Improving Employee Engagement Through Social Learning

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What role can social learning play in improving employee engagement? This presentation will discuss three approaches in particular: developing a prosumer model, developing employee learning networks, …

What role can social learning play in improving employee engagement? This presentation will discuss three approaches in particular: developing a prosumer model, developing employee learning networks, and creating shared learning spaces.

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  • 1. IMPROVING EMPLOYEEENGAGEMENT THROUGH SOCIAL LEARNING Thomas Stone Senior Research Analyst, Taleo
  • 2. YOUR PRESENTER: THOMAS STONE › 12+ years in the L&D / TM space › Experience in research and analysis, popular industry writer and speaker, product strategy, learning content development, instructional design › Areas of expertise include social learning and mobile learning › 60+ speaking engagements TALENT INTELLIGENCE
  • 3. Did you know?› Earnings per share of top quartile companies is 2.6 times greater than below average companies› 59% of engaged employees feel that their job “brings out their most creative ideas” vs 17% of unengaged employees and 3% of disengaged› 74% of engaged employees “share new ideas with customers,” only 13% of disengaged› Disengaged workers cost the economy about $328 billion annually TALENT INTELLIGENCE
  • 4. HOW DOES ENGAGEMENT DRIVE RESULTS?› More productive workers› Higher profit› Safer workers and less risk› Stronger customer relationships› Longer tenure and less dysfunctional turnover› Nimbleness and agility in times of change› More positive work environment TALENT INTELLIGENCE
  • 5. WHAT DRIVES ENGAGEMENT?› Relationship with peers› Opportunity to grow and develop› Opportunity to excel by using unique skills and talents› Clear direction and communication about role, objectives, success› Recognition and reward for excellence› Trust in management and peers to take risks› Employee self-direction and ownership TALENT INTELLIGENCE
  • 6. EUROPEAN SOCIAL PRACTICES = ENGAGEMENT PRACTICES TALENT INTELLIGENCE
  • 7. TRUST IN SOCIAL NETWORKS: A EUROPEAN PERSPECTIVE TALENT INTELLIGENCE
  • 8. CONSIDER: ENCYCLOPEDIAS› How often did you consult Encyclopedia Britannica?› How often do you consult Wikipedia? TALENT INTELLIGENCE
  • 9. THE EVOLUTION OF TRAINING AND LEARNING 1:1 1 : Many Many : ManyModelTime  1900’s 1900’s 2000  TALENT INTELLIGENCE
  • 10. SO WHAT IS SOCIAL LEARNING?Functional Definition:Social learning is learning through your interactions withothers and through the knowledge and expertise ofothers.Techniques: • User-generated content • Social networking, expertise discovery • Collaboration and sharingTools:Blogs, wikis, microblogs, social networking, discussionsRatings and reviews, file sharing, video, podcasts TALENT INTELLIGENCE
  • 11. POLLWhich of these tools do you use to enable greater SocialLearning in your organization today?› Discussion forums› Blogs› Wikis› Microblogs / activity streaming› Social networking profiles› Content ratings and reviews› YouTube-like internal video portal› Podcasting (subscribable audio) TALENT INTELLIGENCE
  • 12. SOCIAL LEARNING & ENGAGEMENT – BIG PICTURE1. Develop a pro-sumer model to give all employees a voice and validation2. Develop employee social networks to deepen relationships, peer commitment and trust3. Create shared spaces where employees can collaborate on company initiatives or share expertise4. Create shared spaces where groups can connect based on common interests or identity TALENT INTELLIGENCE
  • 13. DEVELOP LEARNING PROSUMER MODEL1. COPYRIGHT 2009
  • 14. DEVELOP A PRO-SUMER MODEL› Everyone is a producer and consumer of learning, rather than dependence on “training team”› Techniques? – File and link sharing infrastructure – Video recording and sharing – HD Video Cams are cheap! – Discussion forums – “Open” course authoring tools – Blogs, wikis, and microblogs – Ratings and reviews TALENT INTELLIGENCE
  • 15. LEARNING CULTURE • Training group is a MUCH smaller subset of the larger organization • Training group can’t possibly keep up with “all” of the training needs of the org • It’s a scale problem • Other examples of industries where scale has changed from social contributions?15 TALENT INTELLIGENCE
  • 16. LEARNING CULTURE• So what if the whole org were “the training group”?• Why do we explicitly look to a small sub-set of people for education and new information?• What happens if we expect everyone to share what they know? TALENT INTELLIGENCE
  • 17. LEARNING CULTURE • What if we went outside the org? • To the extended enterprise? • Shouldn’t we also be sharing with partners, clients, suppliers, etc…?17 TALENT INTELLIGENCE
