Réseaux sociaux d'entreprise
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The document discusses the potential benefits of enterprise social networks. It notes that they can help reduce the time spent on emails, searching for internal information, and communicating within an organization. By centralizing information sharing and collaboration, social networks may increase productivity on role-specific tasks by 15% by making all job functions and applications accessible in one hub. The document also discusses how social networks can enable collective intelligence by allowing information and ideas to be shared across a large network of employees.
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Réseaux sociaux d'entreprise
- 1. Master 1 en gestion des ressources humaines Techniques appliquées de GRH GRH et nouvelles technologies Les réseaux sociaux d’entreprise http://images.pcworld.com/images/article/2012/08/shutterstock_109044584-11394457.jpg Jacques Folon Partner Edge Consulting Me de conférences Université de LIège Chargé de cours ICHEC SOURCE: http://ictkm.files.wordpress.com/2009/07/social-media-bandwagon1.jpg Prof. invité Université de Metz
- 3. Cette présentation est sur www.slideshare.net/folon elle est à votre disposition
- 4. Vous trouverez mes coordonnées de contact, réseaux sociaux, etc. sur http://jacquesfolon.tel
- 12. • Les managers passent 2h/jour à rechercher de l’information • 50 % de l’information trouvée n’a pas d’utilité • 59 % ne voient pas d’information interne qui soit utile • 53 % disent qu’elle n’a pas de valeur • 36 % disent qu’il y en a trop, rendant difficile la recherche de la bonne information Accenture : Survey 1000 middle managers US/UK –8Jan 2007
- 14. Définition des RSE • Les technologies dites de réseaux sociaux d’entreprise sont considérées comme des supports pouvant permettre l’animation des réseaux sociaux d’une organisation. • Un réseau social correspond à un ensemble de nœuds (individus, organisations) reliés par un ensemble de relations sociales (Fuhrer et al., 2009). • Ces relations prennent forme spontanément et sont donc informelles. • Ces réseaux relationnels permettent d’accélérer le travail collectif dans l’organisation en dépassant les logiques hiérarchiques officielles. • VERRA, Lucas Gabriel, KAROUI, Myriam, et DUDEZERT, Aurélie. Adoption symbolique d’un Réseau Social pour entreprise: Le cas de BOUYGUES CONSTRUCTION.
- 20. First part :Risks 1. Data privacy 2. Data security 3. Intellectual property 4. What about an internal community manager?
- 21. 1.0 Data privacy
- 22. 1.1.Data privacy basics • Basic principles: the Data controller (i.e. the Belgian state i.e. the Minister) – collect and process personal data only when this is legally permitted – respect certain obligations regarding the processing of personal data (details on next slide) ; – respond to complaints regarding breaches of data protection rules; – collaborate with national data protection supervisory authorities Source: http://ec.europa.eu/justice/data-protection/index_en.htm
- 23. 1.2. Data privacy rules for data controllers • Personal Data must be – processed legally and fairly; – collected for explicit and legitimate purposes and used accordingly; – adequate, relevant and not excessive in relation to the purposes for which it is collected and/or further processed; – accurate, and updated where necessary; – kept any longer than strictly necessary; – rectified, removed or blocked by the data subject if incorrect; – Protected against accidental or unlawful destruction, loss, alteration and disclosure, particularly when processing involves data transmission over networks. Source: http://ec.europa.eu/justice/data-protection/index_en.htm
- 24. 1.3. Data privacy & internal social media questions • Which precise purpose ? • What kind of personal data will be stored? • Are data stored in Europe ? • Are they in the « Cloud »? • Data privacy commission advice needed? • What will be the security policy? • What about the content of ex-employees? • Is a code of conduct enough? SO IT ’S AN IMPORTANT ISSUE !!!
- 25. 2.0. Data security SOURCE DE L’IMAGE: http://www.techzim.co.zw/2010/05/why-organisations-should-worry-about-security-2/
- 27. How many information? 67
- 28. Employees share (too) many information and also with third parties
- 31. Where do one steal data? Which devices are stolen? •Banks •USB •Hospitals •Laptops •Ministries •Hard disks •Police •Papers •Newspapers •Binders •Telecoms •Cars •...
- 32. TELEWORKING
- 33. What are Control limitations? CC/COA 81 !
