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Aurialie Jublin

Nous sommes entrés dans l'économie des compétences ! | Jerome Introvigne | Li... - 0 views

www.linkedin.com/pulse/nous-sommes-entrés-dans-léconomie-des-compétences-jerome-introvigne

compétence travail

shared by Aurialie Jublin on 06 Jun 15 - No Cached
  • Aurialie Jublin on 06 Jun 15
     
    "Apple fait travailler des milliers et des milliers d'individus et d'entreprises, chaque jour, gratuitement, pour alimenter ses stores ; Facebook et Google se nourrissent du contenu créé par la foule, Amazon de milliers de vendeurs indépendants, et Tesla ouvre ses brevets dans l'espoir que d'autres s'en emparent pour les améliorer ! Ces entreprises seraient entrées dans l'économie du savoir ! Elles attirent les meilleurs talents et proposent des produits d'une qualité exceptionnelle à leur écosystème, souvent gratuitement ! On parle de Talent Management… Mais dans les faits, elles font du  skills-management ! Elles gèrent un écosystème de compétences dont elles repoussent sans cesse les limites !"
Aurialie Jublin

The case of sharing economy - 0 views

platformed.info/sharing-economy-future-of-work

économie collaborative travail digital labor

shared by Aurialie Jublin on 03 Feb 15 - No Cached
  • Aurialie Jublin on 03 Feb 15
     
    A whole slew of labor platforms have come up over the last couple of years, powering what is widely referred to as the Gig Economy or (rather inappropriately) the Sharing Economy. Remote freelancing (Freelancer, Elance-Odesk) and micro-tasking (Amazon Mechanical Turk) platforms have been around for quite some time, as have classifieds (e.g. Craigslist), all of which enable service providers to find new gigs. But a whole new range of vertical-specific platforms have come up in recent times creating two broad classes of new opportunities: - Higher end gigs: Consulting platforms like Clarity and Experfy now enable highly skilled individuals to find gigs on platforms. - Real world gig coordination: Platforms like Homejoy and Postmates allow people with spare time to find a new source of income in the 'real' world.
Aurialie Jublin

How Zappos determines salaries in Holacracy - Business Insider - 0 views

uk.businessinsider.com/s-salaries-in-holacracy-2015-7

holacratie rémunération badge

shared by Aurialie Jublin on 23 Nov 15 - No Cached
  • There are also badges that are not tied to roles that result in a raise, such as the Teal 101 badge, which employees can earn after reading management guru Frederic Laloux's book, "Reinventing Organizations," and writing one to three paragraphs demonstrating their understanding, the Las Vegas Sun reports.
  • Badges also exist for non-monetary roles like proficiency in talking about Teal companies (what Zappos aspires to be) and teaching yoga. Jewett says these reinforce Hsieh's Core Value No. 3 to "create fun and a little weirdness," and self-expression has always been at the heart of Zappos.
  • Aurialie Jublin on 23 Nov 15
     
    ""At this time, compensation is tied to roles, and the badges encompass the work or skills being done in those roles," says Lisa Jewett, who has the role of "@Badge_Librarian" and is leading how compensation works in the Zappos Holacracy. "However, we are currently in the process of building a more robust badging system that will allow people to build their salary based on the avenues they would like to pursue." Essentially, that means that the pursuit of badges may eventually resemble a "leveling up" process from video games, where the acquiring of a new badge automatically equals a bigger paycheck. As of now, employees looking for a raise submit an application to Zappos' Compensation Circle, a group of employees responsible for approving salaries. "
Aurialie Jublin

