Enterprise Social collaboration in hr strategy(1)


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  • Essentially, businesses and its market operations are based on two components: Transactions – and people.
  • Essentially, businesses and its market operations are based on two components: Transactions – and people.
  • Integrate multiple systems to get a complete picture of each employee Identify critical resources to solve urgent problems instantly Single -click access to an individual's social contributions to the organization Keep people from spending valuable time reaching out to the wrong people Expand your professional network Deepen existing working relationships Discover workstream SYNERGIES
  • Enterprise Social collaboration in hr strategy(1)

    1. 1. Enterprise Social Collaboration in Human Resources StrategyWhy Now | Challenges & Opportunities Brandon Seppa Social Collaboration and Web Experience Consultant IBM SWG - CEE, RCIS, Middle East, and Africa #ibmsocialbiz © 2012 IBM Corporation
    2. 2. 2 © 2012 IBM Corporation
    3. 3. Enterprise Social Collaboration in HR ... Why now?3 © 2012 IBM Corporation
    4. 4. Why Now?#1 Knowledge work has changed Work has become increasingly collaborative Decision making is increasingly social (“group think”) Knowledge Management is back! The volume of information is staggering and growing rapidly This information is critical to decision-making but it competes for our time! The tools we employ must reflect the changing nature of our work4 © 2012 IBM Corporation
    5. 5. Why Now?#2 Organizational structures have changed Social Network Analysis O’Brien Senior Vice President Jones Stock Explorations Drilling Production Williams Taylor Stock Shapiro Paine G&G Petrophysical Production Reservoir Cohen Cross Sen O’Brien Shapiro Cohen Smith Andrews Moore Paine Cole Jones Hughes Miller Kelly Andrews Ramirez Smith Hughes Miller Williams Bell Cross Hussain Cole Taylor Hussain Ramirez Bell Moore Sen Kelly Traditional org. charts do not reflect the way business really gets done5 © 2012 IBM Corporation
    6. 6. Why Now?#3 Critical Business Processes have changed no LJU yes VIE yes ? no WAW TLL no PRG yes IST The next phase of Business Process improvement will focus on human interaction6 © 2012 IBM Corporation
    7. 7. Why Now?#4 Workforce demographics have changed http://www.generations.com “By 2014, 50 percent of all employed people will be M Source: Millennials: 50% of Workforce by 2014 February 2011 Source: Lancaster & Stillma (2003) Stillman Source: Lancaster & Purpose-built Social Collaboration tools are key to leveraging such a workforce7 © 2012 IBM Corporation
    8. 8. Why Now?#5 Collaboration itself has changed While not directly relevant to business, we must learn from their adoption8 © 2012 IBM Corporation
    9. 9. Why Now? retirement succession planning hiring professional development advancement 70% leadership development benefits onboarding recruiting training internal recruiting offboarding We have a mandate to get more out of our most expensive asset, our people9 © 2012 IBM Corporation
    10. 10. So if we accept that ... … knowledge work has changed … organizational structures have changed … critical business processes have changed … workforce demographics have changed … collaboration itself has changed … we need get more out of our most expensive asset (our people) How do we proceed? Transform the primary “Knowledge Work Console" Empower people to better share, discover, and collaborate Capitalize on high-ROI opportunities to streamline human interaction Human Resources is leading the way forward10 © 2012 IBM Corporation
    11. 11. Enterprise Social Collaboration in HR ... Challenges & Opportunities “At the heart of every challenge, there is an opportunity”11 © 2012 IBM Corporation
    12. 12. Challenges & Opportunities Challenge: “Whos Who in the Zoo?”12 © 2012 IBM Corporation
    13. 13. Challenges & Opportunities Challenge: “I know the type of person I need to help me, but … “ How do people find people beyond the walls of their cubicle? Do employees spend too much time looking for expertise? How do employees find people with the right skills or knowledge across time zones, projects, and organizational boundaries? How do colleagues find you and ascertain what you know? What are the people and teams around you working on, and how can you benefit?13 © 2012 IBM Corporation
    14. 14. Challenges & Opportunities Opportunity: Create people profiles14 © 2012 IBM Corporation
    15. 15. Challenges & Opportunities Opportunity: Encourage status and project updates15 © 2012 IBM Corporation
    16. 16. Challenges & Opportunities Opportunity: “Who else is interested in this topic? Maybe they can help me ...”16 © 2012 IBM Corporation
    17. 17. Challenges & Opportunities Opportunity: Foster the development of professional networks17 © 2012 IBM Corporation
