How social adds value to talent management

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Joint presentation with Paget Miles on how Social Business adds value to Talent Management and helps companies build a Smarter Workforce

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  • And then you run into this guy. [pause for inevitable laugh] He doesn’t care about any of that. He still gets his emails printed out to read on his way home. Why would he be interested in social software? This is the question we have to address. Making Social relevant to tangible business issues.
    (the “Grumpy Man” slide)
    Deutsch – der Muffelmann
  • And in today’s modern workplace, you need to engage your employees. And employees are happy when they have tools like Facebook. Especially the young ones.
    So that’s why you should use social software
    (usually the audience agrees this is the pitch they’ve heard before)
  • 1 “Evolution of the networked enterprise”, McKinsey & Co, March 2013, p 46 [Analysis was 4 industries].
    We know the ROI is significant. Sets a good foundation for value.
  • Patterns represent modernized processes with dynamic, repeatable and measurable “people interactions” created by integrating social into work and life.
    These 10 are not all of the patterns; they are just the first we’ve created deep assets around. There are many more.
  • With analytics we can improve employee and business performance through evidence-based decisions.
    Helping us answer questions like:
    What is the propensity for my top performers to leave the business?
    Which candidates will likely succeed in a new leadership role and why?
    What are the top themes and issues being discussed across the organization and what insights can I learn from this?
    How do I quickly find the right experts?
    HR is sitting on a mountain of data that we can help you mine to better understand your workforce and make decisions about your programs.
  • For context my background is 13 years being involved in recruitment, performance succession planning projects for small, medium and enterpirse size busineses and how these applications can help HR be more effeitnat and strategic.
    Social was never really on the HR agenda
    Well the new buzz word in the HCM world is now social, socila as a concept is not new but how we use it in HR is.
    Social to me has always been sioled to IT and comms but I was in a meeting and saw for the first time HR fight back against IT and comms @ a client meeting. At the meeting we had shown the teams are taletn suite and how socila is fully integrated……..
  • I believe this change is due to peoples expectations….they expect the experience they have socially to be at their place of work
    Example of booking a holiday
    enaging, interactive, easy to use, dare I say fun experience
    search and find the right holiday for them quickly
    on any device their choose
    not just go on the travel agent but what holiday they want based on their research
    to have all the data in order to select the right holiday in one place
    Moved to HR
    enaging, interactive, easy to use, dare I say fun experience
    carry out an hr task find a job , take a learning course, onboard
    on any device
    not go based on what the brand of the company shows externally but what you have found out about that company
    to want all the data in one place
    I have 2 examples of this change
    Sunday / Monday
    posted on face book how much pocket money to people give to their kids
    on Monday I
    Amber and summer for butterfly project you tube
  • These sound a given but they are key
    I believe that engagement is the key to all of these elements
    I always belived that TM applications could increase all of these areas which they can but if you add socil into the mix the % increase in each area is huge
  • From the companies we have spoken to these are the core themes of what employees are lookig to
  • Personlised
    Real time
    Branded
