Stay Home and Work
Workers of the world, go remote!
During this time of economic crisis and reinvention of global capitalism, one of the things crying out for reinvention is the rigid workplace of the last century. It is amazing in the digital age that most work is still associated with industrial age work rhythms and the symbolic chains that tie workers, knowledge and otherwise, to fixed locations. Flexible workplaces with flexible hours and days are long in coming.
65 Things I Believe About HR
I believe employees want to do a good job.
I believe people do what they get rewarded to do.
I believe a good manager can make up for a lot of crappy policies.
I believe crappy policies and crappy managers should be scrapped.
I believe you canâ€™t ask for commitment unless you give it first.
I believe there are more hidden superstars out there than we think there are.
I believe executives get isolated and lose track of whatâ€™s going on.
I believe the way we do performance management is awful.
I believe HR was asleep at the switch at some doomed financial services companies.
I believe people will do a lot more when rules are eliminated.
I believe anyone who subscribes to Theory X should never be in HR.
I believe HR attracts an inordinate number of people who used to be hall monitors.
I believe we have too many processes and not enough systems.
I believe teambuilding should be an everyday thing, not done at retreats.
- I believe in the company making money.
- I believe in HR helping employees understand how.
Go All In with Enterprise 2.0
So how long does it take to become an Enterprise 2.0 success story? I believe it was Thomas Watson (IBM) that answered the question of how long it takes to become great in business. His response was “one second”. It happens when you decide to be great and willing to make the commitments necessary to make it happen.
What do you say to a business customer that comes to you and says “I want to use this in my business to increase innovation, what is the solution set fro accomplishing this?” If you answer involves something along the lines of “Hmmm, err, You start with, hmmm, a wiki page and then add something…” then you have not committed to your Enterprise 2.0 effort.
You set targets, objectives, and share the vision to the entire organization. But in Enterprise 2.0, you took the Filed of Dreams idea of just build it and they will come. When it doesn’t happen you scratch your head and then blame the culture.
Let’s Professionalize Management
Management practice could be enhanced–and the odds of another systematic business failure could be reduced–if it were taught and treated as a true professional discipline, like medicine or law. As other professions, management can be seen as the diligent application of specialized knowledge for the resolution of complex problems of great social consequence–namely, the organization of people and resources for the production of goods and services that bring about societal prosperity. The idea is not new–it may be as old as business schools–but it has so far fallen by the wayside.
Whatever its final form, a professional code for managers must recognize the multiple forms of value created by an enterprise: not only financial returns to investors, but also professional development for employees, value for clients and suppliers, new technologies, efficient use of limited natural resources, etc
It must recognize the inherent obligation of managers to balance the interests of various constituencies in ways that create value simultaneously rather than exclusively.
Just like any other professional code, managers need to affirm their commitment to the greater good and to not let personal interest get in the way when serving their enterprise and society at large.
Projet de transformation : de la mÃ©thode SVP
Mais plus encore que la dÃ©monstration, les dirigeants devront sensibiliser les employÃ©s sur le fait quâ€™un projet de transformation nâ€™a pas pour seul objectif dâ€™amÃ©liorer le profit de lâ€™entreprise, son expansion / ou sa survie sur le marchÃ©. Il a Ã©galement pour objet de crÃ©er des avantages intangibles, tels que le dÃ©veloppement des compÃ©tences et du travail en Ã©quipe, la crÃ©ation dâ€™un environnement de travail plus satisfaisant et bien dâ€™autres avantages encore.
Entreprise 2.0 : dÃ©finir un ROI pour convaincre
Il existe certes dÃ©jÃ des outils et des indicateurs traditionnels pour mesurer certaines de ces notions, mais comment rattacher directement une partie de l’amÃ©lioration de ces indicateurs aux effets de l’E2.0 ?
Il ne s’agit pas d’une mission impossible, car certaines Ã©tudes remontent des indicateurs de ce type. Par exemple, Intranet Statistics nous donne les informations suivantes :
Posted from Diigo. The rest of my favorite links are here.