hr summit - social media: ignore or embrace
DESCRIPTION
What should HR professionals do with the emergence of social media? Is it something that can be ignored, or is it something that they should embrace to improve the quality of their work?TRANSCRIPT
Social Media – Ignore or embrace?
Rick Mans - Social Media Evangelist
The World Wide Web has evolved from content oriented to interaction oriented over the past few years
Features
The Web as a Platform– Nowadays in the second
phase it can be used as a common development medium
Modularity and Open Source provides the basis for continuous improvement
Widespread participation through ease of use: people creating the content
Fast, interactive, and personalized
Network-based and community-centric
The Web guided by Common Sense– In a future phase it could
connect databases and thereby make intelligent choices for the user
Going from a Web of connected documents to a Web of connected data
Less of a catalog and more of a guide
Taking advantage of increasingly powerful computers that can quickly and completely scour the Web
Web 1.0Content oriented
Web 2.0Interaction
oriented
Web 3.0Intelligence
oriented
The Web as a series of Static pages– The World Wide Web start-up
phase focused on building the Web and making it accessible
Setup of protocols, standards and languages
Creation of Web sites, Web browsers and key portals by organizations
Internet access through Internet Service Providers
Feat
ures
Time
Features
Features
The Internet and its attendant array of consumer devices, networks and content sources have fundamentally changed how customers, employees and partners expect to interact with the enterprise (Gartner CIO survey 2008/2009).
HIRE SMARTER
Ernst & Young can reach out to more than 35000 potential new hires and recruiters on Facebook within minutes.
Don't rule someone out just because they once posted a drunken picture; you'll quickly rule out most hires under age 30. Look for patterns of good or bad judgment; an upbeat or a complaining personality; writing style and issue knowledge; and most crucially, positive or negative comments from other people who talk about them.
http://www.sxc.hu/photo/557070
WORK IS THE PLACE WHERE I USE OLD TECHNOLOGY
Perception
4 MYTHS ABOUT BLOCKING
The world always changes
MANAGERS WERE AFRAID EXCEL WAS TO STIMULATE WORKERS TO MAKE SPORTS- OR GROCERY LISTS DURING WORK HOURS
Social tools a disruptive technology?
The 4 myths
• Blocking will increase the productivity of the employee• We will save a lot of money since our employees are wasting the
bandwidth• No issues with downloaded inappropriate content / malware• Our reputation is at risk if our employees are online.
YOU ONLY BLOCK INTERNET ACCESS WHEN YOU ARE AFRAID TO TALK WITH YOUR EMPLOYEES ABOUT THEIR BEHAVIOR. PREVENTING BEHAVIOR DOES NOT SOLVE YOUR PROBLEMS, IT WILL PREVENT THEM JUST FOR A SHORT PERIOD OF TIME.
THE VALUE OF SOCIAL MEDIAROI?
Extending the social network to include ex-employees and suppliers can provide a high quality pool for recruitment
Derived BenefitsDerived Benefits
Tangible – Improved Planning and Collaboration Through Reduction in Number of Silos and Involvement of External Parties Those not directly involved in the design process can prepare in
advance for the impact of a product because they can see what is coming in the pipeline in advance and the business thinks less in silos
Increased involvement of external stakeholders and parties improves the quality of design
Intangible – Improved Supplier Loyalty The external collaborators feel more a partner than supplier and this
will make working with Playstation more attractive
Tangible – Improved Planning and Collaboration Through Reduction in Number of Silos and Involvement of External Parties Those not directly involved in the design process can prepare in
advance for the impact of a product because they can see what is coming in the pipeline in advance and the business thinks less in silos
Increased involvement of external stakeholders and parties improves the quality of design
Intangible – Improved Supplier Loyalty The external collaborators feel more a partner than supplier and this
will make working with Playstation more attractive
CompanyCompany
Playstation is a subsidiary of Sony and are a manufacturer of both portable and home games consoles
They also control a series of gaming software houses
Playstation is a subsidiary of Sony and are a manufacturer of both portable and home games consoles
They also control a series of gaming software houses
Web 2.0 InitiativeWeb 2.0 Initiative
Internal Wikis Wikis are widely used within Playstation They were set up to help executives
keep in touch with other employees In addition, the wikis aimed to ensure
that everyone in the organisation is better informed about new products were being developed and how this development was progressing
External partners, such as video editors, technical writers and musicians were encouraged to use the blog
Internal Wikis Wikis are widely used within Playstation They were set up to help executives
keep in touch with other employees In addition, the wikis aimed to ensure
that everyone in the organisation is better informed about new products were being developed and how this development was progressing
External partners, such as video editors, technical writers and musicians were encouraged to use the blog
Derived BenefitsDerived Benefits
