The Big Picture: Beyond Social Learning, Think Social Talent Management


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A presentation first delivered at Learning 2011 in November, 2011. Provides an overview of social learning, including the specific role that particular social concepts play. Then the same concepts are seen to apply to other areas of talent management, such as recruiting, onboarding, and performance management.

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  • Presented first at Elliott Masie’s Learning 2011; Orlando, Florida, November 6, 2011.
  • Hot off the press… two industry leaders… with Lauber noting the two top trends in L&D industry… are exactly the two topics of this presentation!
  • My agenda today is actually not to demo current Taleo products, or even share successful Taleo Learn LMS customer stories.Rather, this session is largely going to be focused on broadening your understanding of Social Learning, by placing it in a broader context – Social Talent Management. I’ll start by defining social media and three key social concepts. I’ll next note how these tools and concepts are exemplified in typical Social Learning scenarios. We’ll then see how the same tools and concepts are used in other areas of talent management, such as performance management, recruiting, and onboarding.
  • All of us are familiar with the major, and perhaps some fringe, social media websites and services.What is important from an organizational context is to abstract from these and understand the underlying technology types – and that these can be used inside of your organization for great benefit. (In addition to using the external / consumer technologies in some cases too.)You can use these social media technologies via platforms like SharePoint 2010, Jive, SalesForce Chatter, Yammer, or yes, through your LMS, such as Taleo Learn. With these external and internal instances, and the abstracted underlying technology types – let’s agree to a broad functional definition of social media as (SEE SLIDE)
  • Now, there are many “social media concepts” that have been discussed in the past 5-10 years. Dave Wilkins, myself, and others can and have given entire presentations just about these concepts and theories. For now let’s consider three, and I’m going discuss them briefly by way of well-known examples…
  • This last one benefits from an additional visual to really make the point…For a lot of media content, the most popular titles – as represented on the left side of this curve – are few in number, but obviously each one sells very strongly. But what and other companies realized was that you can also get a lot of value by offering up the “long tail” products – the significantly more items that each sell far less, but that collectively sell quite a lot over time, as a group. That is, the area under the curve in green isn’t trivial – it adds up because of the large number of items, that over time will each sell some here and there, adding up to a lot of revenue. This concept applies to other content and products beyond, as we’ll see later in this presentation.
  • Let’s move on tobriefly discuss Social Learning – something you’ve all heard plenty about in the past several years, and have ample opportunity here at Learning 2011 to learn more about…
  • So again, we have our rough and ready definition of social media.For a while everyone was focused on the technologies – talking at first about Web 2.0, then Social Media. Too often people equate the technology with what we call “Social Learning” – but this is NOT CORRECT. After all, Social Learning is simply learning with and from others, and it has been around for millennia.Social learning is learning through your interactions with others and through the knowledge and expertise of others.What is so powerful today is that we have all of these social media tools – again, both external and internal to the organization – that ENABLE greater social learning. And not just more social learning, but archivable, searchable, trackable, rateable… Social Learning. Very powerful. It is the intersection of Social Learning with the new Social Media tools of the past 5-10 years that has everyone so excited…
  • There are countless case studies and success stories, some that I’ve spoken to in the past include the use of:Sharepoint and other tools at TELUS, a large telecommunications company in Canada – Dan Pontefract has done great things up there.The massive internal wiki Intelpedia at Intel – great for onboarding and social learning, this one dates back to 2006.Best Buys’ innovative social learning approaches… yes, even regulated industries like pharma… like Pfizer’s use of a broad range of tools (wikis, blogs, forums, OneNote, and lots more)… or even the CIA – they have Intellipedia, a massive internal Wiki, along with internal social messaging, an internal video sharing platform, social networking, and lots more!You can get a lot more such case studies from the outstanding book The New Social Learning by Tony Bingham and Marcia Conner.
  • So through all of these case studies of social learning, we can match some of what is going on back to the three key social media concepts I mentioned earlier.
  • OK, so now let’s consider how social technologies and these very same social concepts apply in other areas of talent management.
  • How many of you are still called the training department? (SHOW HANDS)How many of you have rebranded to be the learning department? (SHOW HANDS)How many have made the next evolutionary step and have rebranded as the Performance Improvement department?If you don’t make this evolution,you won’t last much longer. The trends I mentioned earlier, of subsuming training and learning into the broader and powerful realm of talent management will marginalize you if you stay “Training.”
