Managers Studio
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Managers Studio
An overview of latest trends and practices in the HRM community
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Organisation & Management 2.0

Organisation & Management 2.0 | Managers Studio | Scoop.it
Marciano's insight:

Now leaving Scoopit for Social Dynamite..... follow me on www.projectstudio.fr

 

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From Scoopit to Social Dynamite

From Scoopit to Social Dynamite | Managers Studio | Scoop.it
Marciano's insight:

Scoopit was good... for starters. I am now setting up my own 'private' scoopit with the help of a friend involved in Social Media Dynamics and Performance. If you want to know more about how Social Dynamite can help you foster your visibility on the web, gather audience and multiply business leads, visit their web site:

http://www.social-dynamite.com/

Stay tuned for more....

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Pilotez vos projets plus simplement

Pilotez vos projets plus simplement | Managers Studio | Scoop.it
Avec le slideboard, planifiez et suivez facilement vos projets !
Marciano's insight:

Quand la puissance des tablettes, alliée a nouvelles méthodologies de visualisation et de gestion de projets se rencontrent, ça nous donne des outils de gestion innovants, facile d'utilisation, nomades.... bref, on aime!

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Guillaume Maison's comment, September 26, 2013 2:57 PM
y a-t-il une différence avec Trello (http://trello.com) ?
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Itinéraires de marques

Itinéraires de marques | Managers Studio | Scoop.it
Marciano's insight:

Un papier que j'ai écrit sur modernisme et intemporalité, ou comment se réinventer en restant soi même...

Enjoy!

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A quoi ressembleront les RH dans 10 ans ?

A quoi ressembleront les RH dans 10 ans ? | Managers Studio | Scoop.it
Le monde du travail de 2013 n'est qu'un lointain descendant de celui des années 1960. Et cette évolution ne semble pas prête de ralentir.
Marciano's insight:

S'adapter aux changements de la topographie des salariés (diversité de diplômes, origines...)

Sortir de l'entreprise, casser les murs et les silos

S'internationaliser dans les pratiques et la vision de la gestion des talents

Se rapprocher de l'opérationnel pour mieux comprendre les enjeux métier

En savoir plus sur les pratique, tendances, modèles...

 

Autant de qualités que le DRH de 2022 devra posséder d'après le JDN.

Alors, où se situe votre marge de progression pour devenir un DRH éfficace demain?

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Pernod Ricard, lauréat du Trophée du Capital Humain 2013

Pernod Ricard, lauréat du Trophée du Capital Humain 2013 | Managers Studio | Scoop.it
Le Trophée du Capital Humain 2013 a été remis à Pernod Ricard, distingué par le jury pour la globalité de sa politique RH. Les autres lauréats des thématiques
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Formation - Télétravail, tiers-lieux : gagnez en flexibilité et performance - EFE

Formation - Télétravail, tiers-lieux : gagnez en flexibilité et performance - EFE | Managers Studio | Scoop.it
• Connaître les clés d’un accord télétravail réussi• Avoir un aperçu des bonnes pratiques de télétravail dans les grandes entreprises françaises• Se préparer à l’émergence de bureaux alternatifs et accompagner son entreprise dans ce changement de ...
Marciano's insight:

Une conférence qui aura lieu le 26 Septembre sur le télétravail, et l'impact de la nouvelle loi qui l'encadre.

 

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The 6-Step "TALENT" Management Strategy for Developing Top Talent

The 6-Step "TALENT" Management Strategy for Developing Top Talent | Managers Studio | Scoop.it
Human Resources IQ - HR community offering human resource information, articles, podcasts & HR conferences. Join now.
Marciano's insight:

Tact

Alertness

Leadership

Empowerment

Needs

Thrill

Here are the key elements needed to win the Talent War, according to C.V. Subramaniam. Having a strong talent management strategy is becoming more and more of the essence in our paradoxical context: huge unemployment, but many job offers that do not find worthy candidates.

A matter of employability, and how to raise it, while addressing managers and employees needs at the same time in order to nurture and develop their competences and skills.

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Managers Studio

Managers Studio | Managers Studio | Scoop.it
An overview of latest trends and practices in the HRM community
Marciano's insight:

We are back after a little holiday :) Stay tuned for more....