Tangible – Easier and Cheaper Recruitment Through Alumni Networks and External Networks Bringing Competitor Knowledge into Company 10,000 former and current employees signed up on the site 14% of the company’s new hires come from the alumni network saving
on expensive head-hunter fees Hiring back previous employees is less risky and they bring outside
knowledge back into the company on its competitors
Intangible – Cultural Fit of Re-Hired Employees Employees on the network are likely to fit KPMG’s culture so they are
easy to hire back
Tangible – Easier and Cheaper Recruitment Through Alumni Networks and External Networks Bringing Competitor Knowledge into Company 10,000 former and current employees signed up on the site 14% of the company’s new hires come from the alumni network saving
on expensive head-hunter fees Hiring back previous employees is less risky and they bring outside
knowledge back into the company on its competitors
Intangible – Cultural Fit of Re-Hired Employees Employees on the network are likely to fit KPMG’s culture so they are
easy to hire back
Company Company
KPMG is a global accounting and consulting firm
Their business is broadly split into Audit (accountancy), Tax and Advisory (which includes some management and investment consulting)
KPMG is a global accounting and consulting firm
Their business is broadly split into Audit (accountancy), Tax and Advisory (which includes some management and investment consulting)
Web 2.0 InitiativeWeb 2.0 Initiative
Social and Alumni Network KPMG launched an online alumni
network, which took a similar form to a social networking site in that each member had a profile
The front page listed company news, networking events and job opportunities
The site allowed old employees to stay in touch with one another and those still in the company
Social and Alumni Network KPMG launched an online alumni
network, which took a similar form to a social networking site in that each member had a profile
The front page listed company news, networking events and job opportunities
The site allowed old employees to stay in touch with one another and those still in the company
Collaboration on projects can be highly beneficial to companies, even if this collaboration is informal
Derived BenefitsDerived Benefits
Tangible – Reduction in Email Traffic Freeing Up Time, Improved Collaboration on Projects all at Low Cost The number of entries in the blogs and wikis are a clear indication that
people are collaborating on this infrastructure and using less email as a result so others do not waste time deleting unwanted emails
The governing body take on responsibility in addition to their main roles so no additional staff are required to run and govern this infrastructure
Intangible – Improved Employee Satisfaction Employees enjoy the responsibility and profile of being on the
governing board and contributing the blogs and wikis being read by their colleagues
Tangible – Reduction in Email Traffic Freeing Up Time, Improved Collaboration on Projects all at Low Cost The number of entries in the blogs and wikis are a clear indication that
people are collaborating on this infrastructure and using less email as a result so others do not waste time deleting unwanted emails
The governing body take on responsibility in addition to their main roles so no additional staff are required to run and govern this infrastructure
Intangible – Improved Employee Satisfaction Employees enjoy the responsibility and profile of being on the
governing board and contributing the blogs and wikis being read by their colleagues
Company Company
Motorola are a global telecommunications firm specialising in mobile communication technologies and consumer devices such as mobile phones
Motorola are a global telecommunications firm specialising in mobile communication technologies and consumer devices such as mobile phones
Web 2.0 InitiativeWeb 2.0 Initiative
Wikis, Blogs and Collaboration Motorola created an entire
collaboration infrastructure There are more than 2,600 active blogs There are 3,200 wikis online Platform managed by 250 part-time
volunteers, split by their responsibility for different subject areas
Members of the governing group meet on a bi-weekly basis to provide oversight and direction to the tools
Traffic has been diverted from traditional email to these systems
Wikis, Blogs and Collaboration Motorola created an entire
collaboration infrastructure There are more than 2,600 active blogs There are 3,200 wikis online Platform managed by 250 part-time
volunteers, split by their responsibility for different subject areas
Members of the governing group meet on a bi-weekly basis to provide oversight and direction to the tools
Traffic has been diverted from traditional email to these systems
Derived BenefitsDerived Benefits
Tangible – Faster Product Development and Less Duplication of Work 600,000 specifications are linked globally with 8,000 employees using
the wiki system P&G found 1,000 dyes or colorants globally, with dozens for blue
alone. Consolidating these to a standard palette globally saved money. A similar story was found in adhesives used across the company
The ability of other researchers to keep abreast of others’ work speeds product development as they can collaborate more or use one another's ideas in their own work
Tangible – Faster Product Development and Less Duplication of Work 600,000 specifications are linked globally with 8,000 employees using
the wiki system P&G found 1,000 dyes or colorants globally, with dozens for blue
alone. Consolidating these to a standard palette globally saved money. A similar story was found in adhesives used across the company