  • The good news is that L&D has a natural partner in the Performance Management area of Talent Management. Right? Goals are determined and aligned to the business’ objectives, development plans are created… and voila, training and learning opportunities are needed in order to reach the goal of performance improvement.
  • But we have a problem…How many of you really love annual performance reviews – delivering or receiving? Didn’t think so.There is a significant backlash against these by now, an awakening in the talent management world that there simply must be a better way. Rather than PM being a two-person conversation, it needs to draw on insights from many people. And not just in the form of 360 reviews – that again are done just once a year, are backward-looking, and too late to effect change for that year. Feedback can and should be provided anytime, 24x7, using tools people are familiar with.Further, comments, ratings, stars, and other concepts made popular through consumer social media can be used to provide further insights into each employees performance – again, provided by ALL relevant colleagues, from project managers, team members, cross-matrix colleagues, and others.
  • So what is Social Performance Management? Well, we again have our definition of Social Media here.Social Performance Management concepts are still evolving, but one definition might be one that indicates the move away from relying solely on annual performance reviews, to performance management that continuously integrates feedback from all relevant people in the organization.As with Social Learning, the action is where social media tools help to enable this new, far better process.
  • Taleo has been at the forefront of this for several years, by recommending our customers strengthen their formal, once-a-year reviews by adopting a continuous coaching mindset. This approach to PM involves regular feedback, provided by ALL relevant co-workers, enabled by performance management software that is integrated into the day-to-day flow of work. This is accomplished through email integration – you can provide feedback and flag information as relevant to a person’s performance right from within Outlook and other popular email clients.
  • So how do the three social concepts I discussed earlier play out in the area of social performance management? (SPEAK TO SLIDE)
  • Now turning to recruiting…As we saw with Social Learning, social recruiting is not anything new. In essence, it amounts to relying on the power of people to aid in sourcing, assessing, hiring, and onboarding the best people. Such practices have been around for a long time…What is new is the ability to use social media technologies to better ENABLE social recruiting practices that already exist.
  • One way this happening is through integrations of popular Applicant Tracking Systems, such as Taleo’s marketing-leading solution… … with top professional social networks, most notably LinkedIn.
  • One such integration point is what we call LinkedIn Preview, a feature in Taleo Recruiting that provides quick access to LinkedIn profiles for candidates in the system. This provides instant access to the most up-to-date candidate information, thereby making your large candidate database more valuable and less static and potentially dated.
  • Another integration point is what we call Profile Upload. Here we actually provide two options – when a candidate is filling out their application they can choose to leverage their existing LinkedIn profile, or their universal profile if they are members of Taleo’s Talent Exchange community. Either way, the candidate experience is greatly improved because it means less form data to fill out time and again as they apply for positions. This removes unnecessary friction from the application process, and reduces drop-off rates thereby expanding your active candidate pool.
  • What else? Other social recruiting innovation areas include things like recommendation engines…
  • I’d like to now briefly walk through one real-world example of an organization that has had great success using a mix of social media tools as part of their recruiting process… Ministry Health Care.
  • Ministry Health Care went about integrating the use of social media in recruiting in an organized way – setting up goals for their recruiters on a weekly basis.
  • While they found Facebook and LinkedIn to be useful, Twitter was less so – their target audience in rural Wisconsin and Minnesota just weren’t heavy Twitter users it seemed.But the additional social media tool that really proved valuable was leveraging YouTube. Again, they went about this in an organized way, setting recruiter expectations…
  • Here is an image of one of the Ministry Health Care employee videos used in recruiting. Again, nothing fancy involved here – just a simple flip cam video either of the recruiter or the hiring manager, explaining the plusses of the organizations, the specific job role, or any other recruiting message they wanted to get out there.
  • The results were pretty impressive, across a range of candidate networks. In fact, they told me that while Nursing had the highest results, the most important were actually in the areas of pharmacy and rehab, because those are areas that are harder to fill with good candidates.
  • The overall results for Ministry Health Care have been impressive. These figures are thorugh mid-2011 only, so by now no doubt they are all much higher.
  • So again, circling back to our three social concepts, we can see how each apply to recruiting now as well…
  • OK, so in closing, what are the key takeaways from this presentation?
  • Here are three things to remember…
  • What’s next for you? Well that depends on your role in your organization and your specific circumstances, but for many people I would suggest two possible paths and encourage you to take the latter. In the worst case scenario…
  • Thank you for your attention, and I hope you found this presentation helpful.