    Responsive design
  • Once a candidate has accpeted the order to employee
    Next steps are to laucnh all these features in candidate expeoirenc
  • Why M&As Fail: It’s about PeopleCulture, Communication Leadership are Top Reasons
    6 Reasons Why Acquisitions Fail1
    Misgauging Strategic Fit
    Getting the Deal Structure or Pricing Wrong
    Misreading the New Company’s Culture
    Not Communicating Clearly – Or Enough
    Focusing on Integration Ignoring Organization
    Not Focusing Enough on Customers & Sales
    16 Reasons Why So Many Acquisitions Fail, James Price and University of Michigan, Forbes, October 2012, http://read.bi/10rJhTq
    Value Propositions
    Speed time-to-value
    Increase effectiveness of M&A Program Management
    Accelerate creating desired culture
    Retain key talent
  • Need
    TD Bank needed to find a way to connect their geographically dispersed employees more effectively, improve executive communications, increase their workforce efficiency and reduce the amount of resources they were expending to run their business.
    Solution
    TD Bank didn’t just replicate existing processes on Connections, they transformed the ways in which their teams interacted with each other. They identified the value of using this social tool early and are already seeing a qualitative and quantitative impact on their business processes.
    Benefits
    Teams were finding it difficult to stay connected. Connections connects geographically dispersed teams and facilitates collaboration.
    The company directory made it difficult to identify experts and use their skills to help clients. Now, they can conduct focused searches and find expert knowledge and advice easily and quickly.
    Onboarding employees was too manual and paper-based. Connections provided a single repository for onboarding support and reduced onboarding time by 50%.
    Employees spent significant time and resource looking for information to do their jobs. Now, content is aggregated, and tools and information that support business roles are easily accessible.
    Managers needed to improve their engagement in critical projects. Through online collaboration, managers can stay up to date in real time and engage in the progress of projects and initiatives.
    Leaders sought an interactive forum to communicate and stay involved with the entire ecosystem. Typically field calls were expensive and limited to small groups. Online forums removed the communication barriers, increased transparent and enhanced interaction. One division reduced meeting times by five hours a week.
    Email loads and project updates were exhausting valuable resources and wasting time. By transferring the conversation to Connections, one division reduced their e-mails by a factor of 40 to 1. Another division reduced their e-mails by 25%. Projects can now be updated in 5-10 minutes, down from 60 minutes.
    Solution components
    •IBM® Connections
    Client quote 1
    “TD Bank is committed to weaving social networking into everything we do and how we do it.”
    —Wendy Arnott, vice president of social media and digital communications, TD Bank Group
  • Store communication is much more powerful It‘s now an interactive dialog …feedback coming back from store
    §Regional Sales people are no longer needed to transport information from Headquarter to Store and vice versa
    §More open public communication
    §Better understanding of brand presentation within stores (Headquarter learns from Store pictures and feedback)
    §Less internal mail traffic
    §Totally different file sharing experience
    §Much better project communication (remember the two headquarters…)
    §Surveys for more structured feedback
    Example: Education of new customer loyalty card for store employees
    Realized by video and sharing over IBM Connections Media Gallery
    Consuming needs 5 minutes
    §Benefits: Time saving for store employees
    Modern way of communication Flexible in consuming
    Easy to understand

