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The Human Talent (HT) Transition:  How Social Media Is Shifting HR And How You Can Work It   by Adrienne Corn
 

The Human Talent (HT) Transition: How Social Media Is Shifting HR And How You Can Work It by Adrienne Corn

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Social Media is changing the corporate culture. It's easier to see how this change is affecting marketing and sales, but less so in other functional areas such as HR. This presentation is an intro ...

Social Media is changing the corporate culture. It's easier to see how this change is affecting marketing and sales, but less so in other functional areas such as HR. This presentation is an intro to WHY the corporate culture shift is a game changer and HOW it applies to HR, with practical suggestions.

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    The Human Talent (HT) Transition:  How Social Media Is Shifting HR And How You Can Work It   by Adrienne Corn The Human Talent (HT) Transition: How Social Media Is Shifting HR And How You Can Work It by Adrienne Corn Presentation Transcript

    • How Social Media is Shifting HR and How You Can Work It. By Adrienne Corn Founder of Ventus, a Career Development, Education & Research Company ©2009 Adrienne Corn www.xeesm.com/adriennecorn 1
    • About the Author: Adrienne Corn Adrienne founded VENTUS, a career development, education and research company that provides career pathing for individuals, career education for organizations and research in these areas for the industry at large (www.ventuscareers.com). Adrienne is completing a research Ph.D. from Vanderbilt University in leadership and organizational behavior. Adrienne is also an instructor/founding faculty member at the Social Media Academy (www.socialmedia-academy.com) where she lectures on the intersection between social media/web 2.0 Follow Me! and Human Resources/Human Talent. Twitter: adriennecorn XeeSm: www.xeeSm.com/adriennecorn About Ventus VENTUS is a career development, education and research company that works with both individuals on career pathing processes and with companies seeking career education for use in outplacement services and organizational fit/human dynamics. VENTUS conducts research in the areas of career development and human talent, making this information available to clients and to the public in the form of white papers and research reports. www.ventuscareers.com. Follow Us! Twitter: ventuscareers Current Research on social media & HR: Executive Summary (free download): http://xeeurl.com/A01809 Full Report: http://xeeurl.com/A01810 ©2009 Adrienne Corn www.xeesm.com/adriennecorn 2
    • How Social Media turns your company from resource oriented to TALENT driven.. .(and if you’re the talent, listen up to0) ©2009 Adrienne Corn www.xeesm.com/adriennecorn 3
    • Today’s Work Environments More complex Globalization Outsourcing “Homeshoring” “Free Agent Nation” ©2009 Adrienne Corn www.xeesm.com/adriennecorn 4
    • The New Workforce More technology savvy Different cultural underpinnings Different work ideals + priorities Different perspectives on “authority” “The future is not about what older people think, but what younger people do.” -Nicholas Negroponte Tech entrepreneur ©2009 Adrienne Corn www.xeesm.com/adriennecorn 5
    • 2007 Still Doing It Old School: 23% of HR decision makers are unfamiliar with Web 2.0 (ouch!) 42% are familiar with them, but do not use them 34% actively use Web 2.0 technologies Source: Clearswift, 2007, Survey of 700 HR Managers ©2009 Adrienne Corn www.xeesm.com/adriennecorn 6
    • 2009 Fewer Doing It Old School: 45% of HR are using social media for basic functions such as background checks… Χ But not using it for other significant HR functions Χ But that leaves 55% that are not using social media in any significant way… WHY is the shift such an issue? ©2009 Adrienne Corn www.xeesm.com/adriennecorn 7
    • 1. Training (old school)/Lack of knowledge about Social Media 2. Legalities (unknown/known) 3. Culture 4. Change can be difficult! Let’s define social media and then focus on HR practices ©2009 Adrienne Corn www.xeesm.com/adriennecorn 8
    • ©2009 Adrienne Corn www.xeesm.com/adriennecorn 9
    • For all recruiters and candidates that understand the value of NETWORKING, (is that you?) Social Media Is the ULTIMATE NETWORKING VENUE ©2009 Adrienne Corn www.xeesm.com/adriennecorn 10
    • 1. Companies Operate on Efficiency Models  “Efficiency” model  Asset-based approach  Translated to people as assets – not Talent 2. HR Reflects the Company  Organizations inefficiently use talent (Gallup 2001)  HR built on Organizational structure & Reflects Org Values  Talent in Organization reflect the Talent in HR HR feels the 3. People are People “pinch” between  People bring who they are with the traditional them to work (assets don’t have organizational values (efficiency) personalities and problems) and people being  Lack of corporate people… Purpose/Identification = lack of Engagement = lack of Productivity  ©2009 Adrienne Corn Workforce is changing (Gen Y) www.xeesm.com/adriennecorn 11
