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Social Change:
Transform your employees,
Transform your organization

Elizabeth Lupfer
C.V. Harquail
Social HR is not…

• Marketing translated into people
• Only social recruiting
• Not just about digitizing HR functions to
  make your work easier as HR individuals
Social HR is…

• About improving employee experience and
  engagement
• A new leadership philosophy on
  organization values and culture
Real Challenges

• Ineffectual leadership – Leaders who disagree or
  misunderstand social are creating confusion and
  frustration through the business.
• Lack of central strategy – Siloed social
  experiences are disappointing employees and
  suggesting a lack of business focus.
• Poor timing – Too many “social” efforts unlinked to
  day-to-day work are wasting the engagement we
  have.
• Behavior management – Disengaged groups and
  silent resistors are preventing employees from
  seeing the full value of social.
2008 was web 2.0

       2009 was social media

      2010 was social media
        in the workplace

2011 was employees being social in
          the workplace
2012 is about transforming into a
         social workplace
Social in the workplace… versus…

• Deliver forward-thinking capabilities that
  help respond more swiftly to changes in
  the business environment
• Exponentially increases employees’
  connections so that it’s easy to share
  and receive the resources they need to
  get work done
• Makes it easy to find, develop & use
  whatever expertise each employee
  needs
… being a social workplace

• Changing the employee value proposition
  so that employees understand they aren’t
  just functional tools but whole people
• Integrating social tools created for these
  lifecycle interactions to not only support
  the business strategy — but enable it
• We’re enabling you to be more because
  we’re asking you to give more
A social workplace considers
     employee behavior
  in order to create a truly
      collaborative and
          integrated
   social experience
Create an integrated experience

There are 7 things the organization does with the
employee, but to the employee it’s just ONE
relationship with the organization.
By taking a “lifecycle” approach to the employee’s
experience, HR can create an integrated, positive,
productive relationship with the employee.
Moving from siloed transactions…

That means, stop thinking in terms of
individual employee transactions…
… to social interactions

… and start thinking about in terms of
interactions between the employee and the
organization that build a relationship over
time.
Infographic: Putting Social HR into
the Employee Lifecycle
Can be found online:

- The Social Workplace
  http://socl.ly/GRXVv5

- Pinterest
  http://socl.ly/JFtPiZ

-Flickr
http://socl.ly/JFtWeu




Infographic created by Elizabeth Lupfer of The Social Workplace
@socialworkplace
By socializing the
     employee lifecycle, you will…
• Build relationships more thoroughly, make
  them more consistent, and focus them on
  (mutual) contributions.
• It’s the series of interactions within the
  lifecycle that employees come to
  experience as the organization itself.
Attracting Talent Socially

• Reputation and Brand - Managing and listening to
  conversation
• Referral Schemes – Tapping into the digital social
  and professional graphs of employees and
  networks (Refer a colleague, refer a friend)
• Talent Communities - Connecting job seekers to
  each other and to current employees


Brand management - Not necessarily a specific
recruitment tactic but nevertheless incredibly
important strategically.
Recruiting Talent Socially

• Peer to Peer Recruitment – Using your own
  employees as brand advocates and
• Branded Profiles – Proactively engaging and
  interacting with candidates on social media
  networks.



 LinkedIn overwhelmingly trumps Facebook and Twitter
 as the social network RECRUITERS use, but
 CANDIDATES flock to Twitter.
Onboarding Socially
•   Role Specific Wikis - Maintain knowledge about particular business functions
    as living, breathing documents and enable employees to provide feedback to
    enhance subsequent user's experiences.
•   Discussions - New hires often have similar questions and concerns. Establish
    a forum where they can reply to a question from another new hire with a
    solution.
•   Tip / Tricks - Allow new hires and long time employees to contribute and share
    tacit knowledge around the ins and outs of being successful in a new role.
•   Track Search Terms and Refine – Save and analyze search terms. This will
    help to illustrate any large gaps in material that new hires are attempting to
    locate as they get started within the company.


    Get new hires up to speed to accelerate engagement,
    increase productivity, and lower costs.
Learning Socially

• Promotes Relationships -- Extends virtual
  classrooms beyond the course time by allowing
  employees to connect before and after the course,
  creating a stronger social support system.
• Motivation through autonomy -- Encourages
  autonomous, self-directed workers and learners by
  enabling just-in-time, fast, and targeted learning
  opportunities.