  • The Big Picture: Beyond Social Learning, Think Social Talent Management

    1. 1. THE BIG PICTURE: BEYOND SOCIAL LEARNING, THINK “SOCIAL TALENT MANAGEMENT” Social Talent Management !!! Social MediaThomas StoneSenior Research Analyst TALENT INTELLIGENCE
    2. 2. TWO BIGGEST TRENDS IN THE LEARNING INDUSTRY?Recently Rob Lauber, VP of Yum! University, and Past Chair of ASTD’s National Boardof Directors was asked this question:What do you think are the two biggest trends in thelearning industry right now?Lauber: I would say the first is how learning fits into talent management, and thesecond is the impact of social media on structured learning. I believe learning iscomplementary to talent management. The notion of talent management is aboutmaking sure you have the right people in the right jobs in the right place in yourorganization. Organizations need employees to have skills and capabilities to be able toexecute their roles effectively. Learning has to play a part in preparing and enablingpeople to be successful in their roles as they move through an organization. Chief Learning Officer, October, 2011 TALENT INTELLIGENCE
    3. 3. MY GOALS TODAYTrends:› Learning and Development is increasingly seen as part of broader Talent Management.› Social Learning is an important trend, but many L&D leaders struggle to get it accepted, supported, approved, given budget, and adopted.Goals:› Help you to relate Social Learning with other areas of Social Talent Management› Prepare for the day when your organization sees Social Learning as a by-product of the much broader move to Social Business TALENT INTELLIGENCE
    4. 4. Agenda:• Social Media and Three Key Social Concepts• Social Learning• Social Talent Management• Key Takeaways
    5. 5. SOCIAL MEDIA: TOOLS, TYPES, AND DEFINITION Underlying types:  Wikis  Blogs  Discussion forums  Video-sharing  Social networking  Ratings and reviews  Micro-sharing  Activity streamsSocial Media = a set of Internet-based technologiesdesigned to be used by three or more people together. TALENT INTELLIGENCE
    6. 6. FAMOUS, PUBLIC INSTANCES OF SOCIAL CONCEPTS Social Concepts Wisdom of Crowds / Crowdsourcing content Social Networking Theory: strong-ties, weak-ties, potential-ties Long Tail Theory: Bestsellers vs. Low-Sale Long Tail TALENT INTELLIGENCE
    8. 8. Agenda:• Social Media and Three Key Social Concepts• Social Learning• Social Talent Management• Key Takeaways
    9. 9. SOCIAL LEARNING + SOCIAL MEDIA Social Media = a set of Internet-based technologies designed to be used by three or more people together. Social Learning = learning with and from others. Social media tools enable greater social learning. “Social learning or informal learning isn’t new. What’s Social Social different is technology is increasing opportunities Learning !!! Media for informal learning.” Rob Lauber Chief Learning Officer October 2011The New Social LearningMarcia Conner and Tony Bingham TALENT INTELLIGENCE
    10. 10. SOCIAL LEARNING CASE STUDIES› IBM› Intel› Best Buy› TELUS • Server-2010/TELUS/Telecom-Company-Embraces-Social- Computing-Streamlines-Formal-Learning/4000006924› Pfizer • Deloitte, Sabre Holdings, EMC, Booz Allen› The CIA Hamilton, Marathon Oil, • Nokia, Capital One, Mayo •,8599,1890084, Clinic, and many more! ml› Governance Policy Database • TALENT INTELLIGENCE
    11. 11. SOCIAL MEDIA ENABLED SOCIAL LEARNING Social LearningWisdom of Crowds Informal learning from a very broad range of peopleLong Tail Theory Go far beyond “Big Courses” – short, highly relevant learning and performance support contentSocial Networking Learning from any and all relevant individuals in your network. Turn potential ties into weak ties, turn weak ties into strong ties, and develop denser learning networks. TALENT INTELLIGENCE
    12. 12. Agenda:• Social Media and Three Key Social Concepts• Social Learning• Social Talent Management• Key Takeaways
    13. 13. THE EVOLUTION OF L&D Performance Training Learning Improvement TALENT INTELLIGENCE
    14. 14. CONNECTION BETWEEN L&D AND PM Learning and Development Performance Improvement Performance Management TALENT INTELLIGENCE
    16. 16. SOCIAL PERFORMANCE MANAGEMENT + SOCIAL MEDIASocial Media = a set of Internet-based technologies designed tobe used by three or more people.Social PM = continuously integrating feedback from all relevantpeople in the organization. Social Social !!! PM Media TALENT INTELLIGENCE