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Fiche métier Apec : Apec Wiki - Accueil

Fiche métier Apec : Apec Wiki - Accueil | Managers Studio | Scoop.it
Apec Wiki - Accueil
Marciano's insight:

L'APEC vient de publier une étude sur les métiers en émergence. A tous ceux que l'évolution des métiers interresse...

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Brad Garlinghouse of YouSendIt, on Clear Leadership

Brad Garlinghouse of YouSendIt, on Clear Leadership | Managers Studio | Scoop.it
The C.E.O. of YouSendIt says leaders must always be clear about where they are taking a company.
Marciano's insight:

Be in, Be real and Be bold... The three corporate rules upheld by YousendIt. An insight on yet another corporte culture.

 

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L'empreinte numérique des Directeurs de communication des sociétés du CAC 40

L'empreinte numérique des Directeurs de communication des sociétés du CAC 40 | Managers Studio | Scoop.it
Marciano's insight:

Attentifs à l'image 2.0, à la diffusion de contenus pertinents, nous constatons que la place des Dircom en tant que personnes sur le réseau (et plus seulement en tant que repésentants de leur entreprise) est devenue primordiale à l'heure de la visibilité numérique.

Ce baromètre renforce nos convictions, et démontre s'il en était besoin la pertinence d'une politique de présence sur les réseaux sociaux.

Et vous, avez-vous aligné votre politique de diffusion de contenus en tenant compte des contenus individuels et collectifs?

 

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The times they are a changin'

The times they are a changin' | Managers Studio | Scoop.it
The times they are a changin': Management and Business News
Marciano's insight:

VUCA. In other words, Volatility, Uncertainty, Complexity and Ambiguity. Our last key words to try and describe the situation we are all involved in as of late.

How to respond to these new challenges? How to ensure long lasting profitability in suc an environment?

We believe that Agility and Collaboration are the answers. Fostering intrinsic motivation in our employees, putting them in a state of Flow, in this thin line between too much a difficulty, and too much a stretch of talents, that allows people to grow, in a sustainable way.

 

Why Agility?

Because against VUCA, there is but one solution: embrace change. Not manage it! Embrace it! Become a learning organisation, that has the required level of agility to tackle new challenges, wether business or organisational ones, wether they are extrinsic or intrinsic. Learn how to become efficient in decision making processes (Anticipation, Decision, Execution), and to have that capacity to embark people in new unpredicted direction, to ensure survival. If Darwin said that the world allows for the survival of the fittest, we would say that actual conditions favour the survival of the most agile, the one most capable of adapting to ever changing conditions.

 

And there is a clear link between employees attitude and behavior and the overall capacity to satisfy customers by becoming client focused on the outside, and talent focused on the inside. And as much as we would like our organisations to be self-organizing, we know that some institutional support is needed to ensure fast and clear adoption of these new agile behaviors: encouraging empowerment, rewarding risk taking, efficiently managing skills and being able to foresee the ones we will miss in the short term and so forth.

 

So, are you agile enough to tackle VUCA?

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La consommation collaborative fait son entrée sur Jemepropose.com

La consommation collaborative fait son entrée sur Jemepropose.com | Managers Studio | Scoop.it
Marciano's insight:

A la consommation de bien dont parle l'article, on pourrait ajouter la consommation de services collaborative. Le partage de ressources sous la forme de freelancing, time-sharing, emploi partagé, ou finalement toute forme de collaboration qui engage auprès de plusieurs 'employeurs/clients' en même temps.

Au delà, on peut s'interroger sur les business modèles qui font la part belle aux stratégies de collaboration. joint ventures, accords exclusifs, partenariats, mécénats... autant de formes de collaboration entre entités.

Et si finalement l'ère de la collaboration était déjà largement commencée. Et si le changement de paradigme que nous pressentons était en fait déjà en route depuis longtemps? 