Creates positive attitude toward learning, which leads
to learning more efficiently.
Growing and Developing Socially
• Goal Development – Permit employees to solicit
  development goals from each other.
• Idea Generation – Foster innovation that have
  acknowledged results. Peer voting on idea
  submissions that are reviewed and implemented by
  senior leadership.
• Development Groups - Connect employees on similar
  development plans so they can encourage and
  support one another.

Foster innovation that have acknowledged results.
Retaining Employees Socially
• Social Recognition – Remove isolated recognition
  experiences by allowing employees to be recognized by
  their managers and peers on platforms where such
  recognition can be shared among other portals and
  social collaboration platforms.
• Social Performance -- Give employees a way to track
  how their actions impact overall company performance
  and helps them meet their (and their team’s) shared
  objectives.


Companies who strive to create a culture of innovation
must reward and recognize employees in innovative
ways.
Separating Socially
• Exit Interviews and Feedback - Establish a dignified exit process by
  soliciting genuine feedback.
• Known Talent Pool - Today’s business is often project-based: retired
  employees are a flexible source of experience.
• Employee Referrals - Candidates referred by former employees are
  pre-screened candidates and tend to fit the companies needs.
• Alumni Community – Keeping in touch with employees who already
  know your business, and as they increase their skill sets, it’s a talent
  pool worth tracking.



Today’s business is often project-based: retired
employees are a flexible source of experience.
Social transforms your employees…

• So that they no longer operate in siloed
  experiences by providing the resources and
  support necessary to be a collaborative and
  networked global workforce.
• Transform traditional employee transactions to:
  – Anticipate and respond to change
  – Expand the business’s influence
  – Increase revenue and margins

         But to transform your organization,
                there is more to do….
… and your organization

Establish a trustworthy and distinctive
organization so that employees and
the organization can build a bond with
each other
Create a Trustworthy Experience

  Build a foundation of behavioral evidence



Consistent       Predictable         TRUST
Create a Distinctive Experience
Distinctive interaction with the organization’s brand
creates an organization specific bond – a bond that
employees with the organization only.


  Key brand /
                     Day to Day
    cultural                           DISTINCTIVE
                     Experience
 characteristics
Transform organizational character
    through “social” technology
• Technology designs in behaviors & qualities of
  an interaction
• Technology means focus & experience remain
  consistent
• Builds change into everyday routines & habits
• Permeates every interaction, every employee,
  across the business
• Changes are specific, easy to adopt
• Behavior defaults to the new expectations
Social technology shapes
         identity and emotion
• Social tools based on the employee
  lifecycle brings the full range of an
  employee’s identity, puts it into action.
• Whole person interaction creates a more
  richer, more emotional experience.
• Emotion creates engagement.
Emotion throughout the Lifecycle
Lifecycle Base         Organization                 Employee
Attraction             We are a great company!      What a great company!

Recruiting             We like you – especially     They like me. I’m special!
                       you
Onboarding             Welcome. Here’s how to       They are happy to have
                       fit in                       me
Learning               You’re good at your job      I can do this and more!
                       and you’re getting better
Growth / Development   We all win when we’re        I’m learning, growing,
                       doing what’s right for you   being successful and
                       and for us                   making a difference
Retention              We support you               I matter
Separation             Thank you, we appreciate     I made a difference
                       you
Checklist for Success
• Assess the current temperature of your employees and
  organization -- measure employee happiness
• Look at the big-picture business problems, not just HR bustle.
• Be platform neutral. Assess the need, create the solution and
  then determine the appropriate tool or system.
• Put engagement on your executive dashboard
• Build alliances and executive support.
• Measure engagement in terms of employee ACTIVITY, not
  just sentiment (employee opinion surveys don’t pain the full
  picture).
• Engage all stakeholders and implement as an enterprise or
  whole business. Don’t operate on your own.
• Direct vendors to customize tools to fit
  your culture and vision
Can HR really lead Social?
• HR controls the employees’ central experience
  of social interaction
   – Across the individual’s Life Cycle
   – Across all employees
   – Across all departments & locations
• HR controls key experiences of a social
  organization
• But, HR has to be willing to step up to lead
  social
   – Have vision for employee- organization relationship
   – Take direct ownership of that relationship
OWN IT

Social change is about transforming the
employee and transforming the organization.
But the only way to achieve this
transformation is by first transforming
yourself into a Social HR leader!
Thank you!