    18. 18. Challenges & Opportunities Challenge: How to give experts a voice “People want to both hear and be heard” Are people encouraged to share what they know? Are employees empowered with tools that allow them to socialize their experience to benefit the business? How do business leaders share their vision and solicit feedback today? Could the effectiveness of corporate or executive communications be improved?18 © 2012 IBM Corporation
    19. 19. Challenges & Opportunities Opportunity: Inspire experts to share their knowledge19 © 2012 IBM Corporation
    20. 20. Challenges & Opportunities Opportunity: Give everyone a voice20 © 2012 IBM Corporation
    21. 21. Challenges & Opportunities Opportunity: Create more opportunities for feedback21 © 2012 IBM Corporation
    22. 22. Challenges & Opportunities Opportunity: Deliver more engaging corporate communications22 © 2012 IBM Corporation
    23. 23. Challenges & Opportunities Opportunity: Keep everyone informed23 © 2012 IBM Corporation
    24. 24. Challenges & Opportunities Opportunity: Empower non-technical users to keep content fresh and interesting24 © 2012 IBM Corporation
    25. 25. Challenges & Opportunities Challenge: How to break down organizational silos “We have hired and trained people to work in silos. We need to identify future leaders who can operate in a globally integrated company, and train them to think and work globally.” SVP HR, Invacare Corporation25 © 2012 IBM Corporation
    26. 26. Challenges & Opportunities HR Challenge: How to break down organizational silos (contd) The tools we use today reflect organizational dysfuntion26 © 2012 IBM Corporation
    27. 27. Challenges & Opportunities HR Challenge: How to break down organizational silos (contd) “ … companies that used social software to collaborate across organizational silos and to share information more broadly reported improved market share.” McKinsey “The Rise of the Networked Enterprise” What are you doing to bring people together around their shared professional interests? How can bringing people together improve collective understanding of markets, products, practices, and competition? Can better cross-organizational awareness help mitigate duplicate work/research/mistakes and share best practices/successes?27 © 2012 IBM Corporation
    28. 28. Challenges & Opportunities Opportunity: Build communities of interest and practice28 © 2012 IBM Corporation
    29. 29. Challenges & Opportunities Opportunity: Improve the amount and quality of cross-organizational collaboration29 © 2012 IBM Corporation
    30. 30. Challenges & Opportunities Challenge: How to stop reinventing the wheel .... over and over again30 © 2012 IBM Corporation
    31. 31. Challenges & Opportunities Challenge: How to become more innovative “The way to get good ideas is to get lots of ideas, and throw the bad ones away” Linus Pauling Where do employees go today to share ideas about existing/future products/services? … cost saving and revenue generating ideas? Is there a place where employees can go today to see what ideas are being developed and share their insight? Do you have an effective mechanism to harness employee input to drive innovation? Does your organization execute well on new ideas?31 © 2012 IBM Corporation
    32. 32. Challenges & Opportunities Opportunity: Stimulate conversations about projects and priorities32 © 2012 IBM Corporation
    33. 33. Challenges & Opportunities Opportunity: Encourage the free and open exchange of ideas33 © 2012 IBM Corporation
    34. 34. Challenges & Opportunities Opportunity: Streamline the collaborative execution of good ideas34 © 2012 IBM Corporation
    35. 35. Challenges & Opportunities Challenge: Time is money Fact: Employees spend 25% of their time just looking for information35 © 2012 IBM Corporation
    36. 36. Challenges & Opportunities Challenge: How to improve business decision making Fact: In an average week, 42% of employees use the wrong information to make decisions36 © 2012 IBM Corporation
    37. 37. Challenges & Opportunities Opportunity: Deliver the right information and capabilities to improve productivity37 © 2012 IBM Corporation
    38. 38. Whats the potential of realizing all of this opportunity ?38 © 2012 IBM Corporation
    39. 39. Visualizing the value of Social Collaboration in HR strategy Social Network Analysis of all social collaboration at IBM for keyword “microfinance” (July 2011)39 © 2012 IBM Corporation
    40. 40. Visualizing the value of Social Collaboration in HR strategy (contd) Social Network Analysis of all social collaboration at IBM for keyword “microfinance” (January 2012)40 © 2012 IBM Corporation
    41. 41. Conclusions Immediate opportunities to leverage Social Collaboration in Human Resources strategy for BIG business benefit Connect people with expertise Give everyone a voice Facilitate more feedback Break down organizational silos Stop “reinventing the wheel” Bring ideation together Make access to information more intuitive As in the past, Human Resources is leading this transformation41 © 2012 IBM Corporation
    42. 42. Thank you! Brandon Seppa Social Collaboration and Web Experience Consultant IBM SWG - CEE, RCIS, Middle East, and Africa #ibmsocialbiz © 2012 IBM Corporation