Liens de la semaine (weekly)

  • “Workers distracted by phone calls, e-mails and text messages suffer a greater loss of IQ than a person smoking marijuana, a British study shows”

    tags: email productivity IQ

    • He found the IQ of those who tried to juggle messages and work fell by 10 points — the equivalent to missing a whole night’s sleep and more than double the 4-point fall seen after smoking marijuana.
    • He found the IQ of those who tried to juggle messages and work fell by 10 points — the equivalent to missing a whole night’s sleep and more than double the 4-point fall seen after smoking marijuana.
    • “The research suggests that we are in danger of being caught up in a 24-hour ‘always on’ society,” said David Smith of Hewlett Packard.

  • “For today’s working professionals, there are almost no boundaries anymore between the technologies they use for business and the ones they use for pleasure. Employees access company emails and files from their own devices, and use their work computers for personal Web browsing. These increasingly blurring lines, thanks in large part to widespread BYOD policies, have led employers to start keeping a watchful eye on what their workers are doing on their devices.”

    tags: privacy monitoring socialmedia byod policies

    • “In doing so, employers will not only prevent abuse of company-owned devices, but they can also determine if employee theft or conflicts of interest are taking place right under their noses. They can then take immediate action before suffering huge financial loss.”
    • Your corporate reputation could be on the line when it comes to what employees post on their social media accounts.
    • Like it or not, they’re representing their employers, especially on business-oriented sites like LinkedIn.”
    • In fact, several states have introduced bills this year to limit an employer’s ability to access employee’s social media account,
    • The best course is to have a clear social media policy distributed to employees and utilize legal counsel to advise on any disciplinary actions related to the social media communications of employees.”
    • Employers need to have a clear and detailed outline of what is and what is not expected and acceptable on company-owned devices,
    • Thompson advised installing mobile malware or antivirus software onto their devices to protect their data. Employees can also encrypt important data to prevent it from falling into the wrong hand
    • In terms of employee social media use, Idinopulos recommended helping and guiding your staff, rather than surveying and invading.
    • It’s important not to frame employee data monitoring as a conflict between surveillance and privacy,
    • Ultimately, a company’s procedures must optimize for both corporate reputation and employee rights
  • “The idea is to retain globalized practices and infrastructure, but with localized flexibility to address the realities of specific countries or markets. It’s standardization with a twist — and that twist is what enables HR services to be more business-driven and ultimately more effective.”

    tags: humanresources standardization flexibility

    • Tailoring HR services such as talent acquisition, employee mobility, onboarding, learning & development, and leadership coaching/development so they (a) support broad business strategies, (b) adhere to globally established HR standards, and (c) address the needs and realities of the local market is what high-impact HR is all about.
    • Some global organizations we work with are seeing the value of developing Communities of Expertise (CoEs) in three key groupings — Total Rewards, Talent, HR Strategy.
    • Being able to think about business issues and potential solutions holistically ultimately brings more value to the business.
    • What we are suggesting is a shift to “optimization” — making the services you deliver more effective and usable for the needs of the business in all of the individual markets you serve.
  • “n the U.S., people tend to brag about working long hours. Clocking countless hours at the office is worn as a badge of honor, brandied about at the water cooler to garner respect.

    Turns out, working endless hours may be nothing more than a waste of time.”

    tags: productivity workweek workduration

  • “Une chose est sûre, toutefois : la transformation numérique initiée en 1995 avec l’avènement de l’Internet nous conduit à tout repenser. Les organisations et les employés doivent réinventer leur quotidien, ajuster leurs valeurs et peut-être même revoir leur vocation. Les agences de recrutement et les cabinets de chasseurs de têtes n’y échapperont pas, et devront eux aussi traverser un profond repositionnement.”

    tags: recruitment humanresources networking quantifiedself learning hranalytics analytics measurement