• Elizabeth Lupfer, The Social Workplace
  – http://www.thesocialworkplace.com
    @socialworkplace

• C. V. Harquail, Authentic Organizations
  – http://AuthenticOrganizations.com
  – @cvharquail

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Social HR: Transform Your Employees, Transform Your Organization

  • 1. Social Change: Transform your employees, Transform your organization Elizabeth Lupfer C.V. Harquail
  • 2. Social HR is not… • Marketing translated into people • Only social recruiting • Not just about digitizing HR functions to make your work easier as HR individuals
  • 3. Social HR is… • About improving employee experience and engagement • A new leadership philosophy on organization values and culture
  • 4. Real Challenges • Ineffectual leadership – Leaders who disagree or misunderstand social are creating confusion and frustration through the business. • Lack of central strategy – Siloed social experiences are disappointing employees and suggesting a lack of business focus. • Poor timing – Too many “social” efforts unlinked to day-to-day work are wasting the engagement we have. • Behavior management – Disengaged groups and silent resistors are preventing employees from seeing the full value of social.
  • 5. 2008 was web 2.0 2009 was social media 2010 was social media in the workplace 2011 was employees being social in the workplace 2012 is about transforming into a social workplace
  • 6. Social in the workplace… versus… • Deliver forward-thinking capabilities that help respond more swiftly to changes in the business environment • Exponentially increases employees’ connections so that it’s easy to share and receive the resources they need to get work done • Makes it easy to find, develop & use whatever expertise each employee needs
  • 7. … being a social workplace • Changing the employee value proposition so that employees understand they aren’t just functional tools but whole people • Integrating social tools created for these lifecycle interactions to not only support the business strategy — but enable it • We’re enabling you to be more because we’re asking you to give more
  • 8. A social workplace considers employee behavior in order to create a truly collaborative and integrated social experience
  • 9. Create an integrated experience There are 7 things the organization does with the employee, but to the employee it’s just ONE relationship with the organization. By taking a “lifecycle” approach to the employee’s experience, HR can create an integrated, positive, productive relationship with the employee.
  • 10.
  • 11. Moving from siloed transactions… That means, stop thinking in terms of individual employee transactions…
  • 12. … to social interactions … and start thinking about in terms of interactions between the employee and the organization that build a relationship over time.
  • 13. Infographic: Putting Social HR into the Employee Lifecycle Can be found online: - The Social Workplace http://socl.ly/GRXVv5 - Pinterest http://socl.ly/JFtPiZ -Flickr http://socl.ly/JFtWeu Infographic created by Elizabeth Lupfer of The Social Workplace @socialworkplace
  • 14. By socializing the employee lifecycle, you will… • Build relationships more thoroughly, make them more consistent, and focus them on (mutual) contributions. • It’s the series of interactions within the lifecycle that employees come to experience as the organization itself.
  • 15. Attracting Talent Socially • Reputation and Brand - Managing and listening to conversation • Referral Schemes – Tapping into the digital social and professional graphs of employees and networks (Refer a colleague, refer a friend) • Talent Communities - Connecting job seekers to each other and to current employees Brand management - Not necessarily a specific recruitment tactic but nevertheless incredibly important strategically.
  • 16. Recruiting Talent Socially • Peer to Peer Recruitment – Using your own employees as brand advocates and • Branded Profiles – Proactively engaging and interacting with candidates on social media networks. LinkedIn overwhelmingly trumps Facebook and Twitter as the social network RECRUITERS use, but CANDIDATES flock to Twitter.
  • 17. Onboarding Socially • Role Specific Wikis - Maintain knowledge about particular business functions as living, breathing documents and enable employees to provide feedback to enhance subsequent user's experiences. • Discussions - New hires often have similar questions and concerns. Establish a forum where they can reply to a question from another new hire with a solution. • Tip / Tricks - Allow new hires and long time employees to contribute and share tacit knowledge around the ins and outs of being successful in a new role. • Track Search Terms and Refine – Save and analyze search terms. This will help to illustrate any large gaps in material that new hires are attempting to locate as they get started within the company. Get new hires up to speed to accelerate engagement, increase productivity, and lower costs.
  • 18. Learning Socially • Promotes Relationships -- Extends virtual classrooms beyond the course time by allowing employees to connect before and after the course, creating a stronger social support system. • Motivation through autonomy -- Encourages autonomous, self-directed workers and learners by enabling just-in-time, fast, and targeted learning opportunities. Creates positive attitude toward learning, which leads to learning more efficiently.