Are There Good Jobs in the Gig Economy? - 0 views

hbr.org/...e-good-jobs-in-the-gig-economy

gig economy

shared by Aurialie Jublin on 29 Jun 18 - No Cached
  • Author Louis Hyman, a Cornell professor and economic historian, notes that in America traditional organizations began moving away from offers of full-time employment and toward more-flexible short-term staffing jobs as a result of both new management ideas (such as the Lean Revolution) and changing values (such as prioritizing short-term profits). This restructuring of the workforce was facilitated, he emphasizes, by management consultants, who believed that “the long hours, the tensions, the uncertainty were all a perfectly reasonable way to work,” and by temp agencies, which created pools of standby, on-demand labor. By the 1980s temps were providing not emergency help but cyclical replacement.
  • Hyman’s stats are striking: By 1988 about nine-tenths of businesses were using temp labor; since 1991 every economic downturn has meant a permanent loss of jobs; by 1995, 85% of companies were “outsourcing all or part of at least one business function
  • Aurialie Jublin on 29 Jun 18
     
    "Advocates of these "alternative work arrangements"-many of which are enabled by sharing or on-demand apps such as Uber and TaskRabbit-bill them as a way to trade unemployment, burnout, or hating one's job for freedom, flexibility, and financial gains. Skeptics, meanwhile, point to the costly trade-offs: unstable earnings, few or no benefits, reduced job security, and stalled career advancement. But what do the gig workers themselves say? Gigged, a new book by Sarah Kessler, an editor at Quartz, focuses on their perspective. In profiling a variety of people in contingent jobs-from a 28-year-old waiter and Uber driver in Kansas City, to a 24-year-old programmer who quit his New York office job to join Gigster, to a 30-something mother in Canada who is earning money through Mechanical Turk-Kessler illuminates a great divide: For people with desirable skills, the gig economy often permits a more engaging, entrepreneurial lifestyle; but for the unskilled who turn to such work out of necessity, it's merely "the best of bad options.""
Aurialie Jublin

The new artisans of the network era | Harold Jarche - 0 views

www.jarche.com/...ew-artisans-of-the-network-era

tictravail travail compétence

shared by Aurialie Jublin on 27 May 13 - No Cached
  • Knowledge artisans are amplified versions of their pre-industrial counterparts. Augmented by technology, they rely on their networks and skills to solve complex problems and test new ideas. Small groups of highly productive knowledge artisans are capable of producing goods and services that used to take much larger teams and resources. In addition to redefining how work is done, knowledge artisans are creating new organizational structures and business models, such as virtual companies, crowd-sourced product development, and alternative currencies.
  • Knowledge artisans are often more contractual, more independent and shorter-term than previous information age employees. Because of their more nomadic nature, artisanal workers will bring their own learning networks. Companies will need to accept this in order to get work done. Also, training departments must be ready to adapt to knowledge artisans by allowing them to  collaborate and connect with their external online networks.
  • Aurialie Jublin on 27 May 13
     
    Are knowledge workers the new artisans of the network era? If so, can you call yourself a knowledge worker if you are not allowed to choose your own tools? How about managing your own learning?
Thierry Nabeth

European Commission: Grand Coalition for Digital Jobs - 0 views

ec.europa.eu/...21022

travail tic emploi commission_européenne

shared by Thierry Nabeth on 18 Jun 13 - No Cached
  • Thierry Nabeth on 18 Jun 13
     
    The Commission is leading a multi-stakeholder partnership to tackle the lack of ICT skills and the several hundred of thousands of unfilled ICT-related vacancies.
Thierry Nabeth

Big Data, Trying to Build Better Workers - 0 views

www.nytimes.com/...g-to-build-better-workers.html

work management call centers

shared by Thierry Nabeth on 22 Apr 13 - No Cached
  • Thierry Nabeth on 22 Apr 13
     
    BOSSES, as it turns out, really do matter - perhaps far more than even they realize. In telephone call centers, for example, where hourly workers handle a steady stream of calls under demanding conditions, the communication skills and personal warmth of an employee's supervisor are often crucial in determining the employee's tenure and performance.
Aurialie Jublin

