Gen X workers grumpy, profoundly unhappy
“A new study, the product of three years of research based on the careers of about 3,000 Canadian knowledge workers, provides some surprising insights into the career ambitions of four generations of workers. Among the surprises: The dramatic unhappiness of Generation X employees, and the ongoing ambitions of the oldest group, dubbed “Matures.””
Matures place little emphasis on work/life balance. “Balance” was ranked in the top ten for Millennials, GenXers and Boomers, but not for Matures.
Millennials and Matures are most ambitious. Only Millennials placed “advancement” in their top 10. It was somewhat important to Matures, but not to Boomers or Gen Xers.
Matures want to be challenged. They’re the only ones that placed “challenge” in their top 10.
Older workers are the most interested in learning. “Opportunities for continuous learning” was most important to Boomers and Matures. Those in Generation X were least likely to say this is essential.
Given that many workplaces have large numbers of GenXers and Millennials reporting up to Boomers and Matures, it seems there’s a built-in potential for conflict here.
Millennials are more focused on meeting individual and social needs through work
GenX place the most emphasis on balance and flexibility,
Boomers are most concerned about the work environment itself
Matures are more ambitious than stereotypes might lead you to believe
Are Workers Too Productive?
“There’s mounting evidence that Moore’s Law applies to commodity work — labor that can be produced by many different individuals with a minimal amount of training. It’s difficult to distinguish the output of one commodity worker from another, just as it is difficult to differentiate wheat grown on one farm from wheat grown on another. If Moore’s Law applies to commodity work, commodity workers are in big trouble.”
Noyce maintained that the proper way to measure the industry’s productivity was to measure output not in dollars but in transistors per employee. By that measure, our productivity was growing at 40 percent per yea
I suspect that just as the number of transistors in an integrated circuit continues to grow at an exponential rate, commodity workers using computers and the Internet are increasing their productivity at an exponential rate.
If worker productivity is growing at an exponential rate and lots of new facilities are being built, we are at the point where commodity worker output can easily exceed the demand
The value of doing those commodity chores is dropping as well and so to maintain our current salary, we have to run faster as well
Entreprise 2.0 et output management ?
“Il nâ€™y a plus un jour, une confÃ©rence, une note, qui ne se rÃ©fÃ¨re Ã lâ€™entreprise 2.0 et aux formidables changements que vont apporter les applications de partage et de collaboration, la maÃ®trise de la rÃ©alitÃ© augmentÃ©e, le cloud, etc..
Au delÃ de lâ€™enthousiasme, il faut Â« savoir raison garder Â» et nous mÃ©fier de notre capacitÃ© Ã nous Ã©merveiller facilement et de notre candeur.”
Le modÃ¨le 2.0 est porteur de beaucoup de promesses, mais la rÃ©alitÃ© est quâ€™aujourdâ€™hui peu dâ€™entreprises lâ€™ont mis en oeuvre
et que beaucoup de questions restent ouvertes ou sont dÃ©couvertes Ã lâ€™occasion des phases de test en cours dans les organisations.
Notre rÃ©alitÃ© est plus simple Ã dÃ©crire bien que incroyablement plus compliquÃ©e Ã affronter : nous avons Ã gÃ©rer, Ã ingÃ©rer et Ã digÃ©rer trop dâ€™information !
Lâ€™entreprise 2.0 joue avec Â« lâ€˜instantanÃ©itÃ© et la facilitÃ© dâ€™accÃ©s Ã lâ€™information Â» en y ajoutant la possibilitÃ© de participer activement Ã des processus jusquâ€™alors rÃ©servÃ© aux ayants-droits !
nâ€™a jamais cessÃ© dâ€™exister !
Câ€™est un domaine essentiel au service des organisations
qui leur permet tout simplement de mettre en oeuvre une communication pertinente et de qualitÃ©
avec les rÃ©cipiendaires des contenus Ã©changÃ©s.
