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Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
Is Social Technology Behind High Performance in Organizations?
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Is Social Technology Behind High Performance in Organizations?

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While still in the process of being readily accepted in all organizations, a large majority of organizations would answer a resounding “yes!”. Two skills that come up often are communication and …

While still in the process of being readily accepted in all organizations, a large majority of organizations would answer a resounding “yes!”. Two skills that come up often are communication and collaboration, sounds easy enough, but in today’s rapidly changing workplace people are now checking in from all over the world at different times and on all kinds of various devices, rather then physically coming in to the workplace and interacting. Businesses can implement social technology, namely social media, not just to increase brand awareness or for marketing purposes but to allow a much more efficient and effective scenario for communication and collaboration. Join Lance Haun, Editor of Starr Conspiracy, as he will be covering key topics such as, how organizations are adopting social tech, what social technologies can and can’t do when it comes to information exchange, and why you should evaluate your organizations use of social technology.

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  • Thank you so much Mr Haun! We are a group of university students starting our own recruiting company this year. I am its founder and owner. Thanks to ERE.net I found this business idea on Twitter.We will be using what we have learnt as our competitive advantage here in south Africa and your slides are very much appreciated. I wish you were our lecturer! Shukran!
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  • 1. + The Path to High Performance is Paved with Social Collaboration Lance Haun The Starr Conspiracy
  • 2. + What we will be talking about:  Why collaboration and why now?  Demonstrate how social media can blaze new paths for information exchange  Review a case study of organizations that leveraged social collaboration  Next steps
  • 3. + Who is this guy?  Former HR guy for seven years  Former editor for ERE Media and contributor to TLNT.com  Currently: Editor with The Starr Conspiracy
  • 4. + Thesis: Social Collaboration drives not only high individual performance, but high organizational performance as well
  • 5. + Why Collaboration?
  • 6. + A distributed workforce is becoming the norm  More organizations are using distributed work to accomplish business objectives  Reasons include:  Globalization pressures  Employer costs  Employee demand  Increase in technology use  Staying connected is a challenge
  • 7. + Collaboration isn’t optional — A look at the stats  Almost 90% see their collaborative efforts as highly productive  Over 90% like to work in teams, most preferring to do so from a location of their choosing  Most believe technology can bridge the gap Meetings Around the World: The Impact of Collaboration on Business Performance, Frost & Sullivan
  • 8. + Pre-social technologies like email don’t actually help “Employees in virtual environments may develop perceptions of exclusion or isolation due to their need to rely on technology to communicate with others; common forms of communication technology (e.g., email) do not provide a high level of information richness and can inhibit social exchange” Busch, E., Nash, J., & Bell, B. S. (2011). Remote work: An examination of current trends and emerging issues. Center for Advanced Human Resource Studies, Cornell University
  • 9. + Why social?
  • 10. + Social is …  A technology that allows people to interact with ease across physical divides  A philosophy that believes that adding social enhances an integral part of the human experience  A set of platforms that can encourage sharing, collaboration, and high performance
  • 11. + The general social media landscape Consumer curve: mainstream, trending toward laggards Enterprise  Adoption  Adoption  Networks  Networks used: Facebook, Twitter, Google+  Tools: HootSuite, Tweetdeck curve: early adopter, trending to mainstream used: LinkedIn, Quora, Twitter  Tools: Argyle, Radian6
  • 12. + A different take on social  Social traditionally a promotion channel (marketing and recruiting)  Secondarily,  When can be used to enhance support most people talk about social, this is what they mean
  • 13. + A different take on social: Collaboration  Using social as both a collaboration tool and an indicator of high performing employees  Focusing on user’s skills being built by using social media  Encouraging employees to use social as an enhancement to their toolbox
  • 14. + How can social help?
  • 15. + Why social collaboration?  Social naturally encourages  Communication skills  Technology skill development  Time management skills  Sharing and collaborative focus  Performance focus  Understanding of data
  • 16. + Why social collaboration?  Communication and collaboration are two skills employers want the most  A very close second: familiarity with current technologies  People who can manage all of these concepts
  • 17. + Building the social case: Training and development Positives  Reduced training costs  Greater training effectiveness  Continuous skill enhancement and selfdirected learning Negatives  No positive effect on learning or development  Unequal usage access or
  • 18. + Building the social case: Knowledge transfer Positives  Fast and inexpensive dissemination of Negatives  Unequal usage  Information  Too  Easy  Quick sharing of knowledge from few to many access or much information spread of negative or private information
  • 19. + Building the social case: Creativity and problem solving Positives  Increased problem solving accuracy and speed  Innovation spread throughout organization with minimal effort Negatives  Consensus process slows decision-making  Consensus leads to pursuit of poor choices; lack of critical thinking
  • 20. + Possible speed bumps  People  Some won’t always be smart about it don’t want to participate  Resources  Time could be devoted to other programs waste?
  • 21. + Tools to consider  Internal  Enterprise social collaboration tools like Infor Ming.le  External  LinkedIn  Quora groups
  • 22. + Social collaboration is rocket science
  • 23. + Case Study: Boeing-Rocketdyne SLICE  Background: A team made up of a variety of professionals from different companies collaborated from different geographic locations to create an optimized rocket engine Malhotra, Arvind; Majchrzak, Ann; Carman, Robert; Lott, Vern (2001). Radical innovation without collocation: A case study at Boeing-Rocketdyne. MIS Quarterly.
  • 24. + Strategy Setting  Set out first to understand the strategy across three companies  Set responsibilities and accountabilities at the very beginning  Set foundation for open sharing of information
  • 25. + Technology Used  Online collaborative notebook  A project  Twice vault with shared files weekly teleconferences (not originally planned)
  • 26. + Issues Faced  The ability to meet face-to-face on occasion was still necessary  Organization and order of ideas not easily apparent  Other tasks and multitasking interrupted set meetings  SLICE had to restructure to meet requirement and enhance the experience
  • 27. + Results  Duration:  No 10 months more than 15% of any one member’s time  Each member working from a different location  Designed an optimized rocket engine with fewer parts and a 14-fold decrease in manufacturing costs  Highest time quality performance in the industry at the
  • 28. + Learnings  Multimodal communication  Technology enabled  Collaboration  Expectation  Flexibility as the goal set at the front
  • 29. + Conclusion
  • 30. + To recap:  Assess your understanding of social within your role and company  Examine how social media and collaboration can help drive new learning and performance management initiatives  Understand how companies are leveraging social collaboration within their organization  Consider next steps
  • 31. + Next steps  Assess your current use, organizational comfort with social media  Investigate several different tools and beta test with trusted users  Measure  Roll beta results, recalibrate out to staggered areas of the business  Measure and optimize your process continually
  • 32. + Lance Haun Thanks! (206) 801-1348 This was fun lance@coug.rs lancehaun.com thestarrconspiracy.com

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