- 34. 3.0. INTELLECTUAL PROPERTY Source de l’image: http://www.maniacworld.com/copy-and-paste-babies.html
- 36. Employer’s responsibility ! • What about external protected works? • What about creation by employees? • What about import of protected works by employees? • What about sub-contractors protected works? • What about advertising campaign? • What about press clipping? • What about external trademarks • What about employee’s images? • … • What do you think of a code of conduct? http://amirrezashamloo.blogspot.be/2010/10/copyright-symbol-and-related-symbols.html
- 37. 4.0. INTERNAL COMMUNITY MANAGER PICTURE CREDIT: http://fromthiscorner.blogspot.be/2012/10/the-community-manager- role.html
- 38. Who’s in charge if …? http://www.capreseaux.fr/community-management/
- 41. Second part: Added value http://www.mckinsey.com/insights/mgi/research/technology_and_innovation/the_social_economy
- 43. Reading and answering e-mail. Approximately 28%, or about 11.2 hours, of the average interaction worker’s workweek is spent reading and answering e-mails. The study indicates that because of private social media’s ability to make searchable content out of all posted messages, the amount of time spent with e-mail can be reduced by as much as 35%, or about 4 hours.
- 44. Searching and gathering information. 19%, about 7.6 hours, of the Searching and gathering information. 19%, about 7.6 hours, of the average interaction worker’s work hours are spent searching for internal average interaction worker’s work hours are spent searching for internal information only certain employees possess. Again, because of information only certain employees possess. Again, because of enterprise social media’s ability to store all messages as searchable enterprise social media’s ability to store all messages as searchable content, this figure can be reduced by nearly 35% to about 4.9 hours per content, this figure can be reduced by nearly 35% to about 4.9 hours per week, which amounts to a savings of 2.7 hours per week per interaction week, which amounts to a savings of 2.7 hours per week per interaction worker. worker.
- 45. Communicating and collaborating internally. Using phones, e-mail, and in-person interaction to communicate consumes about 5.6 hours of the average interaction worker’s workweek. Because you can directly message anyone in the organization without cluttering up an e-mail inbox with a collaboration tool, your organization can realize up to a 35% time savings, or about 2.0 hours per interaction worker.
- 46. Role-specific tasks. Tasks specific to a particular job consume the most Role-specific tasks. Tasks specific to a particular job consume the most amount of time for any role, averaging out to about 15.6 hours per week. amount of time for any role, averaging out to about 15.6 hours per week Internal social media increases the productivity of these tasks by about Internal social media increases the productivity of these tasks by about 15%, or approximately 2.3 hours per week. One way they enhance job- 15%, or approximately 2.3 hours per week. One way they enhance job- specific productivity lies in their ability to centralize all job functions at specific productivity lies in their ability to centralize all job functions at one hub, so your employees begin using all other applications there. one hub, so your employees begin using all other applications there.
- 48. Intelligence collective • Chacun d’entre ces personnes peut ne pas être de qualité supérieure; mais quand elles sont ensemble, il est possible qu’elles puissent surpasser – collectivement et comme une nouvelle entité –la qualité des meilleurs • Aristote
- 51. Source de l’image: http://agiledudes.com/wp-content/uploads/brain-transfer.jpg
- 55. Reed's Law The value of networks scales exponentially with the size of the network. http://fr.slideshare.net/eekim/achieving-collective-intelligence
- 56. Brooks's Law Adding people to a complex project makes it take longer. http://fr.slideshare.net/eekim/achieving-collective-intelligence
- 57. Network Network Potential Friction http://fr.slideshare.net/eekim/achieving-collective-intelligence
- 58. We Want Reed to Win! http://fr.slideshare.net/eekim/achieving-collective-intelligence
- 60. Attention à la différence entre réseau social d’entreprise (RSE) et réseau social professionnel (RSP) • Si RSE = x • Si RSP = Y
- 62. Culture et veille • Le RSE permet – Le partage d’informations – De modifier la culture vers de l’intelligence collective et la gestion des connaissances – De transformer tout le monde en « veilleur » – D’intégrer l’Intelligence stratégique dans la culture
- 67. Other added value • KM • Collective intelligence • Co-working • Network management
- 70. Internal code of conduct main rules • Define the internal and external social media • Intellectual property rules • Data privacy explanations • Confidential information • Anonimity is forbidden • Penalties • And • Which communication for the code of conduct? • How to have it approved?
- 72. Conclusion • Do not forget privacy issues • CC/CO 81 • Control or not control • IPR regulation s/b reminded • Internal code of conduct • BUT • There are some important added value
- 73. GOOD LUCK
- 75. Any questions ? Crédit image: http://jillsbooks.wordpress.com/2010/09/15/hellooooo-anybody-out-there/raise-your-hand-2/ 75