Your SlideShare is downloading. ×
0
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
NHRD_Social Learning_Deloitte_Rohit_Oct 2012
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

NHRD_Social Learning_Deloitte_Rohit_Oct 2012

210

Published on

Published in: Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
210
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Social LearningOld Wine forGeneration NextSpeaker: Rohit KumarOct 2012
  • 2. Copyright © 2012 Deloitte Development LLC. All rights reserved.1The Purpose of Social Learningshould primarily be to connectlike-minded people.PurposeConnectLearningCollaborate Create
  • 3. Copyright © 2012 Deloitte Development LLC. All rights reserved.2The only value we have to offerthe marketplace is the skillsand capabilities of our talent, soit’s vital that we dedicateourselves to our people’scareer-long development.ApproachesFormal andInformalPersonal andSocial
  • 4. Copyright © 2012 Deloitte Development LLC. All rights reserved.3Paper-basedcommunicationPaperlesscommunicationChannels have evolved
  • 5. Copyright © 2012 Deloitte Development LLC. All rights reserved.4Smartphone /iPadSocial MediaApps ?Did we evolve enough ? (Poll)
  • 6. Copyright © 2012 Deloitte Development LLC. All rights reserved.5The problem is not with theoptions but with the Choices tobe made from the optionsavailableOptions vs Choices – A world of Social LearningMeasure what matters – whether learning truly makes a differencein giving the capabilities you need
  • 7. Copyright © 2012 Deloitte Development LLC. All rights reserved.6• Technical skills specific to your particular job or group• Industry skills pertaining to your insight about client industries andsectors.• Professional skills that are not job-specific but required for you to deliverexceptional service (e.g., project management, communications)• Leadership skills that help you establish direction and lead people andprojects, including influencing others and building strong relationshipsTIPLTechnical Industry Professional Leadership
  • 8. Copyright © 2012 Deloitte Development LLC. All rights reserved.7The NeedConnectLearningCollaborate CreateStore ShareAggregateCollect ProcessAnalyzeExternalInternalListen and extract value from the interactions/feedbackMap and measure the value generated
  • 9. Copyright © 2012 Deloitte Development LLC. All rights reserved.8The Million Dollar questionNew ideas on how to do more with less time and resources
  • 10. Copyright © 2012 Deloitte Development LLC. All rights reserved.9Embracing the latest innovative thinkingAsk Us and get an answer Via……
  • 11. Copyright © 2012 Deloitte Development LLC. All rights reserved.10Staying on track – ensure employees, teams and projects are alignedwith the corporate vision and are in sync with the organizational goals.Encourage employee networking – provide employees with a means tofind other employees with common interests both within and even outsideof the companyProject-based workforce –help identify teams to connect outside of theirlocation, skill level, department, etc., removing the chain of commandfrom the process and allowing virtual teams to execute tasks quickly.How Can Companies Benefit?Online discussions are a great way to share how and why it is thatyou are the best at what you do
  • 12. Copyright © 2012 Deloitte Development LLC. All rights reserved.11• Build and Leverage Capability• Aim, Fire, Adjust• Learn by Doing• Hear to be here• .. it is ‘out think’ and ‘out execute’TakeoutsEngaged Community is Healthy community
  • 13. Appendices
  • 14. Copyright © 2012 Deloitte Development LLC. All rights reserved.13Social Business: Should Leaders Stand Back orJump in?Point Counter-PointWait and see.Many companies have invested a lot of time and money onsocial technologies without significant results. We will waituntil a demonstrated business case emerges for our industry.Start now, but start smart.Leaders who hold back now could have a hard time catchingup later. Start by thinking through how social business cansupport the business strategy and focus efforts there.It’s a big distraction.Social business is a big, expensive diversion from time-testedcommunication channels. We’ve built a strong marketpresence with traditional customer research and advertising –there’s no reason to jump ship. As for employeecommunication and collaboration, email works just fine.It enhances the business.Social business can provide deeper insight into whatemployees and customers say about companies andproducts, which can complement more traditional channelsOur plates are full.Executives don’t have time to participate in collaborativeforums. They can’t even keep up with their emails. How doyou expect them to find time to read and comment on a socialnetwork?Social business can be a leadership tool.Some business leaders use social business software as atool to generate innovative ideas from employees, gainfeedback and build a more collaborative culture.It’s too risky. We’d lose control.Social business networks don’t have a role in our workplace.The potential threat of viruses and data leakage is just toogreat. And, in any case, how can you control what employeesmay say in a public forum?It’s risky to not do anything.Some employees may already be talking about their work intheir social networks – and your competitors may be listening.A broad social business plan should incorporate training, datasecurity and controls that allow you to participate inconversations, rather than ignore them.Source: Deloitte.com
  • 15. About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network ofmember firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detaileddescription of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/aboutfor a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attestclients under the rules and regulations of public accounting.Copyright © 2012 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited

×