    • 6. Le recrutement prescriptif deviendra un incontournable.
    • 4. Les travailleurs feront de l’autorecrutement.
    • 1. Les recruteurs seront les « designers organisationnels » des mandats et des équipes performantes.
    • Leur unique but : proposer des défis sur mesure aux travailleurs. La composition d’équipes de haute performance fera également partie de leurs responsabilités. Des indicateurs d’adéquation poussés leur permettront de combiner personnalités, expériences et potentiels d’apprentissage.
    • 2. Les recruteurs seront des négociants de programmes de Rich Learning et de Career Discovery.
    • Les recruteurs élaboreront et diffuseront des programmes accélérés d’acquisition de connaissances et de développement personne
    • 3. Les recruteurs définiront l’organisation comme un « hub social et collaboratif » à l’identité affirmée.
    • À l’heure de la mondialisation et de la standardisation au moyen de logiciels intégrés et universaux (Ios ou Android), ce qui suscite l’identification et crée l’attachement, c’est la culture organisationnelle.
    • 4. Les travailleurs feront de l’autorecrutement.
    • Les travailleurs ne seront plus des candidats, mais des invités. Ils pourront recevoir des suggestions ciblées et géolocalisées d’options de carrières et de développement par l’entremise d’auxiliaires communicants (Wearables Devices – objets connectés)
    • 5. Nous consulterons notre Represented Self pour mieux se connaître et se faire reconnaître.
    • Eh oui, la fin du CV est programmée! La quantification de soi (Quantified Self) passera de la phase quantitative à la cartographie sémantique. Chaque point du réseau (le travailleur connecté) pourra être représenté par des étiquettes, des représentations, des nœuds et des liaisons d’informations, des champs de compétences et de relations.
    • 6. Le recrutement prescriptif deviendra un incontournable.
    • Les recruteurs feront appel à des services de Data Mix et de Machine Learning. Ils utiliseront l’intelligence artificielle, le Big Data RH, les neurosciences et les mesures numériques de nos capteurs et de nos comportements connectés
    •  

      7. Les recruteurs seront les experts en engagement et en inclusion sociale.

    • À quoi cela sert-il d’attirer des talents s’ils ne sont pas pleinement engagés ? Les recruteurs pratiqueront la personnalisation, la « haute attention » envers les candidats, la conversation authentique, le Culture Mix, le contrat social et le libre engagement.
    • 8. Les recruteurs pratiqueront le « re-recrutement » et le recrutement longitudinal.
    • Le « re-recrutement » se basera sur la philosophie globale de développement des employés : « Leave, Learn and Come Back ». L’apprentissage peut se bonifier en dehors de l’entreprise.
    • 9. La mesure prendra une toute nouvelle dimension.
    • Transformés en agrégateurs de données externes et internes, les départements de recrutement deviendront des courtiers de données RH, économiques et sociales, au service autant de l’entreprise que des talents qui souhaitent se mesurer et progresser.
    • En RH comme dans d’autres disciplines, plus les technologies seront intégrées, plus elles seront bon marché (7) et simples, et moins elles seront différenciatrices
    • Plus l’information sera colligée par les résogiciels, plus la transparence et l’intelligence laisseront le libre choix aux agents économiques, candidats et recruteurs
    • Plus les sciences nous apprendront qui nous sommes, plus nous vivrons en accord avec nos fondamentaux physiologiques, sociaux et émotifs.
    • 2025 nous apportera des interfaces fluides, apprenantes de nos langages, de notre biologie et de nos gestuelles (8); des supports communicants à la tonne, sans rupture avec notre Personnal Operating System; des environnements interactifs omniprésents contenant des renseignements contextualisés qui devancent nos besoins
  • “As a professional who leads HR communication and strategy, discussions on how to analyze, increase and measure employee engagement are a regular part of my meetings with HR executives and senior leadership. And what I’ve come to realize is that employee engagement means different things to different people… and how you achieve engagement has differing thoughts as well. But a common theme that surfaces in all my conversations is how to equate an engaged workforce to being successful as business?”

    tags: humanresources engagement

    • For some companies, engagement means providing the tools necessary to be more collaborative (Sharepoint). For others, it’s a workforce that is more communicative (Yammer). And still, for other companies, engagement is based solely on the response rates and/or data collected from employee surveys.
    • it doesn’t mean those efforts translate into an  increase in business results
    • employees are more engaged than ever, but they are less focused and do not feel aligned with corporate objectives
    • Decision making is more complex. Fifty percent of employees say more people are involved in decisions
    • Work requires more collaboration. Sixty percent of employees need to coordinate with at least 10 people to complete their day-to-day wor
    • Work is more global and virtual
    • Work is more matrixed. Sixty-seven percent of employees say they are working with people from different teams and department
    • Change is endemic and more frequent. Sixty-three percent of employees report that organizational objectives are changing more often than they were three years ago
    • HR is in a unique, enviable position to help the organization achieve its most critical business priorities
    • First and foremost, the key is for HR to see the potential of everyone around them and ask, “How can we, and they, add value?
    • Second, HR can leverage its expertise to deepen its involvement in the organization by grooming new managers, translating employee engagement into actionable items,
    • And finally, make sure your HR Dashboard contains metrics that connect to general operational measurements to show how the success of both correlate.
    • Organizations that want bottom-line growth: These are businesses focused on cost-cutting and delayering. HR should prioritize measuring transaction effectiveness, quality of execution and quality of learning or training
      • Organizations that want top-line growth: These are businesses performing mergers and acquisitions, increasing new customers, expanding products and growing revenue. In these types of companies, HR must focus on the quality of direction and building big-picture strategic value.
  • “Here are the results of the 2014 Learning in the Workplace survey taken by over 1,000 respondents worldwide*, who rated the importance (value/usefulness) of 10 different ways of learning in the workplace.”

