BSG collaboration platform

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An overview of BSG's Collaboration Platform.

An overview of BSG's Collaboration Platform.

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  • Create personalised to do lists. Manage action items, by reassigning and escalating them if need be. Monitor meetings and follow up items Assign follow up actions from meeting including priority and due date Text message notification
  • Walk through the PMA process in the demo Basic principles - annual contract (financial year end driven) - interim reviews (we use 6 monthly) - set up individual "contract" aligned to company goals (master data) set up development plan to align to individual contract goals etc.

Transcript

  • 1. business IT The Collaborative Platform May 2011 David Reinhardt Linking your business and technology needs intelligently BUS052/KW/PT1952
  • 2. Contents
    • Getting to today
    • How are benefits derived?
    • Overview of features
      • Talent management
      • Enterprise social networking
      • Enterprise social networking: connection networks
      • Getting things done
      • Leave
      • Recruitment
      • Trends and analysis
      • Some nuts and bolts
      • Talk to us
  • 3. Getting to today As we grew, we struggled to manage the competing needs of dedicating enough time and energy to growing people’s careers with our operational responsibilities. We realised that a centralised web-based tool was the only way to achieve this and work began. The first version was targeted at meeting our talent management ambitions. As we used the system more, we increasingly benefited from an all-access web-based tool to drive collaboration and engagement across our employee base. Over the past few years, we’ve introduced tranches of additional functionality which bring the same benefits to managing various other aspects of our business. Most recently enterprise social networking was introduced. Every day we see dozens of “global watercooler moments” which facilitate collaboration and knowledge sharing across our business.
  • 4. How are benefits derived?
      • Ongoing collaboration across sites and teams through enterprise social networking
      • “ Getting things done” culture created by capture, assigning and updating of action items in real-time during team meetings
      • Empowering line managers and employees to structure meaningful, measurable performance goals
      • Embedding an easy-to-use process to capture feedback and openly measure progress against performance goals
      • Reduced overhead of transactional HR leave processes by empowering individuals to manage their own leave
      • Improved planning and forecasting through access to up to date leave information
      • Empowering employees to recognise their peers for great performance
      • Facilitate staff learning and development through improved access to training opportunities
      • All of this is based on a single version of the truth using one
      • centralised data set.
    The common themes through the benefits case are improved collaboration amongst employees and proactive management of talent.
  • 5. Overview of features Line structure and org. chart Trends and analytics People finder Search Recruitment Talent Management Learning and Development Enterprise Social Networking Leave Recognition and Rewards Resourcing and Finance Getting things done Manage vacancies within the org. chart Interview process Requests & approvals Flexible accrual models Leave calendar Leave administration Trend analysis Peer recognition Clients, projects, project stages Time capture Project resourcing Contract management Performance contracts Performance assessments (360’s, peer & downward) Integration of visual career models Strategic scorecard alignment Employee spirit levels Training requests Suppliers Course lists Schedules Rich user profiles Connection networks Discussion threads Groups Birthday announcements Instant messaging Meetings & actions Personal task lists Text message notification
  • 6. Talent management
      • Manages the performance process and empowers line managers and employees to engage, turning potential to performance.
    Overview of features
  • 7. Enterprise social networking
      • An enterprise social network layer laid over the organisation helps connect people across different regions, functions and job roles.
    Source: McKinsey Quarterly, The rise of the networked enterprise: Web 2.0 finds its payday, December 2010 McKinsey Quarterly, referring to the networked enterprise in December 2010: “ … our data show that fully networked enterprises are not only more likely to be market leaders or to be gaining market share but also use management practices that lead to margins higher than those of companies using the Web in more limited ways.” Overview of features
  • 8. Enterprise social networking: Connection networks
    • Organisations are only as powerful as their ability to enable employees to share knowledge and experience. Enterprise social provides an easy way to tap into this knowledge across the entire enterprise rather than just amongst an immediate circle of known colleagues.
      • “ Small teams all know each other’s strengths, weaknesses and experience base and when team members draw on each other they are able to achieve all the benefits of working together. In larger organisations it can be hard to tap into this. Very, very hard.”
      • David Reinhardt
      • BSG subject matter expert, writing on The Next Web
      • http://tnw.co/hyIUmd
      • An example from our own use of the platform: This post continued over two days, accumulating 19 responses from various members of our company across geographies and functional units.
    Enabling people to build networks reduces power distance, enhance communication and encourages people to get involved in decision-making. Overview of features
  • 9. Getting things done Overview of features
      • Meeting notes and actions are created, updated and assigned in real-time. Actions instantly appear in individuals’ task lists on their home pages.
  • 10. Leave
    • Absenteeism data can be indicative of trends which are important to understand in the context of an organisation’s employee value proposition.
    • Making leave information and requests open and accessible to employees and line managers allows the HR function to manage exceptions rather than day-to-day transactions.
      • There is no need for leave processing to require HR and management overhead. Simple, centrally accessible workflow can reduce transactional overhead and improve accessibility to insightful leave data.
    Overview of features
  • 11. Recruitment
    • The organisation chart includes vacancies in the context of the organisational structure.
    • Applicants are tracked against vacancies from the first application through to the final interview.
    • Interviewers capture notes into the platform so that all involved in the process can collectively consider an objective hiring decision.
    • Trend analysis allows you to monitor the effectiveness of your recruitment process. This allows you to assess quality of candidates coming into the process and whether suitable rigour is applied at each stage of the process.
      • Recruitment decisions are essential to building and maintaining your organisation’s capability. Enabling a consistent and objective process provides increased confidence that the right recruitment decisions are being made.
    Overview of features
  • 12. Trends and analytics
      • Analytical oversight applied across performance and associated data allows the executive to understand how individual employee performance rolls up into divisional and organisational performance.
    New features are continuously being developed in collaboration with our customers. This wireframe is an example of the type of artefact typically used in our User Centred Design process. Overview of features
  • 13. Some nuts and bolts
    • The system is modular.
      • There are some core features (e.g. organisational chart, enterprise social networking, getting things done) which are central to the operating of the platform.
      • Additional modules (e.g. learning and development, resourcing and finance) can be deployed either in part (e.g. solely time capture) or in full (e.g. all of resourcing and finance).
    • The platform can be deployed as a dedicated instance (self hosted or hosted by BSG) or delivered using SaaS.
      • Dedicated instance deployments tend to have bespoke features and some customisation.
      • SaaS customers use a standardised version. There is some configurability on branding and business rules however no additional customisation is available.
    • The system is built using an industry standard technology stack. Additionally, we can build connectors into existing enterprise software so that the platform becomes a blend of its own feature set and a window into enterprise transactional data from across your business.
    • Pricing is per seat and volume discounting is available.
  • 14. Talk to us
    • We love to share our story.
    • We can share the ideas that inspired development of the Collaborative Platform. We can talk endlessly about the cultural journey required within an organisation to really get the most benefit. We would love to show you the software that supports the processes and build the culture.
      • David Reinhardt
      • 07841 947 198
      • [email_address]
    BSG House 226-236 City Road London EC1V 2TT http://www.bsgdelivers.com