    17. 17. TALEO INBOXEmail integration withTaleo Inbox gives you thepower:› to receive and give feedback straight from email› update progress on goals› respond to approval requests› handle your daily Your traditional email app performance becomes a social performance management tasks. management platform. TALENT INTELLIGENCE
    18. 18. THE BROADER APPLICABILITY OF SOCIAL CONCEPTS Learning and Performance Development ManagementWisdom of Crowds Informal learning Feedback 24x7 from a very broad from all relevant range of people colleaguesLong Tail Theory Short, relevant Short, relevant learning and feedback to performance provide color and support content flesh out primary reviewersSocial Networking Learning from any Feedback from any and all relevant and all relevant individuals in your individuals network TALENT INTELLIGENCE
    19. 19. SOCIAL RECRUITING + SOCIAL MEDIASocial Media = a set of Internet-based technologies designed tobe used by three or more people.Social Recruiting = relying on the power of people to aid insourcing, assessing, hiring, and onboarding the best people. Social Social Recruiting !!! Media TALENT INTELLIGENCE
    20. 20. LINKEDIN INTEGRATIONS WITH RECRUITING SOFTWARE +#1 in Talent Acquisition #1 Professional Network TALENT INTELLIGENCE
    21. 21. LINKEDIN INTEGRATIONS WITH RECRUITING SOFTWARE LinkedIn Preview - Access to LinkedIn profiles from Taleo • Instant access to up-to-date candidate information • Makes candidate databases more valuable • Included with Taleo Recruiting TALENT INTELLIGENCE
    22. 22. LINKEDIN INTEGRATIONS WITH RECRUITING SOFTWARE Profile Upload – Fill out application with information from LinkedIn or Universal Profile • Improves candidate experience • Removes friction from application process • Reduces drop-off to expand candidate pools TALENT INTELLIGENCE
    23. 23. SOCIAL RECRUITING RECOMMENDATION ENGINES › If you like that candidate, here are four others with similar: • Backgrounds • Job History • Educational level or certifications • Project experience, etc. › If you like that job, here are…. › Other people who like that (job, candidate), also liked… TALENT INTELLIGENCE
    24. 24. SOCIAL RECRUITING CASE STUDY Health Care System in WI & MN (rural) 12,000 Employees 75 locations Approximately 1,500 hires per year Mike Schmidt, Director of Recruitment, Ministry Health Care Recruiting Team of 14 – 5 Patient Care (Nursing, not doctors) – 5 Various Specialty Areas – 3 “Hospitality” – 1 Metrics and Reporting Analyst - Taleo TALENT INTELLIGENCE
    25. 25. SOCIAL RECRUITING CASE STUDY  Provide timely and fresh updates (almost daily)  Connect/Friend 2-3 people per week in a (combined)  Update the MHC Careers Facebook page (rotating assignments)  Groups: spend at least 50 minutes per week researching  Connect/Friend new hires to assist in building your network within that skill discipline.GOAL:Hire at least one person you are connected with throughFacebook or LinkedIn per quarter. TALENT INTELLIGENCE
    26. 26. SOCIAL RECRUITING CASE STUDY Recruiter expectations:  Carry your Flipcam with you at all times  Record worthwhile videos of 30 seconds to 1 minute and send for editing and updating to the MHC Careers YouTube site  Post 1 video per month embedded in a job posting  Post 1 video to your micro site per quarter  Create and post 1 recruiter video promoting your area of specialty. Use this video in job postings and/or the MHC Careers page as applicable. TALENT INTELLIGENCE
    28. 28. SOCIAL RECRUITING CASE STUDY Specific Candidate Networks  Nursing = 2000+  Pharmacy = 431  Rehabilitation = 655  Emergency Medical Services = 1105  Executive = 939 TALENT INTELLIGENCE
    29. 29. SOCIAL RECRUITING CASE STUDY  Reduced “Advertising Spend” by 18%  47 hires directly related to Social Media  250+ hires that now follow on Facebook  100+ YouTube videos  5,051 YouTube views  One of the videos has been watched 500+ times! TALENT INTELLIGENCE