    tags: humanresources learning training

  • “But big data is changing that. For the first time, jobs at every level are potentially at stake and subject to elimination. Most likely new jobs will arise as they have in the past as mankind progressed. But there is no guarantee of that this time around. Further, foreseeable technological advances predict an ever-rising unemployment rate as technology steadily consumes more human jobs.”

    tags: bigdata job work employment unemployment

    • echnology over time will reduce demand for jobs, particularly at the lower end of skill set. …  20 years from now, labor demand for lots of skill sets will be substantially lower. I don’t think people have that in their mental model.”
    • But the underlying truth is that labor is and always has been businesses’ greatest expense and companies have labored long before these particular policies were a gleam in a politician’s eye to ditch employee costs as fast–and permanently–as possible
    • It’s far smarter for officials to start moving the population towards a more constructive response and outcome. In other words, we need some strong change management in public policy and we need it right now.
  • “So one would think that, in light of this, boards of directors would be actively steering their organizations through the digital revolution, right? According to recent research, it appears not. This is disturbing. Despite prominent calls to action, and despite digital’s ubiquity in the press and in many discussions of strategy and tactics across organizational functions, it appears that boards are still not seeing the value of digital. Why?”

    tags: cxo boards digitaltransformation digitaldivide leadership

    • have driven corporations to skew their board appointments towards including more risk management and conventional corporate experience, at the expense of more tech-savvy and digital knowledge
    • Data supports the fact that this digital divide is more pronounced at board level than in other organizational echelon, and that it is generational in nature.
    • the average age of independent directors in the S&P 500 companies inched up to 62.9 years in 2013 from 60.3 in 2003,
    • First, with the rise of the digital economy, we are entering a new era of managerial innovatio
    • Second, our research at Capgemini Consulting with MIT has shown that successful digital transformation is a top-down leadership exercise.
    • Digital transformation is about a careful transition between the old and the new, balancing risk management, value creation and long-term sustainability, which are precisely the key roles of boards.
    • First, boards should ensure that they recognize the scale and the pace of the digital impact on the corporation.
    • Second, boards should step up their understanding of the digital risk profile of the organization.
    •  

      Third, boards also need to understand how digital can help the organization create more value.

    • Ensure that the interactions between the board and the management are more frequent around the topic of digital transformation
  • “L’exploitation de données massives peut exposer l’entreprise à des risques juridiques et économiques méconnus, observent le Boston Consulting Group et le cabinet d’avocats DLA Piper dans leur étude sur « Le Big Data face au défi de la confiance ».”

    tags: bigdata law trust liability data personaldata

    • « Le Big Data traite une matière sensible : les données personnelles. La protection de ces données est assurée par un cadre juridique étoffé, complexe, en évolution constante et présentant des différences notables, notamment entre les États-Unis où l’approche réglementaire est sectorielle, et la France et l’Union européenne qui ont imposé leur propre cadre réglementaire
    • Sans surprise, la Maison Blanche a préféré mettre l’accent sur les pratiques de courtiers en données, régies et multinationales du numérique, plutôt que sur la collecte de données par la NSA et d’autres agences du renseignement.
    • En réaction aux écoutes menées par la NSA, les eurodéputés ont introduit des garde-fous au transfert de données de citoyens européens aux pays tiers
    • Le poids et le coût administratif du traitement de données pourrait augmenter. Cet ensemble de règles nouvelles pourrait aussi constituer une menace pour les stratégies de monétisation de données, diminuer l’innovation et réduire les opportunités futures
    • 89% des personnes interrogées estiment que les données financières et bancaires sont privées. Viennent ensuite les informations sur les enfants, la santé, le conjoint, mais aussi l’historique des appels téléphoniques, la géolocalisation, l’historique de navigation web ou encore les e-mails. Par ailleurs, la génération Y partage l’inquiétude des plus de 35 ans.
    • la confiance sera l’élément déterminant […] Les entreprises qui réussiront à le créer pourraient multiplier par cinq ou dix le volume d’informations auxquelles elles sont susceptibles d’avoir accès.
    • Ce partage de la valeur peut prendre plusieurs formes, de la rétribution du client à l’utilisation gratuite d’un service en contrepartie de l’exploitation des données utilisateurs.
  • Et si nous avions tout faux dans notre manière de concevoir le travail aujourd’hui? C’est ce qu’a déclaré le multi-milliardaire mexicain Carlos Slim, lors d’une conférence d’affaires au Paraguay

