37% of employees more “techno-village”  

Are your employees “techno-village,” “techno-curious,” “techno-ambitious” or “techno-citizens”? A recent survey by French polling firm BVA described four typical employee/Internet user profiles and proposed ten new management methods involving the use of new technologies. 

According to the survey—an initiative of BPI, conducted by BVA in 12 countries in collaboration with Bernard Cathelat on behalf of the Netexplorateur Observatory and Forum—most employees (37%) are “techno-village,” 27% “techno-ambitious,” 20% “techno-citizens,” and 16% “techno-curious.”  

The largest group, the “techno-villagers,” use the Internet regularly but are cautious about digital solutions. For them, it is ”a tool at the service of people and their harmonious cooperation, a means for small companies to be more innovative and dynamic, and an international development lever.” The second group, the “techno-ambitious,” are more enthusiastic about all digital solutions, but consider high-tech primarily as a business and personal promotion tool.   

 “Techno-citizens” are not against the digital company, but are wary—it must prove its social usefulness. The “techno-curious” are the most enthusiastic: for them, digital technologies are opportunities, both personal and professional, and digital progress represents a sociological advance.  

More “crowd knowledge” than “micro-jobs” 

Respondents were also invite to comment on ten scenarios describing new ways of company functioning and working using digital technologies. “Interactive dialogue” enables employees to communicate directly with management online, “free surfing” advocates the unrestricted use of social networking, while “co-marketing” is about giving clients the opportunity to participate in new product development via the Internet. 

Many of the scenarios appealed to respondents, particularly “crowd knowledge,” which calls for employees to assist each other, and to share their expertise and know-how via an intranet. “Interactive dialogue,” “co-marketing” and “telecommuting” were also considered appealing. 

In contrast, the “micro-jobs” and “freelance” scenarios were rejected because they call social dialogue into question. The former is based on using mainly temporary employees, while the second involves dismissing permanent employees so as to allow “the flexible organization of work as a function of need.”