Tag: EN

• Generating real, measurable value
  
• With a core group that has deep expertise
• Individual benefits
• a few handfuls of passionate, knowledgable, capable, social people
• Management engagement
• A network of advocates
• A platform
• a simple, low-cost, iterative approach (cf. Lean Startup)

Source: http://johnstepper.com/2012/06/30/7-elements-of-an-enterprise-collaboration-strategy/

“Here’s how to minimize upper counterfactuals before an appraisal:

• No surprises. Hold enough feedback sessions in the months leading up to the appraisal so that employees can predict precisely what they’ll hear from you. Performance evaluations should never contain surprises.
• Be clear. Ensure employees totally understand how their performance will be measured.  It is terribly unfair to enforce an unpredictable bell curve rating system.
• Ask questions. Have honest conversations to explore what employees are expecting. Then you can correct misperceptions in advance–or at the very least be prepared for them.

And here’s how to deal with upper counterfactuals when they happen during an appraisal:

• Don’t argue or debate. Let employees vent. Sometimes all they want is to be heard.
• Paraphrase what they say to show you listened.
• Ask further questions to learn about the underlying reasons for how they feel. The more you know, the better you can respond–and sometimes empathize.
• If necessary, refer to previous discussions when you talked about performance issues.
• Be prepared to concede that maybe–just maybe–your rating was wrong. (It does happen.)

Be fair, be honest, be straightforward… and also consider the impact of the appraisal on the employee.

When you do, your employees won’t need to be first to feel like they’re winners.”

Source: http://www.inc.com/jeff-haden/performance-evaluations-manage-employee-emotions.html

Source: http://www.zevillage.net/2012/03/28/etude-wrike-sur-le-travail-a-distance-resumee-en-une-infographie/

“Freelancers continue to dominate the membership base of coworking spaces, but an increasing percentage of the membership classifies itself as employees, numbering around a quarter worldwide and a third in the U.S. (…)

Employees, for instance, are members for an average of only seven months. Further, they spend less time in their coworking spaces compared to freelancers and entrepreneurs, so the benefits of coworking are not (yet) fully realised. (…)

For employees, coworking spaces can present many benefits. Social networks are expanded, isolation is reduced and productivity increased – if not quite as markedly as the other two groups. (…)

Somewhat surprisingly, employees most often appreciate being a member of a community. (…) The survey also revealed that, for them, a fixed table is not necessarily desirable. Volume, on the other hand, is an issue – with almost one in three bothered by the noise levels of the new workplace. Contrary to the other groups, the majority are satisfied with access during traditional working hours. (…)

Because employees work primarily in fixed teams (46%), have the fewest “new, useful” acquaintances and participate rarely in events, integration measures that are oriented towards their particular needs could help ameliorate their coworking experience.”

Source: http://www.deskmag.com/en/how-do-freelancers-employees-and-entrepreneurs-coworking-spaces-comparison-368

“For training programs to be effective, companies must use the right methods and medium for their training sessions and their audience. Given the popularity of social media, it only seems logical to explore how social media tools can have a positive impact on the learning experience. (…)

“There will always be some kinds of training that must be done in a classroom setting because of the requirements of the training or skill mastery demands,” Bingham explains. “Examples include certification, compliance, and deep learning -– this is happening in the classroom.” (…)

Bingham says it’s possible to calculate the return on social learning, but it’s not the traditional return-on-investment (ROI) formula: “It requires alignment to what’s important to the organization, and often that includes retaining institutional knowledge, solving complex problems collaboratively and attracting people to your organization.

Organizations have to gain an understanding of how a new generation of workers likes to learn, how they use technology and their preferred means of communication. This will be essential in creating training curriculum, development programs and succession plans. (…)

Business leaders need to realize that employees are already using social tools -– whether it’s approved or not. Instead of prohibiting the use of social media, savvy business leaders should harness its power to drive business results. Bingham notes, “It’s important to make the distinction between a management problem and a technology problem. Most often, problems that occur with the use of social media are management problems.” (…)

“Organizations should have an intellectual property policy in place that outlines clear expectations -– and consequences for inappropriate activity. This policy should consider the multitude of possibilities for the use of an organization’s intellectual property.”

”

Source: http://mashable.com/2012/05/19/social-learning/

Je vous recommande de lire l’article entier, il est complet et extrêmement pertinent.