    30. 30. THE BROADER APPLICABILITY OF SOCIAL CONCEPTS Learning and Performance Recruiting Development ManagementWisdom of Crowds Informal learning Feedback 24x7 Tap into Hiring from a very broad from all relevant Managers to range of people colleagues promote via videos/etc.Long Tail Theory Short, relevant Short, relevant Leverage 2nd and learning and feedback to 3rd level performance provide color and connections; support content flesh out primary recommendation reviewers enginesSocial Networking Learning from any Feedback from any Find passive and all relevant and all relevant candidates far individuals in your individuals easier network TALENT INTELLIGENCE
    31. 31. Agenda:• Social Media and Three Key Social Concepts• Social Learning• Social Talent Management• Key Takeaways
    32. 32. 1. Social Learning is powerful and here to stay: it is a trend, not a fad.2. The same social concepts and technologies are used elsewhere in the business, including elsewhere in HR: recruiting, performance management, onboarding, etc.3. Social Learning is one part of Social Talent Management – of the broader phenomenon of being a Social Business. COPYRIGHT 2010
    33. 33. WHAT’S NEXT FOR YOU? Worst Case Best Case• You are on the sidelines, • You seize the day and lead watching other groups the way. drive Social Business. • You drive consensus with• You are relegated to the other TM functions. team that does compliance • You make the case for and mandatory training. Social Business, and get• Your role is commoditized. robust Social Learning as• You become a support part of it. function. • You expand your scope and professional opportunities. • You elevate your status. COPYRIGHT 2010
    34. 34. Q&AThomas Stone Twitter:Senior Research Analyst, Taleo Research @ThomasStone TALENT INTELLIGENCE
    35. 35. APPENDIX: SOCIAL TALENT MANAGEMENT“Taleo paints a very compelling vision of Social Recruiting, SocialPerformance Management, and Social Learning. Each of these threetalent management markets are being transformed by social networkingin different ways - and Taleo understands the direction.› Social Recruiting means deep integration with LinkedIn, Facebook, and other referral recruiting networks and network mining companies.› Social Performance Management means changing the annual performance appraisal process to a continuous, transparent, peer-to- peer process.› Social Learning means enabling everyone on the company to share expertise and knowledge with everyone else - using affinity groups, tagging, and other tools to make social learning useful.”Josh Bersin, Sept. 13, 2011 TALENT INTELLIGENCE
    36. 36. APPENDIX: SOCIAL LEARNING IN TALEO LEARN LEARNING SOCIAL LEARNING MANAGEMENT › Discussion Forums › Chat Rooms CONTENT › Ratings & Reviews TALENT MANAGEMENT › Video & Podcast Support INTELLIGENCE › Configurable Notifications › Customizable Email communications › Embedded Email tool › Built-in Email integration COLLABORATION › Communities of Practice SURVEYS & COMMUNICATIONASSESSMENTS › User Cards › Social Profiles › Peer/ Expert Skill Network › Team-based Authoring CONTENT VIRTUAL › Specialized Sub-Portals AUTHORING CLASSROOM › Portal Features: Embedded Content Mash-ups & RSS TALENT INTELLIGENCE
    38. 38. APPENDIX: TALEO LEARN RATINGS & REVIEWS KEY BENEFITS: › Facilitate “long tail” searching through a “wisdom of crowds” – style rating model › Identify areas of strength and weakness in your course and class catalogs › Share and rate classes, enrollments, courses or pages › Rate and review new ideas and possible best practices › Align eCommerce and internal catalogs with consumer technologies – Amazon etc… TALENT INTELLIGENCE
    39. 39. APPENDIX: TALEO LEARN DISCUSSION FORUMS KEY BENEFITS: › Encourage collaboration and sharing within or across teams › Best practice sharing › Question and answer forums › Advice and insight sharing › Learning related discussions › Initiative or project forums › Connect expertise with experts through integrated User Cards to drive Social Networking › Integrate formal and social learning models by assigning learners to discussion forums TALENT INTELLIGENCE
    40. 40. APPENDIX: TALEO LEARN SKILL NETWORK KEY BENEFITS › Find talent for specific jobs or assignments by › Official job-related “skills” › Subject areas or certifications › Custom fields: tenure etc… › Skills + Location, etc… › Find internal talent for open requisitions › Assess organizational talent depth to support succession planning › Allow learners to find mentors using the same search options › Create department, job role, or SME contact lists TALENT INTELLIGENCE