    • “Seeing a company as a living being Take a 21st Century Approach leads to seeing its members as a human work Accept shifting cultural context community.” Understand that people (Gen Y’ers) change corporate cultures New people = New ways of doing things Basics still matter – but for new reasons “Globally, only 20% of employees feel Purpose: company, each dept, each job their strengths are in play everyday – FIT: right people on the bus, right people in so organizations the right seats on the bus operate at a 20% capacity.” Talents/Strengths: Efficiency gains through core strengths of employees identified and utilized in the right places in the company Some New Basics “The purpose of Trust replaces adversarial compensation should not be to approach/control/suspicion get the right Collaboration is required to keep new behaviors from the wrong people people = productivity = marketshare but to get the People need Purpose right people on the bus and keep them there.” ©2009 Adrienne Corn www.xeesm.com/adriennecorn 12
    • CAUSE EFFECT What is Shifting (Recap): What is the Effect? Generation of available employees COMMUNITY IS KING Values & Attitudes of new gen employees Begin to seek out additional toward work and company authority characteristics in the talent pool to match Technology (toward social media) the shifting culture Overall culture outside of organizational Community Orientation (Putnam) structure (with influx of social media) Social & Cultural Capital (Bourdieu) Culture inside organizational structure Socialization Models for how they do business (big/small co. culture- community fit) Values Orientation (Trust) Strengths & Talents (Buckingham & Cash is King Clifton) Begin to view HR differently – not as managing resources, but managing TALENT THE NEW HR = THE NEW HT ©2009 Adrienne Corn www.xeesm.com/adriennecorn 13
    •  Nagging Question: Do online personas reflect our offline “real” selves?  “Virtual Authenticity”  Does social media info reflect the actual person using the social media tools?  How do people represent themselves online © Adrienne Corn, 2009 Human Resources & Social Media Survey  If not “authentic” WE HAVE AUTHENTIC INFO! info, cannot serve corporate purposes 73% of people agree that social media info about them accurately reflects who they are* *Survey by Ventus, 2009. Research available online ©2009 Adrienne Corn www.xeesm.com/adriennecorn 14
    • ACK! I KNOW I’ve Gotta HURRY UP and CHANGE! BUT… I’m pretty investing in my old school HR identity: Adversarial Controlling Suspicious Change is uncomfortable I want to be a successful HT Manager Community Oriented Value Transparency & Trust Use New Technology to our benefit HOW? This is called the “KNOWING-DOING GAP” and it requires a BRIDGE… ©2009 Adrienne Corn www.xeesm.com/adriennecorn 15
    • Let’s Look at HT’s Key Functions: Finding Talent Attracting Talent Hiring Talent Training Talent Benefits Management Retaining Talent SOCIAL MEDIA TOOLS ARE THE BRIDGE (Engagement) from Knowing HT wants to be successful in Refreshing Talent key functions (Exit Mitigation) + Doing what is necessary to be successful in those functions in the new environment ©2009 Adrienne Corn www.xeesm.com/adriennecorn 16
    • New School HT Practices: Social Media Finding & Attracting Talent Social Media Traditional  Podcasts/Blogs  Search Firms/Talent Agencies  Video (YouTube)/Vlogging  Newspaper Ads  Webisodes/Webinars  Posts on Websites  Community Creation – “Playsites”  Online Posts on Monster, LinkedIn  HT Webcrawler (profile scraping/ Most of these are PASSIVE processes; spidering) waiting for the candidate to come to you.  Employee Social Media Networks These are ACTIVE processes; Successful HT Managers aren’t just going to BE where their talent might be (in the social media space)—they are going to:  CREATE those community spaces  CULL& COMB those spaces for talent  COMMUNICATE with talent interactively & transparently  CONVINCE talent to join through value-matching (birds of a feather) ©2009 Adrienne Corn www.xeesm.com/adriennecorn 17
    • LinkedIn Twitter Xeesm Blog Social Web Publications Facebook ©2009 Adrienne Corn www.xeesm.com/adriennecorn 18
    • New School HT Practices: Social Media Hiring Talent Traditional Social Media  Static Application Process (Paper or online)  Interactive Interview – Conversation in  Linear Interview Process: 1st interview, Social Media Spaces Callback, 2nd Interview, Maybe a Group  Interviewee’s social and work Interview, Perhaps a Skills Test or Assessment identity/persona’s of some sort  Modeling/Scenario Building  Controlled Negotiation process over salary, contract terms, etc.  Done in Community Space These are STATIC, LINEAR processes; do not show  Hallmark HR personal, interpersonal or skill dynamics  Skills, problem solving, creative brainstorming  “Playdates”: community interviews  Work-as-play  Virtual community engagement in creative or problem solving activity with current members in a dept These are DYNAMIC processes; Realtime interaction with candidates allows for HT managers and existing employees to measure FIT: values, strengths, communication style, work style, information processing, community mindedness, skill level, engagement patterns. ©2009 Adrienne Corn www.xeesm.com/adriennecorn 19