The Kinetic Organisation by Andrew Mawson of Advanced Workplace Associates - 1 views

www.flexibility.co.uk/...andrew-mawson-09-12.htm

organisation workplace hiérarchie innovation

shared by Aurialie Jublin on 15 Feb 13 - No Cached
  • In order to maintain order, you need to attain an alternative structure. In the Kinetic Organisation, a natural ‘molecular’ structure replaces command, control and hierarchy. A series of cells are linked together and effectively ‘loaded’ in free space to deliver the organisation’s outcomes.
  • The Kinetic Organisation must: Allow the enterprise to ‘turn on a dime/sixpence’ changing without pain to adapt to new threats, opportunities and economic conditions. Be well placed to meet its promises to clients, shareholders and people. Maintain a flexible cost base and infrastructure so that it can ‘inflate’ and ‘deflate’ its operations without incurring penalty costs. Create a ‘safe’ environment in which people feel able to contribute and share their knowledge and innovation.  This includes constructively challenging the way things are done so as to achieve a better end. Constantly keep its products, services, people skills, capabilities, processes, infrastructure and costs under review to make sure every element of the business always remains fresh and competitive. Allow elements within each structure to be treated and structured in different ways depending on their risks, activities and the markets in which they operate.
  • Aurialie Jublin on 15 Feb 13
     
    The 21st Century alternative to hierarchical organisations
Aurialie Jublin

The Avatar Economy | MIT Technology Review - 0 views

www.technologyreview.com/...the-avatar-economy

tictravail avatar robot

shared by Aurialie Jublin on 28 Jun 13 - No Cached
  • Progress toward the “avatarization” of the economy has been limited by two technical factors that don’t involve robotics at all. They are the speed of Internet connections and the latency involved in long-distance communication. Connecting a Thai worker to a robotic avatar in Japan with enough signal fidelity to carry out nonroutine work may be more difficult than engineering a cheap robotic chassis and related control systems.
  • How much bandwidth is enough? A “perfect” (just like being there) connection to a robotic telepresence system must accommodate a signal of 160 megabits per second. Theoretically, too, the distance between robot and worker shouldn’t exceed 1,800 miles
  • Telepresence means that in theory, 10, 100, or 1,000 times as many workers could compete (virtually) for the same work. No matter how bad things get in Madrid or Houston, an avatar worker somewhere else could sell his or her labor for less. The same outsourcing logic applies to many high-wage jobs that rely on physical presence and motor skills, including the work done by cardiologists and machinists.
  • Aurialie Jublin on 28 Jun 13
     
    Article datant d'1 an, imaginant une économie de type Avatar (le héros est allongé et va sauvé la planète via une connexion sans fil à un corps à distance; il interagit avec les autres, apprend de nouvelles compétences, et même se marie-alors que son corps "réel" est couché sur une dalle à plusieurs km de là). I believe outsourcing of nonroutine labor via robotic telepresence could begin to occur on a mass scale within a decade. Let's take the time to manage the avatar economy thoughtfully while it is still young.
Aurialie Jublin

The future of jobs: The onrushing wave | The Economist - 1 views

www.economist.com/...e-long-run-employment-not-less

tictravail travail emploi technologie

shared by Aurialie Jublin on 17 Jan 14 - No Cached
  • The machines are not just cleverer, they also have access to far more data. The combination of big data and smart machines will take over some occupations wholesale; in others it will allow firms to do more with fewer workers. Text-mining programs will displace professional jobs in legal services. Biopsies will be analysed more efficiently by image-processing software than lab technicians. Accountants may follow travel agents and tellers into the unemployment line as tax software improves. Machines are already turning basic sports results and financial data into good-enough news stories.
  • There will still be jobs. Even Mr Frey and Mr Osborne, whose research speaks of 47% of job categories being open to automation within two decades, accept that some jobs—especially those currently associated with high levels of education and high wages—will survive (see table). Tyler Cowen, an economist at George Mason University and a much-read blogger, writes in his most recent book, “Average is Over”, that rich economies seem to be bifurcating into a small group of workers with skills highly complementary with machine intelligence, for whom he has high hopes, and the rest, for whom not so much.
  • Aurialie Jublin on 17 Jan 14
     
