Réseaux sociaux d'entreprise

Les réseaux sociaux d’entreprise

SOURCE: http://ictkm.files.wordpress.com/2009/07/social-media-bandwagon1.jpg

Jacques FolonPartner Edge Consulting

Me de conférences Université de LIègeChargé de cours ICHEC

Prof. invité Université de Metz

Master 1 en gestion des ressources humaines

Techniques appliquées de GRH GRH et nouvelles technologies

http://images.pcworld.com/images/article/2012/08/shutterstock_109044584-11394457.jpg

Cette présentation est sur www.slideshare.net/folon

elle est à votre disposition

Vous trouverez mes coordonnées de contact, réseaux sociaux, etc. sur http://jacquesfolon.tel

ENTREPRISE 2.0

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://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 :Risks

1. 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 security

SOURCE 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?How many information?

6767

Employees share (too) many information and also with third parties

Where do one steal data?

•Banks•Hospitals•Ministries•Police•Newspapers•Telecoms•...

Which devices are stolen?

•USB •Laptops•Hard disks•Papers•Binders•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 infringment

Source: 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 MANAGER

PICTURE 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 value

http://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 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.

Searching and gathering information. 19%, about 7.6 hours, of the average interaction worker’s work hours are spent searching for internal information only certain employees possess. Again, because of 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 week, which amounts to a savings of 2.7 hours per week per interaction worker.

Searching and gathering information. 19%, about 7.6 hours, of the average interaction worker’s work hours are spent searching for internal information only certain employees possess. Again, because of 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 week, which amounts to a savings of 2.7 hours per week per interaction worker.

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.

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. Internal social media increases the productivity of these tasks by about 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 one hub, so your employees begin using all other applications there.

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. Internal social media increases the productivity of these tasks by about 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 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

Reed's Law

The value of networks scales

exponentially with the size of the

network.

http://fr.slideshare.net/eekim/achieving-collective-intelligence

Brooks's Law

Adding people to a complex

project makes it take longer.

http://fr.slideshare.net/eekim/achieving-collective-intelligence

NetworkPotential

NetworkFriction

http://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-dentreprisehttp://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-dentreprisehttp://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-dentreprisehttp://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 cases

http://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 FolonJacques.folon@ichec.be Jacques.folon@ichec.be

7575

Any questions ?Any questions ?

Crédit image: http://jillsbooks.wordpress.com/2010/09/15/hellooooo-anybody-out-there/raise-your-hand-2/