Réseaux sociaux d'entreprise

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Cours donn l'Universit de Lige en Master RH en Mars 2013


<ul><li>1.Master 1 en gestion des ressources humainesTechniques appliques de GRH GRH et nouvelles technologiesLes rseaux sociaux dentreprise http://images.pcworld.com/images/article/2012/08/shutterstock_109044584-11394457.jpg Jacques FolonPartner Edge ConsultingMe de confrences Universit de LIge Charg de cours ICHECSOURCE: http://ictkm.files.wordpress.com/2009/07/social-media-bandwagon1.jpg Prof. invit Universit de Metz</li></ul> <p>2. Cette prsentation est surwww.slideshare.net/folonelle est votre disposition 3. Vous trouverez mes coordonnes de contact, rseaux sociaux, etc. sur http://jacquesfolon.tel 4. ENTREPRISE 2.0http://fr.slideshare.net/Innhotep/entreprise-20-vision-enjeux-offres-innhotep 5. http://fr.slideshare.net/Innhotep/entreprise-20-vision-enjeux-offres-innhotep 6. http://fr.slideshare.net/Innhotep/entreprise-20-vision-enjeux-offres-innhotep 7. http://fr.slideshare.net/Innhotep/entreprise-20-vision-enjeux-offres-innhotep 8. http://www.gfktechtalk.com/2011/06/14/pictures-tell-a-thousand-data-points-infographics/ 9. Les managers passent 2h/jour a rechercher de linformation 50 % de linformation trouvee na pas dutilite 59 % ne voient pas dinformation interne qui soit utile 53 % disent quelle na pas de valeur 36 % disent quil y en a trop, rendant difficile la recherchede la bonne information Accenture : Survey 1000 middle managers US/UK 8Jan 2007 10. Dfinition des RSE Les technologies dites de rseaux sociaux dentreprise sontconsidres comme des supports pouvant permettrelanimation des rseaux sociaux dune organisation. Un rseau social correspond un ensemble de nuds(individus, organisations) relis par un ensemble de relationssociales (Fuhrer et al., 2009). Ces relations prennent forme spontanment et sont doncinformelles. Ces rseaux relationnels permettent dacclrer le travailcollectif dans lorganisation en dpassant les logiqueshirarchiques officielles. VERRA, Lucas Gabriel, KAROUI, Myriam, et DUDEZERT,Aurlie. Adoption symbolique dun Rseau Social pourentreprise: Le cas de BOUYGUES CONSTRUCTION. 11. http://fr.slideshare.net/poncier/impacts-et-gains-des-rseaux-sociaux-dentreprise 12. http://fr.slideshare.net/poncier/impacts-et-gains-des-rseaux-sociaux-dentreprise 13. http://fr.slideshare.net/fsimonnet/les-usages-des-rseaux-sociaux-dentreprise-rse 14. http://www.cross-systems.ch/minisites/pdfs/Event_Intranet_10.2012/CrossAgency_eventIntranet2_Jalios.pdf 15. First part :Risks1. Data privacy2. Data security3. Intellectual property4. What about an internal community manager? 16. 1.0 Data privacy 17. 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 authoritiesSource: http://ec.europa.eu/justice/data-protection/index_en.htm 18. 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 19. 1.3. Data privacy &amp;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 !!! 20. 2.0. Data securitySOURCE DE LIMAGE: http://www.techzim.co.zw/2010/05/why-organisations-should-worry-about-security-2/ 21. Source : https://www.britestream.com/difference.html. 22. How many information?67 23. Employees share (too) many information andalso with third parties 24. Where do one steal data? Which devices are stolen?Banks USBHospitals LaptopsMinistriesHard disksPolicePapersNewspapersBindersTelecomsCars... 25. TELEWORKING 26. What are Control limitations? CC/COA 81 ! 27. 3.0. INTELLECTUAL PROPERTYSource de limage: http://www.maniacworld.com/copy-and-paste-babies.html 28. Copyright infringmentSource: http://en.wikipedia.org/wiki/File:Plagiarism_vs_Copyright_Infringement.png 29. Employers responsibility ! What about external protectedworks? What about creation by employees? What about import of protectedworks by employees? What about sub-contractorsprotected works? What about advertising campaign? What about press clipping? What about external trademarks What about employees images? What do you think of a code ofconduct? http://amirrezashamloo.blogspot.be/2010/10/copyright-symbol-and-related-symbols.html 30. 4.0. INTERNAL COMMUNITY MANAGERPICTURE CREDIT: http://fromthiscorner.blogspot.be/2012/10/the-community-manager- role.html 31. Whos in charge if ?http://www.capreseaux.fr/community-management/ 32. http://fr.slideshare.net/poncier/impacts-et-gains-des-rseaux-sociaux-dentreprise 33. Second part: Added valuehttp://www.mckinsey.com/insights/mgi/research/technology_and_innovation/the_social_economy 34. Reading and answering e-mail. Approximately 28%, or about 11.2 hours,of the average interaction workers workweek is spent reading andanswering e-mails. The study indicates that because of private socialmedias 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. 