    "Previous technological innovation has always delivered more long-run employment, not less. But things can change"
Aurialie Jublin

How to Get a Job at Google - NYTimes.com - 1 views

www.nytimes.com/...ow-to-get-a-job-at-google.html

google travail éducation diplome compétence

shared by Aurialie Jublin on 26 Feb 14 - No Cached
  • “There are five hiring attributes we have across the company,” explained Bock. “If it’s a technical role, we assess your coding ability, and half the roles in the company are technical roles. For every job, though, the No. 1 thing we look for is general cognitive ability, and it’s not I.Q. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information. We assess that using structured behavioral interviews that we validate to make sure they’re predictive.”
  • The second, he added, “is leadership — in particular emergent leadership as opposed to traditional leadership.
  • What else? Humility and ownership. “It’s feeling the sense of responsibility, the sense of ownership, to step in,” he said, to try to solve any problem — and the humility to step back and embrace the better ideas of others. “Your end goal,” explained Bock, “is what can we do together to problem-solve.
  • ...1 more annotation...
  • The least important attribute they look for is “expertise.” Said Bock: “If you take somebody who has high cognitive ability, is innately curious, willing to learn and has emergent leadership skills, and you hire them as an H.R. person or finance person, and they have no content knowledge, and you compare them with someone who’s been doing just one thing and is a world expert, the expert will go: ‘I’ve seen this 100 times before; here’s what you do.’ ” Most of the time the nonexpert will come up with the same answer, added Bock, “because most of the time it’s not that hard.”
  • Aurialie Jublin on 26 Feb 14
     
    Pas forcément besoin de diplôme "LAST June, in an interview with Adam Bryant of The Times, Laszlo Bock, the senior vice president of people operations for Google - i.e., the guy in charge of hiring for one of the world's most successful companies - noted that Google had determined that "G.P.A.'s are worthless as a criteria for hiring, and test scores are worthless. ... We found that they don't predict anything." He also noted that the "proportion of people without any college education at Google has increased over time" - now as high as 14 percent on some teams. At a time when many people are asking, "How's my kid gonna get a job?" I thought it would be useful to visit Google and hear how Bock would answer."
Aurialie Jublin

Skill Swap! - 0 views

www.skillswap.in

compétences tictravail

shared by Aurialie Jublin on 13 Sep 13 - No Cached
  • Aurialie Jublin on 13 Sep 13
     
    Site d'échange de compétences via Twitter
julien camacho

Une vision de la formation tout au long de la vie en Europe pour 2030 - Le blog de la f... - 3 views

www.formation-professionnelle.fr/...-de-la-vie-en-europe-pour-2030

tictravail formation employabilité

shared by julien camacho on 21 Jun 13 - No Cached
  • L’environnement de travailSi nous projetons  l’environnement de travail en 2030 sur les bases de ce  que l’on connait aujourd’hui, il est vraisemblable que :la société numérique dans laquelle nous évoluerons rendra le marché du travail très flexible, segmenté et  particulièrement changeant. Il sera organisé selon le «skill on demand», où les entreprises solliciterons les compétences dont elles auront besoin au moment où elles en auront besoin. Nous travaillerons pour plusieurs employeurs, parfois en même temps, souvent à distance.La performance des employés sera mesurée et quantifiée en continu au travers de systèmes de mesures numériques, les «analystics». La démonstration des compétences et des aptitudes sera préférée aux diplômes.Le savoir sera disponible et gratuit. L’information sera partout. Les ressources  de formation seront nombreuses.Les barrières existantes s’estomperont : les limites du public/privé, professionnel/ personnel, bureau/domicile, réel/virtuel, formel/informel, seront confuses.Dans ce contexte, chacun d’entre nous devra  dédier au moins 20% de son temps à renouveler ses compétences pour rester employable et s’efforcer de coller à celles  requises par l’évolution du marché du travail.
  • Aurialie Jublin on 21 Jun 13
     
