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Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
Social Learning
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Social Learning

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Presented By: C Rohit kumar …

Presented By: C Rohit kumar
(Senior Analyst – Deloitte Analytics)

Published in: Business
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  • 1. Social LearningOld Wine forGeneration NextRohit Kumar
  • 2. PurposeThe Purpose of Social Learningshould primarily be to connectlike-minded people. Connect Learning Collaborate Create1 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 3. ApproachesThe only value we have to offerthe marketplace is the skillsand capabilities of our talent, so Formal andit’s vital that we dedicate Informalourselves to our people’scareer-long development. Personal and Social2 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 4. Channels have evolved Paper-based communication Paperless communication3 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 5. Did we evolve enough ? (Poll) Smartphone / iPad Social Media Apps ?4 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 6. Options vs Choices – A world of Social LearningThe problem is not with theoptions but with the Choices tobe made from the optionsavailable Measure what matters – whether learning truly makes a difference in giving the capabilities you need5 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 7. TIPL Technical Industry Professional Leadership• Technical skills specific to your particular job or group• Industry skills pertaining to your insight about client industries and sectors.• Professional skills that are not job-specific but required for you to deliver exceptional service (e.g., project management, communications)• Leadership skills that help you establish direction and lead people and projects, including influencing others and building strong relationships6 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 8. The Need-Social Learning Internal External Connect Collect Process Store Share Learning Collaborate Create Analyze Aggregate Listen and extract value from the interactions/feedback Map and measure the value generated7 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 9. The Million Dollar question New ideas on how to do more with less time and resources8 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 10. Embracing the latest innovative thinking Ask Us and get an answer Via……9 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 11. How Can Companies Benefit?Staying on track – ensure employees, teams and projects are alignedwith the corporate vision and are in sync with the organizational goals.Encourage employee networking – provide employees with a means tofind other employees with common interests both within and even outsideof the companyProject-based workforce –help identify teams to connect outside of theirlocation, skill level, department, etc., removing the chain of commandfrom the process and allowing virtual teams to execute tasks quickly. Online discussions are a great way to share how and why it is that you are the best at what you do10 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 12. Takeouts• Build and Leverage Capability• Aim, Fire, Adjust• Learn by Doing• Hear to be here• .. it is ‘out think’ and ‘out execute’ Engaged Community is Healthy community11 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 13. Appendices
  • 14. Social Business: Should Leaders Stand Back orJump in? Point Counter-Point Wait and see. Start now, but start smart. Many companies have invested a lot of time and money on Leaders who hold back now could have a hard time catching social technologies without significant results. We will wait up later. Start by thinking through how social business can until a demonstrated business case emerges for our industry. support the business strategy and focus efforts there. It’s a big distraction. It enhances the business. Social business is a big, expensive diversion from time-tested Social business can provide deeper insight into what communication channels. We’ve built a strong market employees and customers say about companies and presence with traditional customer research and advertising – products, which can complement more traditional channels there’s no reason to jump ship. As for employee communication and collaboration, email works just fine. Our plates are full. Social business can be a leadership tool. Executives don’t have time to participate in collaborative Some business leaders use social business software as a forums. They can’t even keep up with their emails. How do tool to generate innovative ideas from employees, gain you expect them to find time to read and comment on a social feedback and build a more collaborative culture. network? It’s too risky. We’d lose control. It’s risky to not do anything. Social business networks don’t have a role in our workplace. Some employees may already be talking about their work in The potential threat of viruses and data leakage is just too their social networks – and your competitors may be listening. great. And, in any case, how can you control what employees A broad social business plan should incorporate training, data may say in a public forum? security and controls that allow you to participate in conversations, rather than ignore them. Source: Deloitte.com13 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 15. About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network ofmember firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detaileddescription of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/aboutfor a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attestclients under the rules and regulations of public accounting.Copyright © 2012 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited

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