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Social Learning
Old Wine for
Generation Next
Rohit Kumar
Purpose

The Purpose of Social Learning
should primarily be to connect
like-minded people.
                                                   Connect




                                                   Learning




                                 Collaborate                               Create




1                                        Copyright © 2012 Deloitte Development LLC. All rights reserved.
Approaches

The only value we have to offer
the marketplace is the skills
and capabilities of our talent, so                           Formal and
it’s vital that we dedicate                                   Informal
ourselves to our people’s
career-long development.
                                     Personal and
                                        Social




2                                    Copyright © 2012 Deloitte Development LLC. All rights reserved.
Channels have evolved



                   Paper-based
                  communication




                    Paperless
                  communication




3                                 Copyright © 2012 Deloitte Development LLC. All rights reserved.
Did we evolve enough ? (Poll)



                    Smartphone /
                       iPad




                    Social Media
                      Apps ?




4                                  Copyright © 2012 Deloitte Development LLC. All rights reserved.
Options vs Choices – A world of Social Learning

The problem is not with the
options but with the Choices to
be made from the options
available




      Measure what matters – whether learning truly makes a difference
                    in giving the capabilities you need


5                                                  Copyright © 2012 Deloitte Development LLC. All rights reserved.
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 relationships

6                                                    Copyright © 2012 Deloitte Development LLC. All rights reserved.
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 generated

7                                                   Copyright © 2012 Deloitte Development LLC. All rights reserved.
The Million Dollar question




       New ideas on how to do more with less time and resources



8                                              Copyright © 2012 Deloitte Development LLC. All rights reserved.
Embracing the latest innovative thinking




         Ask Us and get an answer Via……
9                              Copyright © 2012 Deloitte Development LLC. All rights reserved.
How Can Companies Benefit?

Staying on track – ensure employees, teams and projects are aligned
with the corporate vision and are in sync with the organizational goals.

Encourage employee networking – provide employees with a means to
find other employees with common interests both within and even outside
of the company

Project-based workforce –help identify teams to connect outside of their
location, skill level, department, etc., removing the chain of command
from 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 do


10                                                   Copyright © 2012 Deloitte Development LLC. All rights reserved.
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 community



11                                               Copyright © 2012 Deloitte Development LLC. All rights reserved.
Appendices
Social Business: Should Leaders Stand Back or
Jump 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.com

13                                                                               Copyright © 2012 Deloitte Development LLC. All rights reserved.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of
member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed
description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about
for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest
clients 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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Social Learning

  • 1. Social Learning Old Wine for Generation Next Rohit Kumar
  • 2. Purpose The Purpose of Social Learning should primarily be to connect like-minded people. Connect Learning Collaborate Create 1 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 3. Approaches The only value we have to offer the marketplace is the skills and capabilities of our talent, so Formal and it’s vital that we dedicate Informal ourselves to our people’s career-long development. Personal and Social 2 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 4. Channels have evolved Paper-based communication Paperless communication 3 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 Learning The problem is not with the options but with the Choices to be made from the options available Measure what matters – whether learning truly makes a difference in giving the capabilities you need 5 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 relationships 6 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 generated 7 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 9. The Million Dollar question New ideas on how to do more with less time and resources 8 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 aligned with the corporate vision and are in sync with the organizational goals. Encourage employee networking – provide employees with a means to find other employees with common interests both within and even outside of the company Project-based workforce –help identify teams to connect outside of their location, skill level, department, etc., removing the chain of command from 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 do 10 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 community 11 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 14. Social Business: Should Leaders Stand Back or Jump 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.com 13 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 15. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2012 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited