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The Social Intranet Revolution

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Today’s workforce is demanding a consumer-grade experience—like they enjoy in their personal lives—to access HR services, and bring about new levels of collaboration using social and mobile tools in …

Today’s workforce is demanding a consumer-grade experience—like they enjoy in their personal lives—to access HR services, and bring about new levels of collaboration using social and mobile tools in the workplace. Some businesses are reluctant to invest more time and others to spend more money on their legacy corporate intranets, what remains of a once-painstaking effort by HR to improve service delivery. Envisioned as a single online destination to meet workforce information, transaction and collaboration needs while delivering real-time business and talent intelligence to executives, first-generation intranets didn’t fail because they were a bad idea. These intranets failed because HR and IT didn’t create a compelling and valuable user experience.

Cloud, mobile and social technologies offer ways to expand the delivery of HR information to employees using a set of robust tools that provide anytime, anywhere access to organizational information, knowledge, expertise and tools—all designed with the employee experience in mind. This critical shift in providing a compelling employee experience is allowing portals to have not only a dramatic impact on productivity and efficiency, but employee engagement as well.

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  • 1. ITWELCOME TO THE SOCIAL INTRANETHR WELCOME TO THE SOCIAL INTRANET WORKERS companies OF THE WORLDWORKERS companies OF THE WORLD
  • 2. Some businesses are reluctant to invest more time and others to spend more money on their legacy corporate intranets, what remains of a once-painstaking effort by HR to improve service delivery. Envisioned as a single online destination to meet workforce information, transaction and collaboration needs while delivering real-time business and talent intelligence to executives, first-generation intranets didn’t fail because they were a bad idea. These intranets failed because HR and IT didn’t create a compelling and valuable user experience. Rather HR and IT solved their own needs. They made work easier for HR content providers, not consumers. They created a “site” to centrally manage information, content and access to tools with the hope that employees and executives would visit and consume all that HR had created (or linked to), then regularly return for more. But during this time, HR and IT failed to anticipate how The reasons behind their decisions are varied. quickly information would become stale, links would become outdated, and processes would change. Growing dissatisfaction with corporate intranets led some businesses to revert to the inefficient process of employees directly contacting HR representatives—perpetuating HR’s administrator role and limiting HR opportunities to provide more strategic value to the business. Other companies still maintain their intranets to access certain talent management functions or static workplace information (e.g., opening a job requisition, accessing a performance review system or looking up benefit plan details). However, first generation sites are doing little to decrease HR burdens and even less to increase the agility of the business. Old Systems in a New WorldOld Systems in a New World 1
  • 3. Today’s workforce is demanding a consumer- grade experience—like they enjoy in their personal lives—to access HR services, and bring about new levels of collaboration using social and mobile tools in the workplace. the people have spokenthe people have spoken 2
  • 4. 3 the revolutionthe revolution Since the inception of corporate intranets, computing and personal investment in information technology has evolved. With employees now bringing personal expectations of what is most engaging into the workplace, HR and IT are being asked to do more than ever before to drive value. HR responsibilities have grown from process support of key areas such as recruiting, performance management, compensation management, succession planning and learning to process support, plus functional/ technology support and organizational/ business support, requiring HR and IT to work harder, smarter and better together to both address and lead the transformation to greater business agility. p rocess suppo rt collaboration Tools wikis social networks blogs RSS Syndicator Apps & Widgets multi- media social network analysis employee engagement informal learning customer engagement improve time-to- productivity speed time-to- marketing Groups & Forums RECRUITING PERFORMANCE MGMT COMPENSATION MGMT SUCCESSION PLANNING LEARNING RECRUITING PERFORMANCE MGMT COMPENSATION MGMT SUCCESSION PLANNING LEARNING
  • 5. 8 Download the free eBook to read the rest of the Social Intranet Revolution

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