The ability of other researchers to keep abreast of others’ work speeds product development as they can collaborate more or use one another's ideas in their own work
CompanyCompany
Proctor and Gamble are a diverse global consumer products firm
Products ranging from dusters to toothpaste
Proctor and Gamble are a diverse global consumer products firm
Products ranging from dusters to toothpaste
Web 2.0 InitiativeWeb 2.0 Initiative
Wiki P&G set out to improve the productivity
of its R&D process The aim was to decrease the
perfectionist and siloed mentality of its researchers and involve more outsiders
This was achieved through the use of Product Lifecycle Management software which took researchers’ reports and put them into an online wiki for access by all
Wiki P&G set out to improve the productivity
of its R&D process The aim was to decrease the
perfectionist and siloed mentality of its researchers and involve more outsiders
This was achieved through the use of Product Lifecycle Management software which took researchers’ reports and put them into an online wiki for access by all
Opening your organisation’s innovation responsibility to all (including your customers) can provide a wealth of new ideas
Derived BenefitsDerived Benefits
Tangible – Low Costs of Running Business Operations Few staff are needed to run eBay as the content is generated by users In the eBay community customers also generate new ideas and guides
to help other users reducing the pressure on eBay to hire staff to do this
Intangible – Improved Idea Generation Content of blogs constantly gives eBay new ideas to draw on, whether
these ideas come from customers or actual paid staff it does not matter
Tangible – Low Costs of Running Business Operations Few staff are needed to run eBay as the content is generated by users In the eBay community customers also generate new ideas and guides
to help other users reducing the pressure on eBay to hire staff to do this
Intangible – Improved Idea Generation Content of blogs constantly gives eBay new ideas to draw on, whether
these ideas come from customers or actual paid staff it does not matter
Company Company
eBay are the world’s largest online auction site
eBay are the world’s largest online auction site
Web 2.0 InitiativeWeb 2.0 Initiative
Wikis, Blogs, Discussion boards, Chat Rooms, Mobile
There is little distinction between the company and its customers
In June 2006, eBay added an “eBay community” to the website which included wikis and blogs creating discussion boards, group, answer centres, chat rooms, reviews and how to guides
EBay also has a robust mobile offering including SMS alerts, WAP site and J2ME clients available for some markets
Wikis, Blogs, Discussion boards, Chat Rooms, Mobile
There is little distinction between the company and its customers
In June 2006, eBay added an “eBay community” to the website which included wikis and blogs creating discussion boards, group, answer centres, chat rooms, reviews and how to guides
EBay also has a robust mobile offering including SMS alerts, WAP site and J2ME clients available for some markets
Derived BenefitsDerived Benefits
Tangible – Improved Information Quality Despite the unpopularity of the open peer review system with more
senior staff, Intel noticed that it was “shaking things up” and quality of content and thinking on Intelpedia improved due to the peer reviewing taking place of submitted articles
Intangible – Employee Satisfaction and Loyalty The system could motivate more junior staff who see their ideas and
thinking incorporated in Intel’s knowledge base Job satisfaction from seeing article on Intelpedia to which you
contributed
Tangible – Improved Information Quality Despite the unpopularity of the open peer review system with more
senior staff, Intel noticed that it was “shaking things up” and quality of content and thinking on Intelpedia improved due to the peer reviewing taking place of submitted articles
Intangible – Employee Satisfaction and Loyalty The system could motivate more junior staff who see their ideas and
thinking incorporated in Intel’s knowledge base Job satisfaction from seeing article on Intelpedia to which you
contributed
CompanyCompany
Intel are the world’s largest computer chip manufacturer
Their chips can be found in anything from desktop PC’s to laptops to mobile phones to networking products
Intel are the world’s largest computer chip manufacturer
Their chips can be found in anything from desktop PC’s to laptops to mobile phones to networking products
Web 2.0 InitiativeWeb 2.0 Initiative
Wiki In 2005, Intel launched Intelpedia which
was an internal Wiki site to which any employee can contribute
The peer reviewing nature of a wikipedia meant that some employee feathers were ruffled, as they didn’t like their entries being edited by their peers – especially those more junior
Within a year Intelpedia had amassed 5,000 of content and generated 13.5m page views
Wiki In 2005, Intel launched Intelpedia which
was an internal Wiki site to which any employee can contribute
The peer reviewing nature of a wikipedia meant that some employee feathers were ruffled, as they didn’t like their entries being edited by their peers – especially those more junior
Within a year Intelpedia had amassed 5,000 of content and generated 13.5m page views
At the end of 2009
13,339 content pages13,874 files uploaded. 38,934,813 page views
240,383 page edits.6.77 average edits per page
161.97 views per edit.