    "Pour rester employable, nous devrons tous, à l'avenir, développer une culture de l'auto-formation basée sur les compétences et les aptitudes valorisées par le marché du travail. Comment apprendrons-nous en 2030 ? Comment le digital impactera nos pratiques individuelles de formation? Quelle sera la place des ressources pédagogiques libres et autres MOOC dans notre formation tout au long de la vie? C'est à ces questions que le groupe de recherche, The Institute for Prospective Technological Studies (IPTS), rattaché au centre de recherche la commission européenne (JRC), s'est penché lors d'un atelier à Séville les 29 et 30 avril 2013, durant lequel une vingtaine d'experts ont planché sur les scénarii possibles."
Aurialie Jublin

Entreprise et "quantified work" : au secours, Taylor revient (plus fort) ? - 0 views

www.manpowergroup.fr/quantified-work

données personnelles donnée contrôle management big data

shared by Aurialie Jublin on 29 Oct 14 - No Cached
  • L’enjeu est de taille car, au-delà de la question du “fliquage” (“l’employeur a le droit de contrôler et de surveiller ses salariés, mais seulement dans le cadre d’un contrôle de leur activité et à la condition de les avoir informés préalablement”, peut-on résumer à ce sujet), c’est la nature même du travail, de l’évaluation de la productivité à, en fait, toute la gestion d’un ensemble de données des salariés dans l’entreprise, qui est amenée à se réinventer. Et avec elle, de nouvelles politiques RH, “data-centrées”.
  • Initialement, le taylorisme a en effet été salué comme une force qui “libèrerait les salariés des penchants autocratiques de leurs supérieurs”, rappelle Peter Cappelli, qui insiste pour que le quantified work, ce travail où les salariés mesurent eux-mêmes diverses facettes de leur activité, ne reste pas aux mains des économistes, ingénieurs IT et autres data miners. À la manière des outils d’évaluation dont les conséquences éthiques sont un sujet pris en compte à l’heure de leur élaboration, notamment en y associant la psychologie du travail, la workforce science ne peut se prémunir d’un équilibre entre “l’intérêt des employeurs à prendre des décisions [plus efficaces] et des préoccupations plus vastes sur l’équité et les conséquences inattendues [en matière de motivation, notamment]“.
  • Aurialie Jublin on 29 Oct 14
     
    La workforce science, discipline mettant les données des employés au coeur du management, promet une vie en entreprise conjuguant bien-être et productivité. Au prix de la surveillance généralisée ?
Thierry Nabeth

The Future of Productivity -- OECD - 0 views

www.oecd-ilibrary.org/...-productivity_9789264248533-en

productivité future prospective

shared by Thierry Nabeth on 17 Dec 15 - No Cached
  • Thierry Nabeth on 17 Dec 15
     
    This book addresses the rising productivity gap between the global frontier and other firms, and identifies a number of structural impediments constraining business start-ups, knowledge diffusion and resource allocation (such as barriers to up-scaling and relatively high rates of skill mismatch).
Thierry Nabeth

ICT for Employment and Employability -The Future of Work - EC/JRC/IPTS - 0 views

is.jrc.ec.europa.eu/...oyability-TheFutureofWork.html

travail future prospective

shared by Thierry Nabeth on 17 Dec 15 - No Cached
  • Thierry Nabeth on 17 Dec 15
     
    In the context of the European Employment strategy, the Agenda for New Skills and Jobs, the Grand Coalition for ICT Jobs, and specifically in its 2012 EMPLOYMENT PACK, the JRC-IPTS is conducting research to inform policy makers on some of the new forms of work and pathways to employability mediated by the internet.
Aurialie Jublin