    • New School HT Practices: Social Media Training Talent Traditional Social Media  Employee Manual/SOP’s with tests  Interactive Learning Communities  Video’s with tests  “Communities of Practice”  On the Job (OJT)  Employee Wiki – ask and answer  No real place to learn who’s who, who to questions of other employees avoid, what’s open to complain about, etc.  Transparency about processes and These can be SLOW, OPAQUE, SERIAL procedure processes; do not allow for dynamic  Allows for knowledge transfer learning or formation of understanding across employees and depts and connections across organizational  Concerns community units. New employees will be more  Glassdoor.com, BestBuy cautious, less trusting, less productive  Employees have a community to discuss concerns, frustrations, issues  Learning place for new employees These are TRANSPARENT & PARALLEL processes that take place in tandem with OJT – increasing knowledge, confidence, trust and productivity QUICKLY. ©2009 Adrienne Corn www.xeesm.com/adriennecorn 20
    • New School HT Practices: Social Media Benefits Management Traditional Social Media  PAPER driven  Video  Complex Definitions, Plan & Contract Info  Best Buy – 30% increase in participation  Single Forum for questions: HR or Benefits Mgr with Video who is overburdened by the single support  http://hrmarketer.blogspot.com/2008/12/ stream social-media-can-improve-401k.html Benefits information is often complex, dense and  Interactive Learning Communities requires dialogue with trusted person over  Employee Wiki – ask and answer time. Traditional approach is SERIAL and deters questions of other employees communication and employee participation  Transparency about processes and procedure  Allows for knowledge transfer across employees  Concerns community  Employees have a community to discuss concerns, frustrations, issues  Learning place for new employees These are TRANSPARENT & PARALLEL processes – increasing knowledge, confidence, trust and participation QUICKLY. ©2009 Adrienne Corn www.xeesm.com/adriennecorn 21
    • New School HT Practices: Social Media Retaining Talent Traditional Social Media  Incentives based on performance reviews  Interactive Online Community  Problem based approach – if there’s a problem,  “Always on” community for everyone – don’t have to play softball to join we might discuss it. Or not.  Community  New School “water cooler”  Softball or Bowling Leagues  Free from management controls – allowing for transparency and TRUST  “DIY” Community –You build it if you need it. building  Motivation through fear and control  Encourages employee buy-in,  Engagement via Meeting or Holiday Party engagement CONTROL & ISOLATION based approach to  Rewards community existing talent pool. Discourages engagement  Constant employee recognition for and demotivated employees – no purpose, no ideas, contributions, performance skin in the game.  Motivating  Community based, beyond single manager control  Shared success = Shared purpose These are ENGAGING & MOTIVATING processes that help talent build trust in the people and organization, thus increasing the likelihood of STAYING at the job and being ENGAGED at the job and being PRODUCTIVE at the job. ©2009 Adrienne Corn www.xeesm.com/adriennecorn 22
    • New School HT Practices: Social Media Refreshing Talent (Exit) Social Media Traditional  Interactive Online Community  Secrecy around employee’s leaving – not talked  Mitigates fear and rumors about or addressed directly  Allows for people to dialogue about  Fear based reactions often spur rumors, issues additional attrition  Prevents reactive protectionism  Disgruntled employees usually disengaged for  Protects community 12-18 months prior to leaving  Reactive protectionism around an employee’s  Allows for better FIT of next knowledge area to feel a sense of “control” over employee future of job.  Creates anticipation regarding next FEAR & CONTROL based approach to existing hire talent pool. Discourages communication,  Keeps talent engaged and authentic dialogue about corporate purpose motivated rather than focusing on and fit and evolution of job, knowledge sharing. the community loss. TRANSPARENT, TRUST & CARE based processes that help retain the community bonds and strengthen them, thus increasing the likelihood of STAYING at the job and being ENGAGED at the job and being PRODUCTIVE at the job, despite talent losses. ©2009 Adrienne Corn www.xeesm.com/adriennecorn 23