C'est bien dans la réconciliation entre les pratiques courantes et les règles que réside l'avancée sociale. Sans doute est-il plus que temps d'adapter certaines règles managériales au profit d'une collaboration ouverte, transparente, qui respecte l'individu dans son intégrité tout en le projetant dans un tout plus grand que lui. Réconcilier l'ego et le monde, l'interieur et l'exterieur. Partager pour créer, collaborer pour avancer, un vaste monde de promesses s'ouvre à nous, managers, entreprises, individus et collectifs. Quand cesserons-nous d'avoir peur de l'avenir? Car enfin, c'est bien ensemble que nous avons les meilleures chances d'arriver à surmonter les défis qu'il nous posera.

 

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We'll be back soon....

We'll be back soon.... | Managers Studio | Scoop.it
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The “20-Something” Myths That Stall Your Career (and How to Fix Them)

The “20-Something” Myths That Stall Your Career (and How to Fix Them) | Managers Studio | Scoop.it
Clinical psychologist Dr. Meg Jay doesn't subscribe to the theory that your 20s are a throwaway time to just have fun and decide what you want to be when you grow up.
Marciano's insight:

A decisive moment, often disregarded as non essential of our professional life is our twenties.

And often there are some misleading myths that do not help us on our career path, but rather slow our progression, or make it harder.

Knowing those, and aknowledging their importance is much needed in our ages of uncertainty. And avoiding some pitfalls becomes more and more important as time passes and we reach our thirties.

 

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Encouraging innovation

Encouraging innovation | Managers Studio | Scoop.it
Encouraging innovation: Management and Business News
Marciano's insight:

Where we talk about innovation and ideas management.

If I were to summarize many positions I have seen about innovation management systems, I would say that there are three major rules:

empowerment, empowerment and empowerment.

It all starts with giving people the capacity to come up with new ideas, that will be welcome in the organisation.

Then it is about giving people the power to see their idea come to life, by actively supporting its development and implementation.

Also the ones who carry the idea should be the ones who actually run the project to develop it. Who better than the ones who had it to defend an idea??

 

The author has a different perspective. He claims that innovation management processes should be about:

Following through (ensuring ideas come to life)

Discernment (making sure only the best ideas are selected)

Agility (capacity to adapt to customers demands through innovation)

Mistakes: they exist and one has to live with the idea that a failure can be the first step to a major succes.

Rewards (there needs be a reward for people who willingly invest some of their time to innovate, and even more for those whose innovations have beared fruits).

Attraction (Supportive systems will have a tendancy to attract other ideas from the outside).

 

All these elements are to be taken into consideration, as part of the empowerment process, (detecting, nurturing, pushing forward...)

because at the end of the day, we are humans. It is in our capacity to innovate for the organisation that we create value for our talents and our customers.

 

Do you have an efficient ideas management system? If not, all you risk is to see some great ideas that would have served your company end-up between desert and cofee at a family lunch: little if any use for your corporate goals...but surely entertaining for one's family. The question then is whether your organisation allows for such ideas to be captured and developped, and if it does not, what can you do about it?

 

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The Connection Between Motivation and Performance

The Connection Between Motivation and Performance | Managers Studio | Scoop.it
Human Resources IQ - HR community offering human resource information, articles, podcasts & HR conferences. Join now.
Marciano's insight:

A very interresting paper on motivation and performance. Jason Jones is the Director of Executive Development at AT&T, he is in charge of the AT&T University.

 

His view on how development should be conducted starts with backwards  intuition. Instead of buiding up from a pool of competences to develop the business, the idea is to set a clear business goal, and 'reverse engineer' the competence pool needed. What are they, what do we need to do to get them, how can we help develop them?

You also need a strong commitment from the top. They have to back as many groth and development initiatives they can in order to embark people. 

Then comes the development and training programs offering, which as to be extensive, and top grade. 

 

As far as motivation is concerned, Jason believes that there are a number of extrinsic motivators (money being one) that are vehicles to get to an intrinsic state of motivation. In a sense, he believes that there should not be such distinction between intrinsic and extrinsic motivation, because extrinsic motivators are connected to intrinsic goals: having a better healthier life, taking care of one's family and so forth...

 

In any case, motivation and performance are heavily linked, so there is a crucial stake in actively seeking to foster motivation. Often it comes to giving people a certain level of empowerment and control over their environment, a certain degree of fredom so that they can express their qualities.