    Information about every employee (extended telephone book, skills...)
    §Black Board, news about… … personnel changes in organizational charts
    … our labels
    … enterprise-wide dates

    §Projects (interdepartmental communication)
    §Department (Management, IT, HR...) Usage of File sharing, Wiki, global Activity management
  • How social adds value to talent management

    1. 1. How Social adds value to Talent Management Mark Osborn – Pre-Sales Executive Europe, Social Business Paget Miles – HCM Leader Europe
    2. 2. Agenda What is Social Business? Modern Talent Management Social HR Examples What does it look like?
    3. 3. What is Social Business?
    4. 4. © 2014 IBM Corporation Pinterest – 10.4m Users Twitter – 140m Users Linkedin – 150m Users Facebook – 800m Users
    5. 5. © 2014 IBM Corporation
    6. 6. © 2014 IBM CorporationPicture source:http://www.flickr.com/photos/carbonnyc/3268320322/
    7. 7. © 2014 IBM Corporation Engaged Transparent Nimble Social Business Marketing and PR Revolutionize Business Social Media vs. Social Business Social Media
    8. 8. © 2014 IBM Corporation The Vast Majority of Social Collaboration Initiatives FailThe Vast Majority of Social Collaboration Initiatives Fail -- GartnerGartner
    9. 9. © 2014 IBM Corporation Social: The ROI is significant $900B –$900B – 1.3T/yr1.3T/yr fromfrom McKinseyMcKinsey
    10. 10. © 2014 IBM Corporation Whitepaper at ibm.com/social IBM Social Business Patterns
    11. 11. © 2014 IBM Corporation The Benefits of Social Business Hiring and Onboarding Expertise and Knowledge Innovation
    12. 12. © 2014 IBM Corporation NUMBER x SIZE X DOWNLOADS = 7pb
    13. 13. 65 Communities 23 Shared Folders Organic Flow + Social Reshare Value
    14. 14. © 2014 IBM Corporation 50% faster to market, most profitable Engaged employees and new processes Most collaboration done away from HQ Ideation – 8 GTM strategies worth Bn’s Mobile Employees Process 40 days to 6 Drive culture with Social Business IBM Social Business Success Stories
    15. 15. “harness our collective intelligence across IBM [and] our ecosystem” “Stocks of info turning into Flows of new info” IBM to be “Preeminent Social Enterprise” Irving Wladawsky- Berger SVP - Steve Mills Social Networks will become the new production line…your value is not what you know but what you share CEO – Ginni Rometty
    16. 16. Modern Talent Management
    17. 17. OUR WORLD IS CHANGING SPEED OF INFORMATION MOBILE WORKFORCE RISE OF INDEPENDENCE BIG DATA AN EXPERIENCE
    18. 18. ENGAGEMENT PRODUCTIVITY PERFORMANCE RETENTION What organisations want from their workforce
    19. 19. AN EXPERIENCE TOOLS TO HELP THEM VISIBLE CAREER PATH RECOGNITION What employees want from their employer
    20. 20. What organisations are looking for from technology EXCEPTIONAL EMPLOYEE EXPERIENCE BIG TO FAST DATA COLLABORATION TIGHT INTEGRATION
    21. 21. A Digital Workplace
    22. 22. Talent Optimization MY PROFILE AND MY EXPERTS WISDOM OF THE CROWDS SPEED & INFO FLOW ACIDENT LEARNING MY SOCIAL NETWORKS INNOVATION & IDEA STACKING
    23. 23. Social HR Examples
    24. 24. Cultural / Employee Engagement Systems of Engagement Talent Engagement * * *ENGAGING EMPLOYEES & ECOSYSTEM TO GROW THE BUSINESSENGAGING EMPLOYEES & ECOSYSTEM TO GROW THE BUSINESS
    25. 25. © 2014 IBM Corporation EMPLOYEE ENGAGEMENTEMPLOYEE ENGAGEMENT & CULTURE& CULTURE CEO Engaging Eminence socially “Best of IBM” CEO Engaging Eminence socially “Best of IBM”
    26. 26. © 2014 IBM Corporation 751 Comments 205K Visits 175 Likes EMPLOYEE ENGAGEMENT – VIDEO BLOGSEMPLOYEE ENGAGEMENT – VIDEO BLOGS
    27. 27. © 2014 IBM Corporation EXTERNAL ENGAGEMENT WITH PRE-HIRESEXTERNAL ENGAGEMENT WITH PRE-HIRES
    28. 28. © 2014 IBM Corporation New 2 IBM - On Boarding INTERNAL ENGAGEMENT WITH NEW HIRESINTERNAL ENGAGEMENT WITH NEW HIRES
    29. 29. © 2014 IBM Corporation ACCELERATE M&A INTEGRATION AND ROI
    30. 30. © 2014 IBM Corporation Cutting onboarding time by 50% TD Bank Communicate and engage on vision “We’re providing employees with the platform and the opportunity to work together and create in a new way. And we’re helping them to collaborate and improve efficiency--that’s what business value is all about.” Wendy Arnott, VP Social Media and Digital Communications, TD Bank Group Reduce meeting times by 5 hours a week
    31. 31. © 2014 IBM Corporation German Retailer: No office just cash register Integrated communications between all 500 stores & HQ Off-the-shelf IBM SW Driven 70% LOB & 30% IT
    32. 32. © 2014 IBM Corporation SerComTel Modernizes it’s Contact Center Mobile Only No Intranet, No Laptops Feedback via “Likes” & @mentions IBM Connections as the intranet has proven to be “massively cost efficient” (Gerritt Mrukwa, HReno
    33. 33. What will it look like?
    34. 34. © 2014 IBM Corporation52 linkd.in/MOsborn twitter.com/mark_osborn about.me/mosborn linkedin.com/in/pagetmiles twitter.com/pagetlmiles
    35. 35. © 2014 IBM Corporation
    36. 36. © 2014 IBM Corporation IBM Leads in Enterprise Social Software

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