Social Media for Improved Performance & Collaboration


Published on

An overview of social media program integration, changing face of workplace culture and collaboration platform for increasing outcomes.

Published in: Business, Technology
1 Comment
  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • In a nutshell, my role is to help you – in this climate of rapid change, complexity and connectivityIntegrate social tech so you can grow your business;Learn to use social media to increase & strengthen relationships with stakeholders;Adopt social strategies that attracts & retains outstanding Staff;Respond, innovate & adapt quickly using social tech;Demystify social media so you can apply it to everyday business challenges
  • In a nutshell, my role is to help you – in this climate of rapid change, complexity and connectivityIntegrate social tech so you can grow your business;Learn to use social media to increase & strengthen relationships with stakeholders;Adopt social strategies that attracts & retains outstanding Staff;Respond, innovate & adapt quickly using social tech;Demystify social media so you can apply it to everyday business challenges
  • Connected to the preceding slide -------
  • The elephant is really the future in the process of emerging onto the workplace.
  • The 9 in 10 adults block: Powerful reminder how all populations use social media for recommendations.
  • Jane Hart – Social Media and the Impact in how we learn in the workplace C4LPTIn general, people are using social media tools – quite autonomously – in 5 main areasfor continuous personal and professional learning/developmentfor professional networkingfor knowledge sharingfor collaborative workingfor productivity and performance improvement
  • (Abundance, Asia, Automation) - creators and empathisers -Knowledge workers taken responsibility for their work lives. strive to understand; They are self motivated2008 survey: DYSFUNCTIONAL; a lack of cooperation; no time for reflection; no ability to create DIY tools for work; no communities of practice for support; lack of professional development; poor training; and working in organizations that are slow to change.The rapid growth of social networking and mobility has enabled people to tap into the experience of others to accomplish anything – ranging from their work to the way they purchase goods and services.
  • Reduce the wasted time with social media tools and replace the wasted time with PKM activities
  • On the left, old model; on the right – as we are experiencing now in our complex adaptive environment. Work and learning have become 2 sides of the same coin or the yin and the yang of the organization.
  • You need to understand that your clients, partners, funders, website visitors are all talking to each other all day long.
  • SEEK Observe & Study Use an aggregator (feed reader) to keep track of online conversations. Follow interesting people on Twitter. Use Social Bookmarks (set them free). Find a Twitter App to suit your needs. Create online (reusable) mind maps,  graphics and text files of your thoughts. With more information in online databases, use Search, instead of file folders. Set up automated searches. Review your bookmarks, Twitter favourites, etc.SENSE Challenge & Evaluate; Form Tentative Opinions Tweet your thoughts, not just those of others. Write a reasoned response to an article/post that inspires/provokes you. Write an original Blog post. Present your images/mindmaps with explanations Write book/video reviews. Aggregate your learning from various sources and post a regular “what I learned” article – text, podcast, video, imageSHARE Participate Connect via Twitter. Share social bookmarks through groups & networks. Join Social Networks. Join in Tweet Chats. Comment on or about other blogs. Continue and extend conversations from news sources, other tweets or blog posts.Harold Jarche’s opinion, the core of PKM is 2) sensing, though 1) active observation is necessary to feed sense-making processes and 3) sharing with others creates better feedback loops. The diversity of both what one seeks and who one shares with have a significant impact on the quality of sense-making processes.
  • 21st century skills : conceptual age (follows information age, industrial age, agricultural age): Daniel Pink author of Drive: the surprising truth about what motivates us;Carrots & sticks don’t work: When it comes to motivation, there’s a gap between what science knows and what business does. Our current business operating system which is built around external carrot and stick motivators – doesn’t work and often does harm. We need an upgrade. And the science shows the way. This new approach has 3 essential elements: (1) Autonomy, the desire to direct our own lives; (2) Mastery – the urge to get better and better at something that matters; and (3) Purpose – the yearning to do what we do in the service of something larger than ourselves.
