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Leveraging the 4 C’s of Social Software to Drive Talent Management Adoption
 

Leveraging the 4 C’s of Social Software to Drive Talent Management Adoption

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This webinar provides a detailed look at how the 4 C's of Social Technology: Collaboration, Content, Connections & Conversations are used successfully within talent strategies and the technology that ...

This webinar provides a detailed look at how the 4 C's of Social Technology: Collaboration, Content, Connections & Conversations are used successfully within talent strategies and the technology that supports them. Provides insights into: how successful organizations are using social technologies to complement their talent strategies; how the right social technologies embedded within the right talent technologies can improve user adoption; and, how social technologies can increase employee engagement.

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    Leveraging the 4 C’s of Social Software to Drive Talent Management Adoption Leveraging the 4 C’s of Social Software to Drive Talent Management Adoption Presentation Transcript

    • Leveraging the 4Cs of Social Software to Drive Talent Management Adoption Leighanne Levensaler Director of Talent Management Research July 2008 Copyright © 2009 Bersin & Associates. All rights reserved.
    • About Us  Who We Are • Bersin & Associates is an industry research and advisory services company dedicated to helping organizations implement enterprise learning and talent management strategies for business performance improvement.  Research Areas • Enterprise Learning • Learning Technology • Informal Learning • Leadership Development • Performance Management • Career and Succession Management • Workforce Planning • Sourcing and Recruiting • Talent Management Systems • Talent Strategy  Offerings • In-Depth Studies and Reports • Research Memberships • Advisory Consulting • Benchmarking • Workshops Copyright © 2008 Bersin & Associates. All rights reserved. Page 2
    • What we will cover…  The 4 Cs of Social Software  How social software drives adoption of modern talent strategies  Examples in leading organizations  Potential barriers to success  Best practices for getting started now Copyright © 2008 Bersin & Associates. All rights reserved. Page 3
    • Today’s Workplace: Connectedness Peer Manager Mentor Employee Peer Expert Partners Copyright © 2008 Bersin & Associates. All rights reserved. Page 4
    • Challenge for Knowledge Workers  Consumption of information Bersin & Associates Learning OnDemand 2008 Copyright © 2008 Bersin & Associates. All rights reserved. Page 5
    • What is Social Software? Social Blogs Networks Peer Manager Wikis Mentor Employee Peer Expert Partners Social Content Copyright © 2008 Bersin & Associates. All rights reserved. Page 6
    • Social Software is…  Social Media – New ways to Converse.  Social Networks – New ways to Connect.  Social Content – New ways to create / discover / share Content.  Social Work – New ways to Collaborate on common goals or tasks. Copyright © 2008 Bersin & Associates. All rights reserved. Page 7
    • The Social Graph Copyright © 2008 Bersin & Associates. All rights reserved. Page 8
    • 4 C’s of Social Software Blogs User Profiles Forums Social Graphs Micro-blogs / Friends/Contacts Life-streaming Conversations Connections People Matching Chat/IM VOIP Content Sharing Wikis Content Management Workspaces Tagging / Rating Project / Process Support Content Collaboration Social –Bookmarking Innovation / Idea Generation Syndication Calendars & Events Copyright © 2008 Bersin & Associates. All rights reserved. Page 9
    • Who Provides Social Software? Copyright © 2008 Bersin & Associates. All rights reserved. Page 10
    • Why Talent Management? Top Talent Challenges Q2 2009 – TalentWatch® Talent Acquisition:  Maintaining talent pipelines for replacements and future growth  Managing constant turnover Onboarding:  Connecting workers with each other and information Performance Management:  Supporting continuous feedback  Providing timely feedback  Enabling feedback outside traditional organization structures Overall:  Capturing and maintaining quality and consistent information about the state of “talent”  Increasing alignment and employee engagement Copyright © 2008 Bersin & Associates. All rights reserved. Page 11
    • Integrated Talent Management Systems Copyright © 2008 Bersin & Associates. All rights reserved. Page 12
    • Focus On People, Not Technology  Avoid the tendency to “Fondle the Hammer.”  One of my ‘a-ha’ moments is the impact on SMEs who are sharing, who are being tapped as leaders, it’s been so well received … eliciting some pride, increase in stature. It’s enhanced our retention of experienced employees. We have people falling over themselves to be volunteers, to be experts. People have come to see that hoarding is not job security – the culture here is the opposite. If you don’t share, your job is in trouble – if you don’t collaborate with peers, you aren’t doing your job. - KM Manager, Federal Reserve Bank of Cleveland Copyright © 2008 Bersin & Associates. All rights reserved. Page 13
