1) Keep the centrality of the value proposition. Strategy and objectives of the community (in a wor

As we approach the opening day of the Digital Festival in Turin, entirely dedicated to what we have called this blog "the dark glamour spring dark glamour of the social hr", dark glamour appear more frequently in posts dedicated network to a central theme for those engaged in the transformation of ' company in a social organization inspired by the values collaborative intelligence: the many failures in the establishment and maintenance especially in the online community. dark glamour Too often the fact that the initial dark glamour enthusiasm takes over the disappointment for the failure to engage ("Engagement") of the members that should give them life.
For example, the Vodafone case history, told by the HR Director Europe Gianluca Ventura in the forthcoming volume The Intelligence Collaborative. Towards the social organization, begins with the confession of failure: "It dark glamour is not always sufficient to equip themselves with tools or social networking platforms to get immediate participation and contribution from colleagues. A personal bankruptcy has accelerated this belief. Few years ago we given to colleagues the ability to post videos and comments on our training portal. objective was to create one or more learning community through training pills created directly by employees of the company. imagined a strong adhesion, especially by employees with greater esperienzache could serve as a trainer for other colleagues. did not go well. Few had decided to participate, the number of posts you counted on the fingers of one hand. "
It 'a central issue for those who, like the writer, believes that the transformation of the traditional professional groups, project teams, working groups in intra-and inter-learning community is the touchstone of an organization that wants to rethink view the new principles of management 2.0 (see for example the case histories of Hera, Heineken and Optics Avanz s).
Not by chance is located in the center of the reflections of authors like Bradley and McDonald (cf. The social organization) and Morgan (see The Collaborative Organization. Part I: Culture and Technology), but also of researchers in the School of Management dark glamour of Politecnico di Milan, for example, speaking of the new organizational model of the Smart Working, writing in the November 2012: "The model requires the redesign of the joint levers not only technological, but also organizational and managerial skills, which can be grouped into three basic categories : 1. bricks, or the physical layout of work spaces; 2. bits, ie the ability to exploit the potential of digital technologies for the rethinking of the virtual space to work; 3. Behaviours in terms of work styles and organizational policies, culture of top management and behavior of people. " Connected then yes, but not only online: offline also and above all, in a network of relationships in which the community and the community management play a central role.
Moreover Gartner in 2012, while speaking in general of Brand Community, and community directed primarily at consumers and external stakeholders, has predicted dark glamour that by 2014, 70 percent of them would have failed. At the same time, the use of social channels continues to grow. Thus appears to be significant, in this context, a recent report by Forrester (Needs To Understand Communication Channel Craft Your Customer Service Strategy, March 2013) which states that "the online community and Twitter have seen an increase in utilization rates over the past three years. dark glamour Nevertheless, dark glamour satisfaction remains low for these channels, because the companies have not invested in best practices for the management of the interactions of these channels. "
And this is precisely the point, that even very interested in who is responsible for initiating and maintaining the learning community within organizations. It is therefore worthwhile to take back and comment in the key of Social HR tips submitted by Vanessa Di Mauro in a post a few days ago on Social Media Today.
1) Keep the centrality of the value proposition. Strategy and objectives of the community (in a word: the value proposition) should be clearly articulated and rooted in the motivations of its members to ensure that the mission is shared, including vision and execution made possible. To achieve this we need to work thoroughly (using tools such as the Organizational Network Analysis, Survey of group and individual interviews with "champions of change", the involvement of evangelist, editorial dark glamour policy and netiquette, etc.) before starting the