Exploring portable ratings for gig workers - Doteveryone - Medium - 0 views

medium.com/...s-for-gig-workers-5632fd9b262e

gig economy notation notoriété individu indépendant

shared by Aurialie Jublin on 12 Feb 18 - No Cached
  • Unlike the traditional economy, the gig economy doesn’t rely on CVs or letters of recommendation. You build your reputation on one platform at a time — and your reputation is often the route to higher earnings (A service user is more likely to choose someone with 100 five-star ratings than just one or two). Platforms don’t want people to leave, so they don’t let workers have ownership over their own ratings. Leaving a service means starting over.
  • More recently, we’ve been exploring the “how” of ratings portability: what technology, data, user experience and investment might be needed to make this real.Our design team, along with our policy intern and developer James Darling, have been conducting user research and prototyping possible technical solutions for ratings portability. Here’s where we’ve got to so far.
  • “Cab” drivers didn’t have visible habits around their ratings, weren’t checking them frequently and when we spoke about them, they told us that this wasn’t something they’d considered before or something they were particularly concerned about. They were confident in their skills and ability to find work outside of their platforms, and viewed ratings more as performance indicators for their platform owners — the main fear being a drop below 3.5 stars, where they might be dropped from the platform completely.
  • ...11 more annotations...
  • This “performance indicator over ratings” feeling was even stronger with food delivery workers. They expressed even less concern about the issue, focussing more on their delivery metrics such as attendance and cancellations. The rider app screens we were shown support this.
  • This makes sense for both food delivery and transit: the customer has little to no ability to use workers’ reputation data to inform their purchase decision. (When we press a button to order a cab or for food to be delivered, speed is the primary factor and platforms emphasise that in their design.)
  • It was a radically different story for tradespeople. Their reputation data feels important to them, and they prefer to keep control over it. They preferred word of mouth reputation and recommendations, as there was no middleman who could take that away from them. Online platforms were seen as something to graduate away from once you had a sufficient “real world” presence.
  • Alongside our user research, James Darling looked at the technical possibilities, drawing on the Resolution Trust’s initial work and the research that our policy intern did. They came up with five possible solutions and gave them names and some logos. They are in increasing order of complexity.
  • Personal referenceThis is the status quo: when approaching a new employer, workers create their own CVs, loosely standardised by convention.
  • Publicly hosted reputationsWhat feels like a technical quick win is to ensure that a platform hosts a publicly accessible web archive of all worker reputation data, including for profiles which have been disabled. This would allow workers to provide a URL to anyone they wish to provide their reputation data. How would this be encouraged/enforced?
  • Profile verificationHow does a worker prove that they are the owner of a publicly hosted reputation profile? There are a few technical solutions that could be explored here, like a public/private key verification or explorations around OAuth. Is it possible to create something that is secure, but also usable?
  • Decentralised open data standardA data standard for reputation data could be created, allowing automated transfer and use of reputation data by competing platforms or external services. Creating the standard would be the trickiest part here: is it possible to translate between both technical differences of different platforms (eg 5 stars versus 80%), but also the values inherent in them.
  • Centralised data holderPerhaps one way to help standardise and enforce this easy transfer of reputation data is to create some sort of legal entity responsible for holding and transferring this reputation data. A lot of discussion would have to be had about the legal framework for this: is it a government department, a charity, a de facto monopoly?
  • We also thought about ways to verify identity (by including an RSA public key), what a best practice data standard might look like (here’s an example in JSON), and what the import process might look like (via a mock competitor site). The code for all this is on Github, and everything above is available in a slide deck here.
  • I worry that the concept of “owning” people’s ratings reflects some deeper, more systemic issues around who “owns” things more generally in society. In the coming months, we’d like to keep working with like minded organisations to explore that idea more, as well as how the cumulative effects of those systems affect us all.
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