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Unconventional HR

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Silvia Mauri

on 19 July 2013

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Transcript of Unconventional HR

It's 2.0 Time
why is HR afraid of conversation ?
we are in desperate need of a new social HR !
As an HR Manager, I'll worry about:

new hires attraction, selection & on-boarding
employee satisfaction & retention
employee productivity & performance reviews
employment policies & practices


I don't want to be perceived just as the
Do ‘s & Don’ts Department

Is HR truly dead?
I'll go social :
To Recruit & Attract the Best Talent
To Accelerate On-boarding
To Develop Leaders
To Improve Internal Communication
To Help my Employer Branding
To Democratize Change & Information
To Facilitate Merge & Acquisitions
To Reward & Retain my Top Performer
Solo il 21% dei professionisti che operano in tutto il mondo sono alla ricerca di un nuovo lavoro. Gli appartenenti al restante 79% sono considerati candidati passivi.
LinkedIn
consente alle aziende di raggiungere candidati “passivi” cercando su tutta la rete in base alla posizione, il settore di business, le competenze ricercate e altre parole chiave.
Facebook
ha 900 milioni di utenti attivi (al 31 marzo 2012), che lo rendono di gran lunga il più grande social network a disposizione di qualsiasi selezionatore. Il 48% di tutti coloro che cercano lavoro utilizzano Facebook a questo scopo. Quindi non solo il vostro candidato ideale è già su Facebook, ma c'è una buona probabilità che stia utilizzando questo social network per trovare il suo datore di lavoro ideale.
Poiché molti utenti di Internet passano tantissimo tempo su Facebook, il primo incontro con potenziali candidati potrebbe avvenire sulla pagina aziendale di Facebook e non attraverso il sito web corporate, che spesso obbliga fra l'altro a procedure complicatissime e demotivanti per l'invio del cv.
I'm considering
Sharing
to make the difference
Use Employer Branding to attract digital natives!
The most talented people are very active on social media and are more attracted to those realities belonging to 2.0 cultural models.

Let your employees speak for you!

Why don't you use YouTube videos to offer testimonials of your "happy employees" at work?
Let your employees be proud of your company and let them be your sponsor.
Why don't you present the talent acquisition team members and make them available to answer questions about job opportunities?
Why don't you let your recently hired employees described the selection process and the career
steps in front of them?


The more personalized is the experience for your 2.0 candidates, the better.


If you showcase "the way of working in your company, the "kind"of people working there and your corporate culture, you'll need to invole your employees in the
CONVERSATION
.
You'll encourage people throughout the organization to tell their stories and their everyday work.
......and you'll end up
engaging
them more,
knowing
them better and you'll even get a valuable
help
in term of talents attraction & new talents assimilation, because the conversation won't stop after selections!
Dal punto di vista del contenuto: la trasformazione delle tradizionali famiglie professionali in learning community in grado di valorizzare, diffondere e sviluppare il know-how aziendale è l'obiettivo centrale di una azienda che voglia trasformarsi in social organization


The generation of people born 1985 or later have grown up in a world
of computers, mobile phones and the internet – and this has shaped them and their time.

Digital natives are:


Inductive discoverers
– they learn through discovery rather than explanation


Fast responders
– they deliver immediate responses

Visually-spatially skilled
– they are proficient at integrating the visual with the physical


Non-sequential thinkers
– they can easily switch from linear thinking to parallel thinking

Hypertext-minded
– they have the ability to gather information from multiple sources

Search-minded
– they are eager to search for additional or deeper information

Attention deployers
– they are good at shifting attention between tasks

Visual decoders
– they are able to read and interpret visual images and icons

Instant adapters
– they are skilled in adapting to constant change
Efficient scanners
– they are trained in quick overview scanning of vast amounts of information

Information decoders
– they are proficient at assessing information

Channel decoders
– they are proficient at interpreting messages depending on the channel

By: Mikael Eriksson Björling 6 August, 2012 People , Society , digital natives, internet, Networked Society
My best candidates are digital natives, I cannot look for them in the traditional ways ...
By 2020, there will be approximately 4.25 billion ‘digital natives’ under the age of 34.
Change happens when you do things differently!


