Liens de la semaine (weekly)

  • « As employees, we’re all on a journey with our employer. Our experiences on this journey will strongly influence our attitudes; our attitudes in turn form our behaviours which ultimately drive outcomes. A poor Employee Experience (EX) naturally results in a poor outcome. »

    tags: employeeexperience humaresources

  • « The acid test of a satisfying employee-employer relationship is rooted in a set of specific behaviors along the “me-to-we continuum.” The best employers help us each achieve our personal “me” goals and dreams on the one hand, while simultaneously collaborating with us to solve more generalized “we” worries about the economy, the environment, the world on the other hand. And, in between the “me” and “we” extremes, there are a variety of ways that employers can enrich the lives of employees and communities alike. »

    tags: humanresources engagement employeesatisfaction employeeengagement

    • 1. Trust—Don’t let me down. Baby Boomers, Gen Xers and Millennials first and foremost want to work for a company they trust, one that lives up to its promises and delivers value to them individually (the “me” proposition).
    • 2. Enrichment—Enhance daily life. Work-life balance (increasingly recognized as simply “life balance” in our 24/7 technology driven environment) rated high across all employee groups, but different cohorts want different things (the “mine” proposition on the continuum above).
    • 3. Responsibility—Behave fairly. All people expect their employers to treat others fairly, behave ethically and be proactive in their business practices—toward their employees, suppliers, business partners and other stakeholders (the “our” proposition).
    • 4. Community—Connect me. The company we work for is a badge of sorts, signifying who we are and what we’re about to our family, friends and people we meet in general.
    • 5. Contribution—Make me bigger than I am. People want to work for companies that contribute to the communities they care about and help to fix society’s worries, provided that they do not do so with overtly political intentions.
  •  » Le portrait robot du CDO d’une entreprise française « 

    tags: cdo digitaltransformation strategy digitalreadiness readiness

  • « Les recommandations d’un Chief Digital Officer pour une digitalisation réussie, lors du CDO Day organisé par l’Usine Digitale, dont Petit Web était partenaire. »

    tags: ey cdo casestudies strategy digitaltransformation

    • L’évangélisation commence par le comité de direction.
    • « l’accélération de projets fait la différence entre un CDO qui est dans la communication et un CDO qui est au coeur de la transformation.
    • « On part d’abord des points de frictions et on réfléchit ensuite à la façon dont le digital peut les améliorer. Ensuite, vous pouvez aller voir l’écosystème et identifier les start-up pour y répondre, en leur présentant une problématique, un budget et un responsable du projet. »
    • CDO doit s’attacher à définir des indicateurs de performance. Ceux-ci dépendent de la nature des projets de transformation : il peut s’agir de l’augmentation des ventes, de gains de productivité, de fréquence d’usage de services ou d’applications, etc.
  • In 2014 and 2015, we interviewed 63 executives at 27 large, global organizations that have implemented digital workplace initiatives, and we conducted a poll with 276 respondents from global companies. We believe that the digital workplace is about a fundamentally different way of working with distinctive behavioral norms. Influence, networks, and dynamic decisions become much more important than power, hierarchies, static decisions, processes, and rules that make sense in a slow-moving, traditional environment.

    tags: digitalworkplace symbols space systems social learning leardership systemicleadership

    • In 2014 and 2015, we interviewed 63 executives at 27 large, global organizations that have implemented digital workplace initiatives, and we conducted a poll with 276 respondents from global companies. We believe that the digital workplace is about a fundamentally different way of working with distinctive behavioral norms. Influence, networks, and dynamic decisions become much more important than power, hierarchies, static decisions, processes, and rules that make sense in a slow-moving, traditional environment.
    • Symbols

       

      Symbols of change make the digital strategy visible throughout the organization and reinforce the strategic value of the workplace changes every day.

    • Space

       

      Space, whether physical, virtual, or cultural, simplifies the environment to enable a more fluid approach to work.

    • Systems

       

      Systems automate and simplify routine processes that are often “speed bumps” in organizations and stand in the way of focusing on value-generating tasks.

    • Social

       

      Social media are about sharing knowledge, building relationships, and exploring ideas in ways that foster networks instead of hierarchies.

    • Sustaining leadership

       

      Continuous leadership is critical to sustain the strategic role of the digital workplace

    • Systemic learning

       

      Systemic learning means that the design levers must be adjusted all the time, instead of just once or twice a year, through real-time experimentation and feedback.

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