Avec les technologies dâ€™output management et une Ã©valuation sÃ©rieuse de ses actifs en terme de contenus, lâ€˜entreprise 2.0 valorise et pÃ©rennise (pour une pÃ©riode plus ou moins longue) son capital informationnel
Lâ€™output management permet la synthÃ¨se et la respiration dans lâ€™exploitation et la comprÃ©hension des donnÃ©es (business intelligence) en Ã©tant au coeur de la stratÃ©gie de gouvernance de lâ€™information
Socializing the extended value chain
“Itâ€™s probably since the very moment I started focusing my attention on Enterprise 2.0 that I wanted to understand how it might have worked a company where formal and informal exchanges supported each other, where communities were eventually integrated into processes, where knowledge assets could be accessed, used and constantly renewed through the participation of all the actors involved. Not so much a world entirely made of 2.0 but more one in which social is seen as a mean to accelerate the achievement of those same goals companies have always imposed to themselves.”
From a business, organizational, technological perspective, companies have particularly struggled to
- Business: to frame social in a way that was understandable to senior management and could give business results
- Adoption: to ensure the attainment of a critical mass of participation needed to achieve the return on investment
- Technology: to reposition existing enterprise systems and services within the new paradigm
- Strategy: to understand, from an organizational and a workflow point of view, how to put together communities for customers, communities for employees and partners, encoded processes
here is no social business without business.
Even socializing as a single process (such as Social CRM
or Social Product Development
) doesnâ€™t necessarily contribute to an overall view of evolution of the extended chain value
o socialize the business, you cannot start from social. You must first visualize the fundamental constructs on which each company is based
Socializing a business then means socializing the basic constructs, namely the processes that make it possible for a company to run around the individuals that constitute it.
Isolated and above-the-flow communities (of employees or customers). This is often the starting point for any company that begins to experiment the participation of customers, employees and other stakeholders through communities born bottom-up or in any case not explicitly connected to existing workflows.
Above-the-flow communities in support of a traditional process. The next step is to recognize the complementarity of processes and communities by enhancing an existing workflow (that remains unmodified) with social tools to capture exceptions to the process, not codified informal exchanges, the tacit knowledge needed to run the process.
Socialized process. In order to ensure user adoption, traditional process and collaboration have to come together by providing a single place where work is performed.
Integration of socialized processes.
Dreamforce and the vision proposed by Salesforce are here to show that you can do much better than creating a myriad of siloed socialized processes. By providing a set of common services (collaboration to be used for evolving traditional applications, unified management of identities, a mechanism for integrated social and transactional business intelligence, activity streams as a layer to collect updates from every disparate system and makes them the social object of collaboration
throughout the enterprise
Blindly introducing additional communities and social networks within your company is not sufficient to increase social business maturity.
Putting the â€œEnterpriseâ€ in Social Enterprise
“Imagine booting your computer one morning and being presented with the three to five core tasks you need to complete that day. You click on the first item, and everything you need (tools; the latest sales report from your business intelligence (BI) system; notifications regarding a new CRM opportunity; an expense report requiring approval; and input from colleagues, partners, and/or customers) appears in a single workspace, where you can easily synthesize the information and take the next appropriate action.
Contrast that to todayâ€™s siloed work approach with several open screens and applications and time wasted toggling back and forth between a CRM system, a BI system, a to-do list, email, documents, Web pages, a search engine, a chat window, a spreadsheet (or two), and some form of collaborative or social management tool.”
Collaboration within context. In a recent report, IDC referred to â€œcollaborative, process-centric computingâ€ as a key requirement for productive collaboration.
IDC estimated the amount of time wasted working in this type of fragmented environment, and the cost per worker, per year are notable, such as:
â€¢ People not finding the information they seek: $5,974
â€¢ Reformatting data from multiple sources: $5,974
â€¢ Publishing via multiple applications: $3,991
Enterprise-relevant use cases and best practices. Over the past year, the opportunity to significantly impact employee productivity has created a lot of interest in social collaboration products, and companies big and small have launched a number of new social products. The challenge is finding a solution that truly addresses real work that people are doing in their organization versus providing with a generic toolset.
A focus on decision making.
Did you know that the average person makes more than 200 food-related decisions on a daily basis
? Imagine how many more you make at work.
Has Community Manager Become an Entry Level Position?
“In my last article, I talked about the Community Manager job title and how it can mean a lot of different things to different people. Iâ€™d like to continue that discussion today by reflecting on another trend that I have noticed.
