David Guillocheau at Talent[Power]Management describes what I would call human resources in a wired world [enough of this 2.0 appendage]. He discusses (in French) the various aspects of networked-enabled HR.
Recruiting: social networks; online events; serious games.
Integrating new workers: online mentoring; internal blogs.
Evaluation: online employee profiles; internal markets or currency.
Training: communities of practice; learning communities.
Internal communication: manager blogs; internal social networks, micro-blogs, chat.
Social interactions: private collaborative work space; blogs, internal polling.
HR management: communities of practice; project management space; blogs.
In the comments, Frédéric Williquet adds a definition of this new approach to human resources, which I’ve loosely translated: Human Resources is a community agent that ensures an environment where employees have the opportunity to collaborate, innovate and excel. It provides a framework to inspire employees to work collaboratively according to their interests and abilities.
This definition sounds very much like wirearchy, especially the notion of a two-way flow of power and authority based on information, knowledge, trust and credibility. The above examples of networked HR are wirearchy type work: based on knowledge, trust, credibility AND a focus on results – enabled by interconnected people and technology.
Enterprise 2.0, Learning 2.0, HR 2.0 or Social Business Design are all the same thing seen from different angles. They are the proverbial blind monks examining an elephant.
We are all examining how best to get work done in a networked economy, because the Internet has changed everything. This is most evident today in publishing and journalism, but ever more so in how we manage work without geographical boundaries. We are all learning how to work anew. It’s time for the blind monks to start working together.