    tags: work workduration humanresources

    • Selon lui, il faut prendre en considération le fait que l’espérance de vie augmente considérablement, et doit donc se répercuter sur notre manière de travailler: il faudrait travailler moins, mais plus longtemps.
    • Avec trois jours de travail par semaine, nous aurions davantage de temps pour nous détendre, et avoir une meilleure qualité de vie.
    • John Maynard Keynes donnait sa vision prospective du travail un siècle plus tard, dans une œuvre fictive: il disait alors qu’on pourrait se contenter en 2030 de travailler 15 heures par semaine et que l’ennui serait si présent dans le monde professionnel que le principal problème collectif serait de répartir le travail
    • Car en plus des problèmes liés à la longévité du travail, l’homme doit faire face à une «ordinatisation» des métiers, qui sont peu à peu remplacés par des machines.
    • nous travaillerons plus longtemps mais sur des périodes plus courtes.
  • “La transformation digitale était à l’honneur de la dernière réunion organisée par Adobe Le 24 juin 2014. Ayant malheureusement loupé la précédente réunion pour cause d’entorse, je n’aurais voulu rater cette nouvelle édition pour rien au monde. Celle-ci évoque en outre un sujet que je traite régulièrement dans ces colonnes et sur le site de Visionary marketing, je veux parler de la fameuse transformation digitale. L’occasion rêvée de prendre le pouls du marché et de boire les paroles du représentant d’Accenture sur ce sujet. “

    tags: digitaltransformation digital

    • « près de la moitié des répondants pensent que le changement viendra de la dircom avant la DSI » un jugement qui a laissé la salle – et moi même – légèrement dubitative
    • Elles ont déjà fort à faire avec l’évolution de ladite communication (du message et au matraquage, au contenu et au partage dans une logique de bouche à oreille).
    • surpris que ce genre de projets soit impulsé par les directions de la communication » comme cela est indiqué dans l’étude. Souvent, ce sont des directions générales qui décident de faire cohabiter divers canaux.
    • il est plus facile et confortable éd. et se cantonner à un volet communicationnel, certes important, qui n’a rien à voir avec la véritable transformation de l’entreprise.
    • on commence par un blog et quelques articles de fond et on met en exergue un changement de métier, un changement organisationnel, une transformation des savoir-faire etc. Les aspects « publicitaires » de la communication digitale me paraissent bien mineurs en comparaison
    • les entreprises qui se sont lancées dans des opérations de transformation digitale ont surperformé par rapport à la performance du marché et surtout en bourse.
    • aucun modèle d’organisation n’est supérieur à un autre indépendamment de la qualité de sa mise en œuvre
    • Ce concept à la mode un peu valise, à mon humble avis, disparaîtra comme il est venu, un beau jour, dès que la reprise nous aura comblée de ses bienfaits et que nous pourrons à nouveau faire de la marge et des plus-values avec à peu près n’importe quoi
    • a véritable « transformation » n’est pas la transformation digitale mais la transformation avec du digital, où l’impact métier est important et où les innovateurs savent rester humbles et « cultiver leur jardin »
  • “Starting with the rise of PCs and the internet era, users have a greater influence on IT strategy and we are currently witnessing the rise of what Gartner calls the “business consumer” — an employee for whom business activities are one part of a wider lifestyle,” said Matthew Cain, research vice president at Gartner. “Individuals do not stop being consumers when they go to work. Business consumers often make more consumer-like choices in their workplace computing tools and styles to increase efficiency.””

    tags: digitalworkplace

    • Exploiting new work styles across the globe,
    • Harnessing the substantial, consumer-learned digital literacy of employee
      •  

