HR 2.0 as an ongoing process

This post is the continuation of the one I wrote on the central role HR have to be given in the change process businesses need to undertake to grow in the current economy.

Most often, identifying a need implies that a project has to be undertaken. A project is made of a number of known and planned actions. Is the need about training, a training program will be undertaken. A need about HR marketing (retaining staff members, improving employer’s brand) ? It will be a communication project. Etc..

HR 2.0 or, not to mix things, adopting social computing tools from the web 2.0 to serve an HR strategy imply a new way of doing things. I don’t say it has to replace all what’s being done now, it has rather to be seen as something complementary.

In the above mentioned post I wrote that HR people will have to learn how to deal with the fact we were mainly talking about things that have an impact n HR and that are not into their hand but in line manager’s. HR having to pilot managers, provide them with a framework but not having to be directly involved in end actions.

Here are a few examples.

• Traditional training won’t die. It will simply use more and more new tools in the upcoming years. But that’s not our point. The contribution of “2.0” is “P2P learning”, on the flow, which is not about “heavy” actions but microtraining and microlearning on a day to day basis.

• Strenghtening the membership feeling which impacts engagement, motivation and makes it easier to retain employees will still need “kickoffs” and teambuilding. But these sporadic action which effects often disappear as soon as the event ends (I don’t even mention the case of unreceiptive employees because of lack of trust) would be helpfully complemented by an approach aiming at strenghtening ties through day to day interactions between people, making possible for community dynamics to emerge and live in their day to day job. These dynamics will be supported and driven by employees themselves, making them even more credible.

• Newcomers onboarding is a key moment with some rituals and procedures that help the employees get their bearing. Here again it’s time not to think anymore in terms of locked procedures made of docuements handover, introduction to one’s staff, assignment of a mentor whom sometimes didn’t ask for it, but in terms of integrating someone in an informal network. I found a very good example of the uses of social networks for such practices in Driving Results Through Social Networks: How Top Organizations Leverage Networks for Performance and Growth which I wrote about here. What newcomers need are not a folder full of “things to know” and a reluctant mentor but being immerged in a network that will deliver the answers to hs questions, will help find to find one or many informal mentors depending on affinities and, at the end, more buddies than accompaniment agents.

• Of course a recruitment campaign needs a strong communication effort aiming at showing the company’s best image. Here again, employer brand is not a one shot action. It’s created step by step on a long term basis, and have to be maintained in order to stay credibile. Sporadic actions will be helpfully complemented by exchanges, discussions, with employees (who are the true HR salespeople outside of the company) and with the applicants themselves.

• The list is long…we could talk about talent developpement, talent detection…. but I think it’s enough to understand the big picture.

As we can see, HR need to be dissolved in people’s day to day life in order the above mentioned projets don’t impact them heavily and from time to time but lightly on a day to day basis. HR people will not have to run directly these projects in their name but to help managers to extend them in people’s everyday life. By so doing, employees will be impacted by HR projects just by doing their job.

You should also read this note by Jon Ingham about how an HR 2.0 strategy may look like.

appartenance, Entreprise 2.0, intégration, marque-employeur, microformation, motivation, réseaux-sociaux, Ressources Humaines, ressources humaines 2.0, Stratégie, teambuilding,tutorat

Head of Employee and Client Experience @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler
Head of Employee and Client Experience @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler

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