  • · The desire to capture and re-use knowledge. As corporate networks grow into digitallandfills, Forrester’s clients are looking to apply mature content management ideas — likeversioning and life-cycle management — to social communications. Ensuring that the righthand knows what the left is doing remains paramount as well. For example, a client in basicmaterials manufacturing recently told us the story of how plant staff who had previously nevercommunicated are now sharing manufacturing recipe formulation best practices in theirinternal social communities.· The need to maintain human connections across a disparate workforce. Particularly in NorthAmerica, remote and mobile work is becoming the norm as two-thirds of the workforce worksremotely at least occasionally.2 Traveling for physical meetings is increasingly viewed as costlyand negative for the environment. And quick access to expertise is top of many enterprises’checklists. Social profiles and team workspaces, combined with regular global telepresencemeetings are now the pillars of a highly effective collaboration strategy at one defense contractorForrester works with.· The pressure to modernize systems to meet new workforce demands. Highly empowered,tech-savvy individuals are entering the workforce, joining the 40 million Gen Yers already in theworkplace.3 With four or more years of Facebook etiquette, three-way calling attacks, andcelebrity Twitter-stalking, these new workers are not inundated by media and social technologies;they demand and thrive in it. Enterprises that leverage these individuals have found successdriving technology behaviour change.4 Enabling the consumerization of social technologies is inthe enterprise is the next step to supporting innovation and advocacy among employees.5
  • This article goes on to disprove 90-9-1, as do others, indicating that as more people get used to sharing online, the figure rises to 10% or more Creators in active communities. This is further reinforced by research that shows that a 10% level of commitment is necessary to spread ideas:
  • Social media facilitate learning and working; which are now joined at the hip in the creative, complex workplace that’s 24/7 in multiple time zones. They give communication power to each person. Social media enable ridiculously easy group-forming, for both furthering democracy and enabling hooligans.Cultivate knowhow through sharing informal knowledge: why wait for people to figure out what is trusted information and what is most important to learn? Onboarding via social learning provides a getting-started experience tailored to the need and role of the individual. Supplemented by search, social learning enables new employees to discover and succeed almost immediately.Onboard new hires: how long does it take for people to get up to speed? What it takes to succeed in a job is more than a job description. After all, why don’t people just read the instructions and then immediately know what to do? The reason is that knowhow is transferred through insight, behavior, and trade knowledge not necessarily reflected in a formal training document.Accelerate effectiveness and increase performance: what can be done to create additional levels of success for high performers? High performers produce 10x or more the business results of average employees. They have learned that the law of success includes knowing what to ask and of whom, rather than ―knowing it all‖ themselves. Connecting people of deep knowledge on specific areas of interest makes the strategies and efforts of high-performing employees multiply in the business outcome. If a high performer can produce more effectively by networking with just a handful of key connections, imagine what can be accomplished through access to groups of hundreds of other high performers.Harness informal learning: why spend money to create content when the highest-quality and most trusted content can be incorporated into learning for free? The industry is aware that 70 to 80 percent of training budgets are spent on formal learning, but as many studies indicate, nearly 80 percent of what people actually learn within a job role is achieved informally. Learning is ultimately a change in behavior — and people learn through a triangulation of people, context, and need. Social learning funnels trusted content to the fore of learning’s view and can even be used to transition key informal learning objects into formal processes.In other circumstances, a community’s knowledge need flares up and is a hot topic for but a few short days, weeks, or months, and then burns out. Formal objects will never meet the needs of these flares. But informal schemes of user-generated content, wikis, blogs, threaded conversations, and ad hoc virtual connections via meetings and conversations can meet the demands of these transitory learning experiences.Transform your workforce: Do hierarchies really reflect the “wirearchy” of your business? Identify key nodes in your organization by analyzing your social networks using dynamic network analysis. Who used what resources with what frequency, and with whom did they share? In the maps of teams, see what competencies and skills map to those teams and networks. Get beyond the skill level of individuals and start to identify team, group, and organizational competencies. Identify which collections of people are most skilled at solving the problems of the day. The hierarchy can’t reveal the difference between two regional groups of identical solutions consultants, but network analysis can reveal that one group excels at user interface customization while the other group excels at CRM integrations.Prepare for succession: Why can’t organizations figure out who will succeed when they are advanced in the organization? The formal measures of slating people for advancement miss the key textures of why people succeed at the next level. Creating a social fingerprint of the type of person that succeeds at the next level and then matching that pattern against those that meet your formal criteria is a start. In addition, social learning fast tracks people to connect to the networks and sources of learning that will accelerate the right people. For example, in nominations for leadership development, people can learn these skills from mentors with matching learning histories. Internal recruiting can match social learning experiences with transcript and profile information to meet internal need for talent.Nurture employee networks: Why don’t people connect inside their current organization with people formerly in their role? In the learning they are undertaking? With people who went to the same school they did? With those who want to achieve the same career goals? From the unified profile made visible as the hub of interaction in social learning, the workplace opens up because now instead of people seeing their world as a job role with colleagues and a manager, they see their workplace as a world of connections to people who share their experiences. For example:If I am a new hire, then I may want to connect to recent new hires. If am taking on a new role, I can access people across the organization who currently or previously held my role. Through “alumni” of different types, I can pursue the learning that was most effective for those before me and I can discover learning experiences that interest me most.People and social learningNo aspect of people’s careers is untouched by the social learning experience. In today’s world, the shelf life of knowledge is short. People understand that what they learn, the knowledge they harvest, is perishable. People seek modern working environments where they are encouraged to stay current and connected. Business outcomes depend on the speed of such knowledge transfer and sharing of knowhow. Social learning tools keep employees engaged and empowered through the most powerful learning tool in the marketplace—each other.