I am hearing about companies that have training programs for community managers â€“ and many of them. They hire people, put them through a training program and, bam, you have a community manager. This seems to be in contrast to how many other management type positions are handled.”
Though, it is likely that some â€œcommunity managersâ€ are really social media marketers
, it is a good thing for the profession and, it leads me to ask: has Community Manager become an entry level position?
Given the confusion surrounding the job title, and the number of tasks that are being thrown into it that should really go to marketers or copywriters or someone else, just how much experience is needed is debatable. For some roles, depending on the responsibilities, it may not be entry level.
Rarely, I have seen Vice President of Community or Social Media and Chief Community Officer
Who Cares if Business and Brands areÂ “Social”?
“Basically, brands and businesses need, as Brito suggests, to be aligned in order for the enterprise to be successful.
Complicating this need for alignment, unfortunately, is the complexity involved in aligning the processes, technologies, and governance practices associated with communication and collaboration. As Brito points out in his piece, the â€œsiloingâ€ we see in traditional organizations poses a challenge to such alignment.”
Doing and managing business has always been â€œsocial.â€ Business has always involved people working individually or in groups. Creating a synthetic concept called â€œsocial businessâ€ to promote technology-enabled processes, collaboration, and information sharing among customers, employees, and business partners might be a valuable short term marketing initiative. But sometimes it smells like itâ€™s just being used to promote software sales and consulting. (I should know!)
when two or more â€œcampsâ€ emerge within an enterprise in terms of the collaboration tools they support. As usage of such tools spreads through the organization and people choose â€œsidesâ€ by investing time and energy in building profiles, usage patterns, and relationships via one toolset or another, the possibility emerges that the concept of â€œsiloingâ€ will extend beyond organizational or departmental boundaries to boundaries defined by tool use and loyalty.
Enterprise social software standards
may solve part of the problem that relates to system integration barriers. But I suspect standards wonâ€™t be enough to overcome siloing related to different groupsâ€™ competing governance priorities.
Real alignment will only occur when management and staff work together in support of corporate goals, regardless of whether the tools and processes they use are â€œsocialâ€ or not.
Focusing on making a business or brand â€œsocialâ€ without first thinking about goals, processes, and governance can take us down the road to focusing on technology first
The Ultimate Question in Management
“The publication this month of The Ultimate Question 2.0 (revised from an earlier edition) provides us with an opportunity to ask ourselves just what is the ultimate question in management.”
Tracking the net promoter score, according to the authors, can lead to improvements in both management and performance.
we have a tendency to want to simplify things. Evidence of this is the plethora of management books with single word titles such as Accountability, Transparency, and Teamwork. We search for the one key to management success.
. Respondents in the study made a convincing case that trust was absolutely essential to the successful implementation of policies and practices necessary to implement any strategy
My study led to an exploration of the underpinnings of trust, as suggested by related survey data. One major determinant is whether a manager or the organization does what it says it will do
Exclusif. Les secrets de DorothÃ©e Burkel, DRH chez Google, pour gÃ©rer ses Ã©quipes – LEntreprise.com
6. Les ” peer bonus “. Encore du pouvoir pour des pairs. Ils rÃ©compensent l’effort particulier d’un collÃ¨gue – souvent sur les projets transversaux – en lui attribuant une somme d’argent ” symbolique ” (100 $).
9. Des bols d’air. Le programme maison de rotations, mensuelle, trimestrielle ou annuelle Ã l’international permet de sortir de sa bulle. Et chaque mÃ©tier- commercial-marketing, RH, ingÃ©nieur- a le sien.
Les collaborateurs occupent alors des missions temporaires de 1, 3 ou 12 mois dans l’un des 30 pays, grand ou petit, oÃ¹ Google est implantÃ©.
Exclusif. Les secrets de DorothÃ©e Burkel, DRH chez Google, pour gÃ©rer ses Ã©quipes – LEntreprise.com
“Google emploie 29 000 salariÃ©s dans le monde, dont 250 en France (bientÃ´t 500). Son esprit start-up anticonformiste sÃ©duit et retient. Mais sous les apparences rugit un puissant moteur : partager le pouvoir pour mieux se nourrir de la vitalitÃ© de l’individu.”