 

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Les propositions ANDRH 2013

Les propositions ANDRH 2013 | Managers Studio | Scoop.it
Marciano's insight:

Suite au colloque, les propositions de l'ANDRH pour 2013. Beaucoup autour du dialogue social, peu sur la formation et le développement des talents.

 

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Mon SIRH Les outils du DRH

Mon SIRH Les outils du DRH | Managers Studio | Scoop.it
Espace de partage entre DRH pour réussir les projets RH et SIRH. Les clés, les solutions du marché. Le réseau social des ressources humaines et des SIRH.
Marciano's insight:

Un site tout nouveau tout beau pour améliorer les outils de gestion des RH.  A vos commentaires avisés....

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RH info - La responsabilité des RH dans le succès des stratégies digitales

RH info - La responsabilité des RH dans le succès des stratégies digitales | Managers Studio | Scoop.it
Marciano's insight:

80% des réseaux sociaux d'entreprise ne fonctionnent pas.... Sans doute à cause de la non représentation des RH dnas les activités 2.0.

Pour qu'un réseau social fonctionne, il faut l'animer. Si on peut demander aux acteurs de l'entreprise de contribuer au rayonnement de l'entreprise au travers de leur présence digitale, il est compliqué de créer de l'engouement si la communauté n'est pas fédérée, pas animée. Et l'animation de la part sociale de l'entreprise revient aux....DRHs.

Autrement dit, il faut impérativement associer les RHs au développement des réseaux sociaux, si on veut en faire un outil efficace, au service de la performance de l'entreprise.

 

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Les DRH face aux défis de la génération Facebook

Les DRH face aux défis de la génération Facebook | Managers Studio | Scoop.it
Par Karie Willyerd, vice-présidente de SuccessFactors(1), co-auteur du livre « The 2020 Workplace »(1) En 2020, les salariés nés avec les outils numériques seront majoritaires dans l'entreprise.
Marciano's insight:

Les 'Digital Natives' font encore parler d'eux, une génération à accueillir dans un monde en mutation, avec des exigences et des savoirs particuliers. Contrôles, gestion des risques, IT, autant de sujets où leurs pratiquent diffèrent des notres de manière substantielle, autant de sujets où nous aurons à les accompagner, et sans doute aussi à déformer nos modèles un peu désuets. Le futur, c'est aujourd'hui...

Et vous, avez-vous pensé à remettre à plat vos usages IT et 2.0 afin de vous servir au mieux des forces vives que représentent ces apports dans le monde de l'entreprise?

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The 4Ps of Creating Your Personal Brand by C.V. Subramaniam

The 4Ps of Creating Your Personal Brand by C.V. Subramaniam | Managers Studio | Scoop.it
Human Resources IQ - HR community offering human resource information, articles, podcasts & HR conferences. Join now.
Marciano's insight:

Perfection, Passion, Proactivity and Perseverance... the 4 Ps to create and leverage one's personal brand.

 

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Significance of Human Resources and Knowledge Management: A 21st Century Challenge

Significance of Human Resources and Knowledge Management: A 21st Century Challenge | Managers Studio | Scoop.it
Human Resources IQ - HR community offering human resource information, articles, podcasts & HR conferences. Join now.
Marciano's insight:

Knowledge management is a big issue these days. And despite appearances, it is not limited to Training and Development, but encompasses radical changes in the Organisation that turn it into a 'knowledge driven organisation'.

But what does that mean exactly? 

It means that rather than considering an organisation as a sum of processes in order to produce a service or good, we should rather consider an organisation as sum of knowledges and competences organised in order to serve a greater purpose.

Driven and not based, because competences and their acquisition or development should be considered as the engine rather than the output. It is the search for knowledge, and how to apply it in the most efficient way in a given organisational context that becomes the driver of change, adaptability, renewal, innovation... in other words, knowledge drive is the basis for agility.

Therefore, knowledge management becomes a framework to leverage 'collective intelligence', as it becomes clear that what we know is the main source of our renewed competitive advantage.

 

Focusing on the inside resources and capabilities of people rather than looking oustide for pre-designed solutions that will never adapt fully to our reality becomes essential. knowing what we know becomes of the essence, before any other action. Only then, being aware of our strenghts and weaknesses, can we deliver a sound development and management process.

 

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