    • WHO & HOW Companies that are using Social Media today (and are set to incorporate it into their HR practices, if they haven’t already) 1. Blogs (Johnson & Johnson, Delta Air Lines) 2. Bookmarking/Tagging (Adobe, Kodak) 3. Brand monitoring (Dell, MINI) 4. Content aggregation (Alltop, EMC) 5. Crowdsourcing/Voting (Oracle, Starbucks) 6. Discussion boards and forums (IBM, Mountain Dew) 7. Events and meetups (Molson, Pampers) 8. Mashups (Fidelity Investments, Nike) 9. Microblogging (method, Whole Foods) 10. Online video (Eukanuba, Home Depot) 11. Organization and staffing (Ford, Pepsi) 12. Outreach programs (Nokia, Yum Brands) 13. Photosharing (Rubbermaid, UK Government) 14. Podcasting (Ericsson, McDonalds) 15. Presentation sharing (CapGemini, Daimler AG) 16. Public Relations - social media releases (Avon, Intel) 17. Ratings and reviews (Loblaws, TurboTax) 18. Social networks: applications, fan pages, groups, and personalities (British Airways, Saturn) 19. Sponsorships (Coca-Cola, Whirlpool) 20. Virtual worlds (National Geographic, Toyota) 21. Widgets (Southwest Airlines, Target) 22. Wikis (Second Life, T-Mobile Sidekick) ©2009 Adrienne Corn www.xeesm.com/adriennecorn 24
    • How is “new school HT” like graffiti? If you want someone to get the message, Put the message where the someone will see it! If you want your HT to be effective, HT has to be where the HUMANS are… and that is smack dab in the social media space. ©2009 Adrienne Corn www.xeesm.com/adriennecorn 25
    • A Few Final Thoughts: Bridging the Knowing-Doing Gap requires a company to LEARN from their current failures If they don’t learn, they are bound to repeat mistakes by using new tools in old ways Using Social Media Information for control rather than to build trust and gather real information Trust is a two way street People won’t immediately trust an organization that says it is transparent – too much baggage! Organizations are going to have to commit to “Community Development” for the long run (not a diet but a lifestyle change!) for it to work and reap rewards ©2009 Adrienne Corn www.xeesm.com/adriennecorn 26
    • Road Map: Bridging the Knowing Doing Gap A general roadmap for creating a web 2.0 strategic plan for HR: 1. Summarize their corporate culture  Key corporate values 2. Determine their current, prevailing HR processes ▪ Recruiting, Screening/Vetting, Interviewing, Hiring ▪ Community-oriented activities currently utilized 3. Based on current culture, values and HR Practices, build a consulting proposal to help the company revamp their HR into an HT Department utilizing social media. Be specific about which key functional areas of HT you are addressing and which types of HT social media they will use to address them (a Mashup of different types is best). Give examples of how it will work, how it would be rolled out to the company and timeframes. (Point to existing companies that are using social media – see resources on the next page). Don’t make the plan too crazy or overarching – include some practical, low cost things they can do NOW and a timeline of the later or more budget oriented ideas Budget everything – Create a Pro forma showing low financial investment (people’s time and energy has a cost!), mid level investment and higher level financial investment. Show the cost savings or return on that investment as well. Be sure to note what measures will be used to understand whether the use social media was successful. BE SPECIFIC. BE CREATIVE! Choose Wisely! ©2009 Adrienne Corn www.xeesm.com/adriennecorn 27
    •  Mashable - http://mashable.com/  Delicious - http://delicious.com/  Google – http://www.google.com/  Facebook - http://www.facebook.com  LinkedIn - http://www.linkedin.com/  Twitter - http://www.Twitter.com/  SlideShare - http://www.slideshare.net/  Visual CV- http://www.visualcv.com/  Xeesm – http://www.xeesm.com/adriennecorn ©2009 Adrienne Corn www.xeesm.com/adriennecorn 28
    • About the Author: Adrienne Corn Adrienne founded VENTUS, a career development, education and research company that provides career pathing for individuals, career education for organizations and research in these areas for the industry at large (www.ventuscareers.com). Adrienne is completing a research Ph.D. from Vanderbilt University in leadership and organizational behavior. Adrienne is also an instructor/founding faculty member at the Social Media Academy (www.socialmedia-academy.com) where she lectures on the intersection between social media/web 2.0 Follow Me! and Human Resources/Human Talent. Twitter: adriennecorn XeeSm: www.xeeSm.com/adriennecorn About Ventus VENTUS is a career development, education and research company that works with both individuals on career pathing processes and with companies seeking career education for use in outplacement services and organizational fit/human dynamics. VENTUS conducts research in the areas of career development and human talent, making this information available to clients and to the public in the form of white papers and research reports. www.ventuscareers.com. Follow Us! Twitter: ventuscareers Current Research on social media & HR: Executive Summary (free download): http://xeeurl.com/A01809 Full Report: http://xeeurl.com/A01810 ©2009 Adrienne Corn www.xeesm.com/adriennecorn 29