Réseaux sociaux d'entreprise
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Réseaux sociaux d'entreprise

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Cours donné à l'Université de Liège en Master RH en Mars 2013

Cours donné à l'Université de Liège en Master RH en Mars 2013

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Réseaux sociaux d'entreprise Réseaux sociaux d'entreprise Presentation Transcript

  • Master 1 en gestion des ressources humaines Techniques appliquées de GRH GRH et nouvelles technologiesLes 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 ICHECSOURCE: http://ictkm.files.wordpress.com/2009/07/social-media-bandwagon1.jpg Prof. invité Université de Metz
  • Cette présentation est surwww.slideshare.net/folonelle est à votre disposition
  • Vous trouverez mes coordonnées de contact, réseaux sociaux, etc. sur http://jacquesfolon.tel
  • ENTREPRISE 2.0http://fr.slideshare.net/Innhotep/entreprise-20-vision-enjeux-offres-innhotep
  • http://fr.slideshare.net/Innhotep/entreprise-20-vision-enjeux-offres-innhotep
  • http://fr.slideshare.net/Innhotep/entreprise-20-vision-enjeux-offres-innhotep
  • http://fr.slideshare.net/Innhotep/entreprise-20-vision-enjeux-offres-innhotep
  • http://www.gfktechtalk.com/2011/06/14/pictures-tell-a-thousand-data-points-infographics/
  • • 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
  • 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.
  • http://fr.slideshare.net/poncier/impacts-et-gains-des-rseaux-sociaux-dentreprise
  • http://fr.slideshare.net/poncier/impacts-et-gains-des-rseaux-sociaux-dentreprise
  • http://fr.slideshare.net/fsimonnet/les-usages-des-rseaux-sociaux-dentreprise-rse
  • http://www.cross-systems.ch/minisites/pdfs/Event_Intranet_10.2012/CrossAgency_eventIntranet2_Jalios.pdf
  • First part :Risks1. Data privacy2. Data security3. Intellectual property4. What about an internal community manager?
  • 1.0 Data privacy
  • 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
  • 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
  • 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 !!!
  • 2.0. Data securitySOURCE DE L’IMAGE: http://www.techzim.co.zw/2010/05/why-organisations-should-worry-about-security-2/
  • Source : https://www.britestream.com/difference.html.
  • How many information? 67
  • Employees share (too) many information and also with third parties
  • Where do one steal data? Which devices are stolen?•Banks •USB•Hospitals •Laptops•Ministries •Hard disks•Police •Papers•Newspapers •Binders•Telecoms •Cars•...
  • TELEWORKING
  • What are Control limitations? CC/COA 81 !
  • 3.0. INTELLECTUAL PROPERTY Source de l’image: http://www.maniacworld.com/copy-and-paste-babies.html
  • Copyright infringmentSource: http://en.wikipedia.org/wiki/File:Plagiarism_vs_Copyright_Infringement.png
  • 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
  • 4.0. INTERNAL COMMUNITY MANAGERPICTURE CREDIT: http://fromthiscorner.blogspot.be/2012/10/the-community-manager- role.html
  • Who’s in charge if …?http://www.capreseaux.fr/community-management/
  • http://fr.slideshare.net/poncier/impacts-et-gains-des-rseaux-sociaux-dentreprise
  • Second part: Added valuehttp://www.mckinsey.com/insights/mgi/research/technology_and_innovation/the_social_economy
  • Reading and answering e-mail. Approximately 28%, or about 11.2 hours,of the average interaction worker’s workweek is spent reading andanswering e-mails. The study indicates that because of private socialmedia’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.
  • Searching and gathering information. 19%, about 7.6 hours, of the Searching and gathering information. 19%, about 7.6 hours, of theaverage interaction worker’s work hours are spent searching for internal average interaction worker’s work hours are spent searching for internalinformation only certain employees possess. Again, because of information only certain employees possess. Again, because ofenterprise social media’s ability to store all messages as searchable enterprise social media’s 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.
  • Communicating and collaborating internally. Using phones, e-mail, andin-person interaction to communicate consumes about 5.6 hours of theaverage interaction worker’s 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.
  • 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.
  • 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
  • http://fr.slideshare.net/brainopera/seduction-of-the-swarm
  • http://fr.slideshare.net/brainopera/seduction-of-the-swarm
  • Source de l’image: http://agiledudes.com/wp-content/uploads/brain-transfer.jpg
  • http://fr.slideshare.net/brainopera/seduction-of-the-swarm
  • http://fr.slideshare.net/brainopera/seduction-of-the-swarm
  • http://fr.slideshare.net/brainopera/seduction-of-the-swarm
  • Reeds Law The value of networks scales exponentially with the size of the network.http://fr.slideshare.net/eekim/achieving-collective-intelligence
  • Brookss Law Adding people to a complex project makes it take longer.http://fr.slideshare.net/eekim/achieving-collective-intelligence
  • Network Network Potential Frictionhttp://fr.slideshare.net/eekim/achieving-collective-intelligence
  • We Want Reed to Win!http://fr.slideshare.net/eekim/achieving-collective-intelligence
  • http://fr.slideshare.net/brainopera/seduction-of-the-swarm
  • Attention à la différence entre réseau social d’entreprise (RSE) et réseau social professionnel (RSP)• Si RSE = x• Si RSP = Y
  • http://www.gfi.fr/gfilabs/common/docs/Livre-blanc-Gfi-RSE.pdf
  • 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
  • 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
  • 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
  • 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
  • PICTURE CREDIT: http://fromthiscorner.blogspot.be/2012/10/the-community-manager- role.html
  • Other added value• KM• Collective intelligence• Co-working• Network management
  • Some test caseshttp://www.journaldunet.com/solutions/reseau-social-d-entreprise/reseau-social-d-entreprise-et-cac40/
  • 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?
  • 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
  • GOOD LUCK
  • Jacques FolonJacques.folon@ichec.be
  • Any questions ?Crédit image: http://jillsbooks.wordpress.com/2010/09/15/hellooooo-anybody-out-there/raise-your-hand-2/ 75