30,928 registered users
Maturity Levels in the use of Yammer
• If the network is full of listeners, no value will be created
• If the network is full of contributors a huge potential value is created
The full value of Yammer is realised only if the majority of the users are truly contributing to its content.
Incr
ease
d m
atur
ity
Value formula•Use Yammer for content creation•Contributing value in others content creation
ContributingLevel 5
•Share from own experience/telling their own story•Intiate and drive the conversation
SharingLevel 4
•Participate in conversationsof interest by commenting on others experience`/information•Do not initate or drive conversation
ParticipatingLevel 3
•Answer the ”social phone”RespondingLevel 2
•Listen in on conversationsListening Level 1
Yammer is an add-on to other existing tools for knowledge sharing
IntranetInternet Internal document strucureE-mail
Sources of information
• We will continue to use existing tools for knowledge sharing and information gathering
• Yammer is brilliant for reaching out and sharing information with colleagues outside your daily network
• Use Yammer as a search tool: Links posted on Yammer will guide you to other sources of information
CG Yammer stats
24
Day One 8am starting a brand new sales job,
needing to get up to speed fast
Eager to find out more about the
new product, the marketplace, and
who the key people are to
know
Updates profile tags with new product name
and other focus areas
Clicks on “connections” to see who else has
tagged themselves with
that subject
“Evangelist”…sounds promising
Reviews the list of people with the
“connections” tag
“Product Designer”…maybe, but might be too ‘techie’
“Director”…why not start at the top?
Clicks on Ronnie to learn more
Simple Use Case
25
Simple Use Case
Looks like this is the right person to
get started with
Could call direct right now or instant
message, but… don’t really have
that much to say to her yet
Decide to research using some of
Ronnie’s online resources linked off
her Profile
Can easily pivot across Ronnie’s:
•Communities,•Blogs•Bookmarks (e.g. ‘dogeared’ pages)
•Activities •all from her Profiles page
Decide to check out her bookmarks in Dogear first
26
Simple Use Case
Can immediately see a wealth of relevant information that Ronnie has bookmarked
Clicks through some articles to understand more about what she thinks is important
Decides to Subscribe to Ronnie’s bookmarks in order to stay up to date with what she’s reading
From now on, will get notified via a feed when new content is added
Can also see other people who have bookmarked similar content
Makes a mental note to circle back and check out these people later
27
Simple Use Case
Returns to Ronnie’s Profile to continue looking at the 360 degree view by seeing what Communities she is a part of
Wow, there is an entire Community of people focused on Lotus Connections
Decide to join the community and get plugged in
See what the community is about, and what content people are interested in
28
Simple Use Case
Great info and you can sense the passion about her work and the core principles used is developing the product
Can now easily contact Ronnie to start talking about the value I can bring to her team from the Sales side of things
But even without contacting her, I already have the benefit of her recent research, her online discussion, and the important content from the Communities she is a part of
Can subscribe to her blog as well to get updates when she posts new entries
Finally, decide to look at Ronnie’s blog and see what her point of view is ‘in her own words’
Definitely want to know what she thinks about “team collaboration”
Clicks to read the article and comments
SOCIAL BUSINESS
Organizational design, Business transformation, Performance, conduct and behaviour management, Human resources (or workforce) analysis and the management of workforce personal data, Training & development
Rick Mans
[email protected]+31 6 512 10 144
http://twitter.com/rickmanshttp://www.linkedin.com/in/rickmans