“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.”
“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. Itâ€™s standardization with a twist â€” and that twist is what enables HR services to be more business-driven and ultimately more effective.”
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 â€” 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 â€œoptimizationâ€ â€” making the services you deliver more effective and usable for the needs of the business in all of the individual markets you serve.
“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 Iâ€™ve come to realize is that employee engagement means different things to different peopleâ€¦ 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?”
For some companies, engagement means providing the tools necessary to be more collaborative (Sharepoint). For others, itâ€™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 doesnâ€™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, â€œHow 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.”
“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.”
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 digitalâ€™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?”
“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” â€” 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.””
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 â€” 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.
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.
â€œItâ€™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, customersâ€.
After all, itâ€™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 arenâ€™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 companyâ€™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.”
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.