35. Searching and gathering information. 19%, about 7.6 hours, of the Searching and gathering information. 19%, about 7.6 hours, of theaverage interaction workers work hours are spent searching for internal average interaction workers work hours are spent searching for internalinformation only certain employees possess. Again, because of information only certain employees possess. Again, because ofenterprise social medias ability to store all messages as searchable enterprise social medias ability to store all messages as searchablecontent, 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 perweek, 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 interactionworker. worker. 36. Communicating and collaborating internally. Using phones, e-mail, andin-person interaction to communicate consumes about 5.6 hours of theaverage interaction workers workweek. Because you can directlymessage anyone in the organization without cluttering up an e-mail inboxwith a collaboration tool, your organization can realize up to a 35% timesavings, or about 2.0 hours per interaction worker. 37. Role-specific tasks. Tasks specific to a particular job consume the most Role-specific tasks. Tasks specific to a particular job consume the mostamount 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 weekInternal social media increases the productivity of these tasks by about Internal social media increases the productivity of these tasks by about15%, 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 atone hub, so your employees begin using all other applications there. one hub, so your employees begin using all other applications there. 38. Intelligence collective Chacun dentre ces personnespeut ne pas tre de qualitsuprieure; mais quand ellessont ensemble, il est possiblequelles puissent surpasser collectivement et comme unenouvelle entit la qualit desmeilleurs Aristote 39. http://fr.slideshare.net/brainopera/seduction-of-the-swarm 40. http://fr.slideshare.net/brainopera/seduction-of-the-swarm 41. Source de limage: http://agiledudes.com/wp-content/uploads/brain-transfer.jpg 42. http://fr.slideshare.net/brainopera/seduction-of-the-swarm 43. http://fr.slideshare.net/brainopera/seduction-of-the-swarm 44. http://fr.slideshare.net/brainopera/seduction-of-the-swarm 45. Reeds Law The value of networks scalesexponentially withthe size of the network.http://fr.slideshare.net/eekim/achieving-collective-intelligence 46. Brookss Law Adding peopleto a complexproject makes it take longer.http://fr.slideshare.net/eekim/achieving-collective-intelligence 47. Network Network Potential Frictionhttp://fr.slideshare.net/eekim/achieving-collective-intelligence 48. We Want Reed to Win!http://fr.slideshare.net/eekim/achieving-collective-intelligence 49. http://fr.slideshare.net/brainopera/seduction-of-the-swarm 50. Attention la diffrence entrerseau social dentreprise (RSE)et rseau social professionnel (RSP) Si RSE = x Si RSP = Y 51. http://www.gfi.fr/gfilabs/common/docs/Livre-blanc-Gfi-RSE.pdf 52. Culture et veille Le RSE permet Le partage dinformations De modifier la culture vers de lintelligencecollective et la gestion des connaissances De transformer tout le monde en veilleur Dintgrer lIntelligence stratgique dans laculture 53. http://fr.slideshare.net/idaos/etude-idaos-le-changement-par-les-reseaux-sociaux-professionnels-et-dentreprise http://fr.slideshare.net/idaos/etude-idaos-le-changement-par-les-reseaux-sociaux-professionnels-et-dentreprise 54. http://fr.slideshare.net/idaos/etude-idaos-le-changement-par-les-reseaux-sociaux-professionnels-et-dentreprise http://fr.slideshare.net/idaos/etude-idaos-le-changement-par-les-reseaux-sociaux-professionnels-et-dentreprise 55. http://fr.slideshare.net/idaos/etude-idaos-le-changement-par-les-reseaux-sociaux-professionnels-et-dentreprise http://fr.slideshare.net/idaos/etude-idaos-le-changement-par-les-reseaux-sociaux-professionnels-et-dentreprise 56. PICTURE CREDIT: http://fromthiscorner.blogspot.be/2012/10/the-community-manager- role.html 57. Other added value KM Collective intelligence Co-working Network management 58. Some test caseshttp://www.journaldunet.com/solutions/reseau-social-d-entreprise/reseau-social-d-entreprise-et-cac40/ 59. 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? 60. 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 61. GOOD LUCK 62. Jacques FolonJacques.folon@ichec.be 63. Any questions ?Crdit image: http://jillsbooks.wordpress.com/2010/09/15/hellooooo-anybody-out-there/raise-your-hand-2/75 </p>