Over 177k of them unique as well!) of annotated content that we have bumped into out there on our Intranet, as well as externally. That’s just not too bad, is it? Well, it gets better€¦
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Not only did the perception, from knowledge workers, of the corporate search engine changed dramatically, but it also managed to save IBM $4.6 million a year in cost savings and productivity gain.
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A World Without E-mail: One Man’s Vision of a Social Workplace <span class= »« > – Annotated
« 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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“As a remote employee, I’m wanted to prove to everyone that I could keep working for the company without using e-mail, relying almost €¦ exclusively on social software tools to communicate daily with my team members.”
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This is his proof, he says. The numbers show that social software isn’t about adding more work and stress, but looking for smarter ways to get the job done.
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1. Don’t Reply
If you want to stop receiving so much e-mail, the number one rule is don’t reply to it. The more you reply, the more you will get bac
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2. Study Your Inbox
Next, study your inbox. Evaluate the kind of personal interactions that are taking place there. For example, you may find out that you subscribe to a hundred newsletters and you don’t read any of them
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3. Tackle One Area a Week
After you’ve evaluated you intake, slowly move one of those groups away from your inbox. Don’t try to cover them all in one go, because it will be too much.
One week, unsubscribe from newsletters and try and find alternative sources such as a feed reader or relevant Twitter accounts.
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IT in the Age of the Empowered Employee <span class= »« > – Annotated
« The same is true in the way employees are harnessing consumer technologies €” social, mobile, video, and cloud. They’re improving how they do their jobs and solving your customer and business problems. And it’s not just a few employees; it’s a critical mass of employees. In a survey of more than 4,000 U.S. information workers, we found that 37% are using do-it-yourself technologies without IT’s permission. «
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As a CIO with business acumen, Hambling understood that he and his IT organization needed a new contract with business managers and employees that allowed him to help with technology solutions while sharing the responsibility for business risk with employees and managers
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They’ve also embedded IT staff directly into the cubicle farms of business employees; they’ve built innovative solutions with teams comprised of business and IT employees; they’ve created applications that empower employees to understand global risk through a familiar interactive map. They created a new contract with business managers and employees that gives IT professionals a place in the business.
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Employees need to step up and behave responsibly (which means HR needs to be involved). Business managers need to roll up their sleeves and learn enough about the technology to understand the potential risks. (Managers also need to encourage and reward experimentation.) IT needs to assess and mitigate technology risk. And that means IT staff need to be much closer to business employees and activities so that they can help with technology platforms
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Posted from Diigo. The rest of my favorite links are here.