  • COMMUNITIES OF PRACTICEOur world is getting more complex as everything gets connected.Complex problems require more implicit knowledge, which cannot be codified.Implicit knowledge can only be shared through conversations & observation.Collaborative and distributed work is becoming the norm.Knowledge-sharing and narration of work make implicit knowledge more visible, especially in distributed work teams.Transparent work processes foster innovation.New ideas come from diverse networks, often outside the organization.Learning is part of work, not separate from it.Communities of practice enable the integration of work & learning.Some characteristics of communities of practice:People want to join them.They usually have a higher purpose, that one person alone cannot achieve.People feel affinity for their communities of practice.There are both strong and weak social ties.You know you are in a community of practice when it changes your practice.
  • Private Collaboration or Social Intranet - Enable employees to identify experts, collaborate and find information faster to achieve strategic goals Group Collaboration - Enable project teams to collaborate across functional units to achieve project goals Knowledge Management Share subject matter expertise through the organization to build knowledge bases – As informal learning platform OA feeds innovation and new product/service creationPartner Collaboration Enable employees and partners to collaborate to achieve strategic goals Developer Enablement - Enable developers to collaborate to contribute code and extend the ecosystem Value Creation – loyalty, MAP, Matching user wants
  • BlogShare ideas and receive email notifications when others post; NotebookCollaborate on documents, compare revisions, and print when you're done.Case TrackerCreate and manage projects within each of your groups: CalendarAdd events and pull in feeds from other calendars.ShoutboxShare messages and links with just the people in your group.DashboardSee a snapshot of all the activity across your groups.
  • Social Media for Improved Performance & Collaboration

    1. 1. Brent MacKinnon Community y25 years in non profit sector Child & Youth Worker10 years social media consulting Community of Practice – youth poverty Youth Community Research Mapping; Community Development; School to Community; Employment Training; Treatment Counseling; Multi-partner Youth Centre; Youth Worker Training & Education; Street Work & Service Coordination; Harm Reduction; Youth Mental Health; Youth Justice; Boards of Directors & Coalitions Krasman Centre; AIDS Committee of York Region; Aurora Community Tennis Club; Harm Reduction Coalition of York Region; Talking About Addiction & Mental Illness;
    2. 2. Coaching & Consulting; Social Media Program Integration; Wordpress Coaching;New Media (video, audio, storytelling etc.) Website Assessment & Implementation;
    3. 3. I Aspire to Help You Integrate Deepen relationships;Attract & retain outstanding staff; Share, collaborate & innovate; Demystify
    4. 4. Presentation Goals Increase knowledge of how social media can addcapacity to the organization & improve performance; Identify Possible Starting Points; Experience “hands on” social media tools;
    5. 5. Social Media Revolution 2011
    6. 6. Social media are just the external face ofthe web. The real issue is how to work in a hyper-connected economy & live in a hyper-connected society. Harold Jarche – Life in Perpetual Beta
    7. 7. First Rule: The tools are the tools. The tools are not the thing.
    8. 8. Your organization doesn’t plug into Social Media. Social Media plugs into your organization.