      • Increasing the productivity of distributed workgroups through the introduction of technology and engagement styles that facilitate interactions similar to those experienced by employees working in the same physical location
    • Enhancing best-practice sharing, collaborative problem solving and enabling faster project execution for sales, research, customer support and other groups
    • Increasing knowledge creation and reuse capabilities
    • Aligning the strategies of key work teams,
    • For many organizations, the partial or wholesale embracing of a consumer style of computing for business purposes will be beneficial and, in some cases, transformational. Considering a digital workplace helps organizations determine if and how rapidly they should embrace consumer-style computing trends
    • The issue is that these efforts are being made tactically and in isolation, and many are customer-facing, with little impact on the partner or employee communities.
    • First, it needs to focus on understanding how workplace trends, starting with consumerisation, are currently affecting the organization and what the long-term effects on the business will be.
    • Third, a plan needs to be created to proactively respond to workplace trends over the next several years — with a portfolio of policies, skills, tools and services.
    • It’s inevitable that organizations will have to embrace consumerisation trends, and respond to broad changes in the workforce and workplace. For some, it may not take place for a decade, and for others it has already taken place.
  • “How productive is our economy really? Are things getting better or not?”

    tags: deloitte shiftindex productivity ROA

    • On the other hand, businesses are by and large not capturing value from these new possibilities. This turned out to be a steady trend of long duration.
    • On the one hand, new technology is indeed creating vast possibilities for doing things better, faster, cheaper, smaller, lighter, more convenient, and more personalized. Per capita labor productivity is steadily improving.
    • Core performance has been deteriorating for decades: The returns on assets and on invested income for US companies has steadily fallen to almost one quarter of 1965 levels.
    • big hierarchical bureaucracies with legacy structures and managerial practices and short-term mindsets have not yet found a way to flourish in this new world.
    • In recording that only 11 percent of employees are passionate about their work, the Shift Index shows how far big companies have to go in shedding legacy management practices.
    • It discusses the various contradictions that companies find themselves in as a result of the exponential pace of change and the increased power of customers to get more for less.
    • Companies, particularly large ones, have not yet addressed the impacts of these fundamental shifts.
    • “It’s true that in aggregate, workers are becoming more productive. The output per worker is higher than at any time in history.
    • Companies seem unable to capture the benefits of labor productivity for themselves. Instead, cost savings are competed away in an effort to serve more, and more powerful, customers”.
    • After all, it’s customers that turn a product or service into economic wealth for the business through their willingness to pay for a perceived benefit
    • Customers are benefiting from trends that increase access to flows of information and enable lower cost production. They are getting more value at lower cost from an expanding array of vendors. For companies, though, this poses a challenge. How will they maintain profitability when customers demand more for less? The long-term decline in ROA suggests that they aren’t, and they will continue to face mounting performance pressures as a result
    • In the absence of vision and guidance from company leaders, financial analysts and investors are left with little more than near-term financial results to judge a company’s potential. But as the investment community shifts focus to short-term financial metrics, executives also focus more on these same metrics. This type of self-reinforcing, short-term thinking leads to reactive behavior from management.
    • A new mindset is needed. A longer-term view of performance, trajectory, and opportunities can help company leaders prioritize efforts while maintaining a focus on strategic directions and goals.
  • “I find it interesting that people’s initially very positive view of these American big data empires has been shifting first in Europe, but now also in many other parts of the world, including North America. Edward Snowden made all of us more sensitive to the misuse of big data. But that’s just the surface issue. The real problem is on a deeper level.”

    tags: data bigdata privacy deepdata

    • I would like to suggest a distinction between surface big data and deep data. Surface data is just data about others: what others do and say. That is what almost all current big data is composed of.
    • Deep data is used to make people and communities see themselves. Deep data functions like a mirror: it makes you see yourself–both as an individual and as a community.
    • But what happens today with big data often is the opposite: big data is used to manipulate our behavior, to bombard us with commercials that we never asked for.

    • Deep data, if developed and cultivated in the right way, could help us to enhance the level of awareness and consciousness and to change the system by shifting the consciousness of stakeholders in that system from ego-system awareness
    • For example, today we use GDP to measure economic progress. GDP is an excellent measure of surface data. But what would the equivalent deep data tool be for measuring real economic progress in a community?
    • The lab links leaders from government, business, and civil society around the world who are pioneering new indicators and deep data tools that help communities and eco-systems to see themselves, in order to sense, and prototype new ways of operating.
  • Posted from Diigo. The rest of my favorite links are here.

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