1. Un recrutement partagÃ© et diversifiÃ©. Ni le manager, ni le recruteur ne choisissent seuls. Au moins un collaborateur, issu d’un autre service, mÃ¨ne un entretien individuel avec le postulant.
La prioritÃ© sera donnÃ©e Ã ceux qui ont prouvÃ© une capacitÃ© Ã fonctionner en rÃ©seau, ” en capillaritÃ© ” avec les autres tout en gardant une certaine humilitÃ©. Les candidats doivent en outre Ãªtre capables de s’engager sur ” des missions qui les dÃ©passent ” et de de partager leur expertise.
2. ” Le projet 20% “. C’est la formule consacrÃ©e. Chacun, ingÃ©nieur dÃ©veloppeur ou pas, a le droit d’user librement de 20% de son temps de travail pour creuser une idÃ©e personnelle, un projet original hors du ” core business ” et qui lui tient Ã coeur.
3. La culture beta. Le droit Ã l’erreur est un principe. Et Ã§a vaut pour tous les domaines. ” On fait des paris. Il n’y a pas de pensÃ©e magique. Un collaborateur ou une entitÃ© lance quelque chose, si Ã§a ne va pas, ou si c’est mal perÃ§u, on le retire.
4. La culture du dÃ©bat. Les dirigeants sont accessibles Ã tous. Les interventions des fondateurs sont ainsi retransmises en direct depuis la Californie par visioconfÃ©rence et les objectifs ou certaines dÃ©cisions peuvent Ãªtre discutÃ©es Ã distance, voire remises en question.
5. Les ” peer reviews “. Une fois par an, chacun est Ã©valuÃ© par ses pairs et pas uniquement par son manager. Parce que ce dernier est souvent le moins bien informÃ© du travail au quotidien de ses collaborateurs.
Maslowâ€™s Hierarchy of Enterprise 2.0 ROI
“The decision to purchase an enterprise software application is one that generally demands a variety of different views about benefits. Because with most enterprise systems â€“ Enterprise 2.0 included â€“ there are a variety of benefits:”
More Than Facebook: The Time Is Right For Social Business
“Companies are increasingly adopting social media technologies, using Facebook to reach out to customers or YouTube to demonstrate new products. These are good first steps, but there is so much more that â€œsocialâ€ has to offer. Social media is just one dimension of todayâ€™s social business.”
Today, by combining social networking tools â€“ internally and externally â€“ with sophisticated analytic capabilities, companies are transforming their business processes, building stronger relationships among their employees, customers and business partners and making better decisions, faster. This is what makes a social business â€“ embracing networks of people to create new business value and opportunities.
Hereâ€™s the trick with social business: Focus on people and culture.
Creating a social business culture can be the most difficult hurdle to overcome, but itâ€™s also the most important.
Because weâ€™re now a society of information creators, the data deluge is on. This is where technology can step in.
Imagine if a combination of social software and analytics could draw together all the data about your business day automatically alerting you, based on what youâ€™ve done in the past, what the key tasks of the day are, what the emails you need to respond to are, when your canâ€™t-miss meetings of the day are
Shifting HR From A Reactive Process to a Proactive Business Service
The event encouraged healthy discussions and provocative ideas by the analysts, other speakers and an active audience around the future of organizational processes in the landscape of ground-shaking technologies like social networking, mobile, cloud and analytics
VP & Principal Analyst Yvette Cameron
spoke of the need for Chief Human Resources Officers (CHROs) to shift their focus from policy administration to showing how they create value out of the people in the organization
Creating value is more a strategic affair and the opportunity here for HR lies in acquiring, managing, and developing talent.
Mr. Hagel asserted that what is becoming more and more marginalized is the talent development program.
From the social business viewpoint, talent development is still done by talking at the employee-students, rather than conversing with them and bringing their own tacit knowledge to bear and share. While the concept of social or peer-to-peer learning is growing in prominence, official corporate directed programs are still not common, and more so, the system of learning itself has not completely solidified.
It begins, per the Li & Fung model, with a strong anchor willing to share knowledge but also recognition that this organizational learning should go both ways. We can be both teachers and learners at the same time.
21st Century Collaborative Enterprises: The Business Case