.....se le aziende non si decidono a portare al tavolo dell'innovazione la funzione HR, sono inevitabilmente condannate a rimanere confinate (e a morire) nel paradigma
"old normal"
.

"Durante le riunioni in cui si tratta di questi temi nelle organizzazioni, anche quelle sulla carta più ben intenzionate a rivedere radicalmente i propri processi alla luce della nuova realtà 2.0 manca sempre un interlocutore: il Direttore HR. Nel migliore dei casi, arriva con mezz'ora di ritardo, si siede per cinque minuti pensando ad altro, e poi se ne va". Il risultato è che l'organizzazione finisce per fare magari enormi investimenti in comunicazione 2.0 verso l'esterno, che saranno in gran parte vanificati dal fatto che la cultura interna rimane ancorata a pratiche e, più in generale, a modelli operativi e mentali 1.0 (se non 0.0, o peggio). "Solo quando la rivoluzione 2.0 sarà al primo punto delle agende delle funzioni HR potremo avere la speranza che il paradigma "new normal" diventi effettivamente la normalità, consentendo lo sprigionamento delle enormi potenzialità di sviluppo e innovazione del 2.0".
http://marcominghetti.nova100.ilsole24ore.com
CATEGORIE: Economia, Humanistic Management 2.0, Prima pagina

TAGS: 2.0, Andrea Di Maio, facebook, Gartner, HR, IAB Forum, Marco Minghetti, new normal
http://www.ilsole24ore.com/
CATEGORIE: HR 2.0 social media strategy , Humanistic Management 2.0, Innovazione, Prima pagina, Wislawa Szymborska

TAGS: 3M, Barilla, BP, crossmedialità, ENI, Facebook, ferrero, Google, HR, LinkedIn, Management 2.0, Marco Minghetti, Multimedialità, reclutamento, Recruiting, Recruitment, Risorse Umane, selezione, social media strategy, Telecom, transmedialità, Twitter, Vodafone, Wislawa Szymborska
Learning in the social workplace
What is a social business?
IBM put it quite neatly.

“A Social Business isn’t just a company that has a Facebook page and a Twitter account. A Social Business is one that embraces and cultivates a spirit of collaboration and community throughout its organization—both internally and externally"

Many other commentators make it clear that becoming a “social business” will change the way we do everything – as organisations move from being traditional hierarchical businesses to networked organisations. ”Social” will not just be something that is bolted-on to traditional processes but will underpin a fundamental new approach to working and learning in the organisation. Paul Adams summed this up nicely in
Stop talking about “social”...

“Social is not a feature. Social is not an application.
Social is a deep human motivation
that drives our behaviour almost every second that we’re awake … The leading businesses are recognizing that the web is moving away from being centred around content, to being centred around people.That is the biggest social thunderstorm, and all of us are going to have to understand it to succeed. So stop talking about social as a distinct entity.
Assume it in everything you do
.“

http://janehart.com/
Social learning
is not a new term or training trend, it is something that has been happening since time immemorial – both inside and outside organisations – as we learn with and from others.

So we might learn from others (intentionally or unintentionally, consciously or unconsciously) by asking questions of our colleagues, through discussions in meetings, or even in casual conversations by the proverbial watercooler. And, it is also in social learning that powerful insights to problems often arise that have been generated by the collective wisdom of employees...

These (non-training) services will focus on supporting collaborative working and the building of internal networks, communities and collaboration spaces. These will become key elements of building and supporting the collaborative culture of a social business – where informal,
social learning is its bloodstream.

Learning Activities will include helping to set up online group and community spaces, developing new collaboration and community skills by modelling new behaviours
– since you can’t train people to be social - as well as encouraging workers to “connect and collaborate” and engage in new collaborative work practices, so that there is a symbiotic relationship between collaborative working and learning.
From the professional families to the learning communities

Il fattore chiave di successo per costituire una funzione HR 2.0 consiste nella
capacità di far divenire le tradizionali famiglie professionali community di persone in grado di programmare e realizzare il proprio autosviluppo, diffondere esperienze e best practices all’interno, acquisire competenze innovative dall’esterno.
Come perfettamente rappresentato nello schema proposto da Jane Hart.

Have also a look to:
http://www.slideshare.net/janehart/social-collaborative-learning-in-the-workplace?from=share_email
Full transcript