  • 18. ENGAGEMENT BENEFITS FROM A PRO-SUMER MODEL?› Everyone becomes a creator and a consumer› Everyone has a chance to share their unique expertise, knowledge or skills› Everyone has a chance to share their voice› Employee can discover new connections and strengthen existing ones› Highly engaged employees can find new avenues to add value› Unengaged workers may find a voice and new opportunities to become engaged again TALENT INTELLIGENCE
  • 19. ANOTHER REASON PRO-SUMER MODEL IS A MUST… TALENT INTELLIGENCE
  • 20. DEVELOP EMPLOYEE LEARNING NETWORKS2. COPYRIGHT 2009
  • 21. DEVELOP EMPLOYEE NETWORKS› Turn potential ties into weak ties, turn weak ties into strong ties, and develop denser networks› Techniques? – Linking content to people and people to content – Expert and expertise location – Ratings and reviews – User-generated content – Microblogs – Activity feeds / Walls TALENT INTELLIGENCE
  • 22. HIERARCHIES VS. NETWORKSMcKinsey QuarterlyHarnessing the power of informal employee networks, 2007 TALENT INTELLIGENCELowell L. Bryan, Eric Matson, and Leigh M. Weiss
  • 23. WHY NETWORKS MATTER: WEAK TIESSales Marketing Production R&D HR and Legal Weak ties This person has strong connections to multiple groups (weak ties) which enables her to act as a conduit between N C E T A L E N T I N T E L L I G E teams.
  • 24. WHY NETWORKS MATTER: STRONG TIESSales Marketing Production R&D HR and Legal Strong ties She is also tied to multiple people within her own group (strong ties). She is quite likely the most influential person in this E N T I N T E L L I G E N C E T A L company.
  • 25. BENEFITS OF CONVERTING POTENTIAL TIES TO WEAK TIESSales Marketing Production R&D HR and Legal Learning from network • Discovering potential ties and increasing the density of the network • Increasing the flow of information • Increasing the number of connections to other groups •Diversity of perspective andLinnovationI G E N C E TA ENT INTELL
  • 26. ENGAGEMENT BENEFITS OF LEARNING NETWORKS?› Reflects expectations of Millennials – McKinsey research shows networks = retention – Millennials move in tribes, grown up with networks – GenX = biggest user of LinkedIn and Twitter› More connections = greater resiliency, agility› Connections = relationships = trust = engagement TALENT INTELLIGENCE
  • 27. EXAMPLE -- RAYTHEON TALENT INTELLIGENCE
  • 28. CREATE SHARED LEARNING SPACES3. COPYRIGHT 2009
  • 29. DEVELOP A SHARED SPACES MODEL – LEARNING COMMUNITY› Shared spaces around topics and initiatives› Shared spaces around user attributes› Techniques? – File and link sharing infrastructure – Dedicated pages for updates, announcements etc… – Discussion forums – Blogs and wikis – Microblogs – Social networking – Activity feeds TALENT INTELLIGENCE
  • 30. THE LEARNING INVERSIONLearning On-the-Job Official Spending 20% 20% Formal Learning Informal Learning80% 80% TALENT INTELLIGENCE
  • 31. KNOWLEDGE WORKERS = EXPERTS AND EXPERTISE› “Command and control” evolving to “Persuade and influence”› “Top-down communication” evolving to “Managed viral communication” TALENT INTELLIGENCE
  • 32. SELF-ORGANIZATION, ENGAGEMENT, AND LEARNING› In a world of knowledge workers, does expertise still primarily come from above?› What happens when learners share expertise with each other? – Opportunity to grow and develop – Opportunity to be recognized – Opportunity to connect with peers – Development of a true learning culture – Learning culture = self-efficacy = engagement TALENT INTELLIGENCE
  • 33. EXAMPLES?Communities of practice since 1999$75 million in savings as of 6 yrs ago Deloitte, Sabre Holdings, EMC, BoozWorking women’s network for Allenprofessionals dealing with leave Hamilton, Marathonof absence and related issues Oil, Nokia, Capital One, Mayo Clinic, and many more! TALENT INTELLIGENCE
  • 34. 1. Engagement has a direct impact on key business metrics.2. Engagement is tied to employee voice, opportunities to learn, reward & recognition, relationships with peers, and self- directed behavior.3. Social learning is an enabler of all of these engagement drivers.4. Three ways to use social learning to drive engagement: a. Provide infrastructure and tools for users to share. b. Provide opportunities for users to network with each other. c. Create shared spaces where learners can collaborate. TALENT INTELLIGENCE
  • 35. QUESTIONSCONTACTtstone@taleo.com@TaleoResearch on Twitter@ThomasStone on Twitter COPYRIGHT 2009
  • 36. SOURCES› Slide 2 – EPS Data http://gmj.gallup.com/content/102523/Return-Investment-Engaging- Employees.aspx› Slide 2 – Engagement Data http://gmj.gallup.com/content/24880/Gallup-Study-Engaged- Employees-Inspire-Company-Innovation.aspx› Slide 28 – Training Percent Data US Dept of Labor› Slide 29 – IBM – Global Study: Capitalizing on Complexity, page 31› Slide 31 – Caterpillar http://findarticles.com/p/articles/mi_m4467/is_200406/ai_n21350864/ TALENT INTELLIGENCE