  • 19. Growing and Developing Socially • Goal Development – Permit employees to solicit development goals from each other. • Idea Generation – Foster innovation that have acknowledged results. Peer voting on idea submissions that are reviewed and implemented by senior leadership. • Development Groups - Connect employees on similar development plans so they can encourage and support one another. Foster innovation that have acknowledged results.
  • 20. Retaining Employees Socially • Social Recognition – Remove isolated recognition experiences by allowing employees to be recognized by their managers and peers on platforms where such recognition can be shared among other portals and social collaboration platforms. • Social Performance -- Give employees a way to track how their actions impact overall company performance and helps them meet their (and their team’s) shared objectives. Companies who strive to create a culture of innovation must reward and recognize employees in innovative ways.
  • 21. Separating Socially • Exit Interviews and Feedback - Establish a dignified exit process by soliciting genuine feedback. • Known Talent Pool - Today’s business is often project-based: retired employees are a flexible source of experience. • Employee Referrals - Candidates referred by former employees are pre-screened candidates and tend to fit the companies needs. • Alumni Community – Keeping in touch with employees who already know your business, and as they increase their skill sets, it’s a talent pool worth tracking. Today’s business is often project-based: retired employees are a flexible source of experience.
  • 22. Social transforms your employees… • So that they no longer operate in siloed experiences by providing the resources and support necessary to be a collaborative and networked global workforce. • Transform traditional employee transactions to: – Anticipate and respond to change – Expand the business’s influence – Increase revenue and margins But to transform your organization, there is more to do….
  • 23. … and your organization Establish a trustworthy and distinctive organization so that employees and the organization can build a bond with each other
  • 24. Create a Trustworthy Experience Build a foundation of behavioral evidence Consistent Predictable TRUST
  • 25. Create a Distinctive Experience Distinctive interaction with the organization’s brand creates an organization specific bond – a bond that employees with the organization only. Key brand / Day to Day cultural DISTINCTIVE Experience characteristics
  • 26. Transform organizational character through “social” technology • Technology designs in behaviors & qualities of an interaction • Technology means focus & experience remain consistent • Builds change into everyday routines & habits • Permeates every interaction, every employee, across the business • Changes are specific, easy to adopt • Behavior defaults to the new expectations
  • 27. Social technology shapes identity and emotion • Social tools based on the employee lifecycle brings the full range of an employee’s identity, puts it into action. • Whole person interaction creates a more richer, more emotional experience. • Emotion creates engagement.
  • 28. Emotion throughout the Lifecycle Lifecycle Base Organization Employee Attraction We are a great company! What a great company! Recruiting We like you – especially They like me. I’m special! you Onboarding Welcome. Here’s how to They are happy to have fit in me Learning You’re good at your job I can do this and more! and you’re getting better Growth / Development We all win when we’re I’m learning, growing, doing what’s right for you being successful and and for us making a difference Retention We support you I matter Separation Thank you, we appreciate I made a difference you
  • 29. Checklist for Success • Assess the current temperature of your employees and organization -- measure employee happiness • Look at the big-picture business problems, not just HR bustle. • Be platform neutral. Assess the need, create the solution and then determine the appropriate tool or system. • Put engagement on your executive dashboard • Build alliances and executive support. • Measure engagement in terms of employee ACTIVITY, not just sentiment (employee opinion surveys don’t pain the full picture). • Engage all stakeholders and implement as an enterprise or whole business. Don’t operate on your own. • Direct vendors to customize tools to fit your culture and vision
  • 30. Can HR really lead Social? • HR controls the employees’ central experience of social interaction – Across the individual’s Life Cycle – Across all employees – Across all departments & locations • HR controls key experiences of a social organization • But, HR has to be willing to step up to lead social – Have vision for employee- organization relationship – Take direct ownership of that relationship
  • 31. OWN IT Social change is about transforming the employee and transforming the organization. But the only way to achieve this transformation is by first transforming yourself into a Social HR leader!
  • 32. Thank you! • Elizabeth Lupfer, The Social Workplace – http://www.thesocialworkplace.com @socialworkplace • C. V. Harquail, Authentic Organizations – http://AuthenticOrganizations.com – @cvharquail