    9. 9. The Elephant Also Looks Like ThisSocial Media and the Impact in how we learn in the workplace – Jane Hart C4LPT
    10. 10. Current Conditions in the Workplace The social learning revolution has only just begun. Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards.Jay Cross – Internet Time Alliance
    11. 11. Current Research The 3 A’s – Conceptual AgeKnowledge Workers - priorities Dysfunction in the Workplace
    12. 12. Work Performance Challenges for Nonprofits(that social learning practices & media could address)
    13. 13. Work Performance Challenges for Nonprofits(that social learning practices & media could address)
    14. 14. Work has Changed
    15. 15. ROI for social media in business ispretty obvious: reducing wasted timeThe largest stated benefit of organizations usingsocial media is increasing speed of access toknowledge (McKinsey 2010).Simple tools like Doodle can make scheduling abreeze. Social networks like Twitter or LinkedInlet you find the right people faster.
    16. 16. Second largest search engine in the world, only to Google  Millions of people are content publishers now. Facebook has over 500 MILLION users Twitter now has over 100 MILLION registered users. 55,000,000 tweets per day. 37% of users tweet from their phones. Don’t forget…All talking to each other all day long.
    17. 17. Brand Management: Momentum Drivers Awareness Do enough people know about us? Do enough people think about us? Context Do people think of us in the right way? Value Do people understand our value? What we offer? Relevance Do people appreciate our value to them? CatalystsDo people have a reason to think about us? To engage with us? To buy into us?
    18. 18. Ways in which Social Media can help an association: Outcomes Net New Members, Increased Frequency of Donations and Volunteerism, Increased yield (average $ value per donation), added exposure Member Support Immediate feedback and response, positive impact in public forum, cost reduction, Increased interactions, more varied interactions, portable resources (mobile) Human ResourcesMore effective recruiting, online monitoring of employee behavior (risk management) Public Relations Online Reputation Management, improved brand image via Social Web, Clarification of purpose & value, Direct communication with public Member Loyalty Increased interactions, better quality of interactions, deeper relationship with cause,Increased trust in organization, increased mindshare of cause, greater values alignment
    19. 19. Organizations need to raise money and/or get results. Talk needs to impact behavior.
    20. 20. Leveraging Social Communications Social media is there to drive,amplify and reinforce all of these things: Awareness Context Value Relevance Interactions Transactions
    21. 21. Give me a good reason why I should assign resources to this thing.The dragon wants to know how this will help the org.
    22. 22. I’m a Social Media guru. Only measureBehold my army of followers. followers, fans, visitors,My personal brand is golden. downloads, click-throughs, mentions and web stats. That’s Social Media measurement, baby! Dig it. And please, no more of this.
    23. 23. Personal Knowledge ManagementPersonal KnowledgeManagement (PKM) is away to make sense ofinformation and experience.It is a way to deal with ever-increasing digitalinformation and requires anopen attitude tolearning and finding newthings (I Seek).PKM prepares the mind to beopen to new ideas(enhanced serendipity).
    24. 24. “Social media is technology used to engagethree or more people.Social learning is participating with othersto make sense of new ideas. What’s new is how powerfully they worktogether.” - Marcia Conner, The New Social Learning
    25. 25. Interest in social collaboration tools are fuelled by 3 factors: The desire to capture and re-use knowledge; The need to maintain human connections across a disparate workforce; The pressure to modernize systems to meet new workforce demands.
    26. 26. Tipping Point Approaching 10% + Creators Spreading Ideas
    27. 27. Power of Social Media is Getting Things DoneSocial learning is the lubricant ofnetworked, collaborative work.Therefore we need to redesign workstructures that foster self-organized(social) groups for learning andworking. Harold Jarche: Internet Time Alliance
    28. 28. United by Networked & Social Learning Harold Jarche 2011
    29. 29. Collaboration
    30. 30. Open Atrium is a platform for: Partner Collaboration Intranet Group/Project Collaboration Value CreationPrivate Collaboration or Social Knowledge Management & Learning
    31. 31. Open Atrium Main FeaturesDashboard Notebook Blog Folder Case Tracker Calendar(repository) Shoutbox Discussion Contacts
    32. 32. Collaboration Platform – Public or Private A Few Examples: (private)• Social Artistry – A Virtual Knowledge Cafe• Harm Reduction Coalition – Planning & Collaboration• Gaucher Foundation Digital Story – Project Planning• Markham Convergence Centre – Partnerships, Planning & Innovation• Benchmark Study Tour – National Youth Service
    33. 33. WebPeople Results Tools Brent MacKinnon 905.751.6075
    34. 34. AccreditationHarold Jarche – Life in Perpetual BetaJane Hart – Centre for Workplace Learning & PerformanceOlivier Blanchard - Social Media R.O.I.