    • Modern Talent Management Strategies Implement Manage Develop Talent Integrated Talent Risk & Uncertainty Markets Systems Support Focus on We not Design for Talent Me Customized Mobility Careers Modernize Proactively Leadership Dev. Manage Programs Transitions Copyright © 2008 Bersin & Associates. All rights reserved. Page 14
    • Employee Directory/Search Copyright © 2008 Bersin & Associates. All rights reserved. Page 15
    • Employee Directories In Action Copyright © 2008 Bersin & Associates. All rights reserved. Page 16
    • Value of Talent Information
    • Development Planning: Recommendations Copyright © 2008 Bersin & Associates. All rights reserved. Page 18
    • Social Learning Copyright © 2008 Bersin & Associates. All rights reserved. Page 19
    • Learning Portal In Action Copyright © 2008 Bersin & Associates. All rights reserved. Page 20
    • Learning Portal In Action Copyright © 2008 Bersin & Associates. All rights reserved. Page 21
    • Mentoring Copyright © 2008 Bersin & Associates. All rights reserved. Page 22
    • Strategic Onboarding: In Action Copyright © 2008 Bersin & Associates. All rights reserved. Page 23
    • Strategic Onboarding: In Action Copyright © 2008 Bersin & Associates. All rights reserved. Page 24
    • Corporate Concerns for ESS • Loss of Control • Loss of Time Risk • Loss of Information • Loss of $ • Realized Biz Value Reward • Participation • Engagement • What will it take? Resources • Will it take too much? • Will it distract us? Copyright © 2008 Bersin & Associates. All rights reserved. Page 25
    • Risks: Knowledge is Power • Authority – Who has the right to share? Who has the right to view? • Authenticity – Who is sharing? Who is viewing? How certain are we of the answers to these questions? • Accuracy – Is what’s being shared correct? By what standard? • Applicability – Is what’s being shared useful? By whose standard? • Alignment – Is all of this really in sync with the organization’s goals and interests? Copyright © 2008 Bersin & Associates. All rights reserved. Page 26
    • Example Implementation Paths Option #1: “The PILOT” Option #2: “The WEDGE*”  Build a comprehensive  Use only one function to serve community around single, high- a single purpose (such as Q&A) value program using all across entire audience. functions.  Spreads exposure to system  Provides easy entry. rapidly.  Drives deep participation.  Drives wide participation.  Add users over time.  Add uses over time.  (-) May not self-sustain.  (-) May not adequately prepare  (-) May not have enough for using each feature. applicability beyond scope of  (-) May not allow enough time project to spawn further use. for admins to gain required skills. * Courtesy of Tomoye Copyright © 2008 Bersin & Associates. All rights reserved. Page 27
    • Social Software Best Practices Focus on Design with People, Architect Success the End in Measure Participation Not Mind Technology Copyright © 2008 Bersin & Associates. All rights reserved. Page 28
    • Take Away  Social software is far more than a set of tools.  Social software is changes the hierarchical nature of HR business processes.  Social software is disruptive to this generation of HR software systems.  Social practices do not eliminate the need for formal, systematic talent management practices.  Social software applications present a “gold mine” of talent analytics and measurement information for the assessment of skills and capabilities, succession management, evaluation, and possible talent mobility applications.  Social software gives organizations the ability to tightly link their salaried workforce with contingent workers, contractors, semi-retirees, and alumni. Copyright © 2008 Bersin & Associates. All rights reserved. Page 29
    • How to Learn More  Enterprise Social Software 2009 available now for purchase or to members!  Questions? Need more info? Contact info@bersin.com Copyright © 2008 Bersin & Associates. All rights reserved. Page 30
    • Bersin & Associates Research Membership  Access to the largest collection of WhatWorks® research in learning and talent management  Networking with hundreds of global, best practice organizations  Decision support models and tools for strategy and implementation  Email and phone consultation with expert industry analysts  Benchmarking metrics by industry and company size  Annual IMPACT conference  Hundreds of case studies in all major industries  Profiles and analysis on hundreds of solution providers in systems, content, For more information: outsourcing and consulting http://www.bersin.com/membership  Strategic consulting on all major talent and learning programs Or send an email: info@bersin.com Copyright © 2008 Bersin & Associates. All rights reserved. Page 31
    • Thank You! Q&A Copyright © 2009 Bersin & Associates. All rights reserved.