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The Social
      Transformation of
      Human Resources



Elizabeth Lupfer
The Social Workplace
@socialworkplace
In 2008 it was web 2.0

 In 2009 it was social media

In 2010 it was social media
     in the workplace

Today it is about being
social in the workplace
The Invasion of Social Media
• Employees have their own access via smart
  phones during the work day.
• You may want employees to use some social
  networking tools for valid business reasons
• Social media doesn’t stop at the end of the work
  day. What happens outside of work can create
  just as much concern.
• 95% of employees use at least one personally
  purchased device for work.
• Employees use an average of FOUR consumer
  devices a day.
Time to Wake Up, HR!

                   Only 20% of
                    policies are
                written by HR.
                   But 100% of
              them will sooner
               or later involve
                            HR.
Elements of an Effective Policy
• Creates a culture of trust and emphasizes employee
  ownership of social media responsibilities.
• Aligns with your other company policies.
• Protects the interests of BOTH the organization and
  the employee.
• Stresses importance of company loyalty during and
  after core business hours.
• Includes guidelines on the company’s stand on using
  personal devices for business-related matters.
• Reviews company policy on usage, the impact of
  personal usage and what that entails.
Elements of an Effective Policy
• Differentiates use of internal-facing social networking
  sites from external-facing ones.
• Lists all corporate branded profiles, and who is
  authorized to speak on the company’s behalf.
• Has been adapted for those who are authorized to
  social network during business hours from those who
  aren’t. (marketing, human resources)
• States that employees must use professional
  judgment (common sense) where no policy or
  guidelines exist.
• Explains how even the most innocent of remarks can
  influence share price, and ramifications of doing so.
• Explains consequences for violations.
Maintaining Your Policy
• Update your policy annually.
• Include in your onboarding process.
• Consider having employees
  re-acknowledge their understanding
  of the policy every 60 – 90 days.
• Train and educate on how to comply
  with your policy, adapting your
  training for your audience as
  appropriate.
• Teach employees to differentiate their
  personal identity from their business
  identity.
Control versus Empowerment
•   To have a policy is not the same
    as to police.
•   Risk is unavoidable, but can be
    managed. Employees are loose
    cannons, right? They could just
    say anything. Or not.
•   Treat your employees like
    adults. Set expectations of what
    “proper” communication looks
    like for your company
    regardless of the medium used.
HR will never be
the same again!
That was then…
• In the past, HR Transformation mostly
  focused on making existing HR services more
  efficient, effective, and compliant.
• The unspoken assumption was that HR was
  already doing all of the things that needed to
  be done.
• Needed to do them more effectively, faster,
  and cheaper.
… this is NOW.
• Although efficiency, effectiveness, and compliance are
  still important goals, they now represent the bare
  minimum that HR is expected to deliver.
• Social HR technologies are more than just Facebook,
  Twitter or LinkedIn for recruiting, it’s about
  organizational transformation and enabling business
  strategy.
• Enable business growth by developing new staffing
  models that fit a modern workforce, increasingly
  based on offshore talent, contingent workers, and
  global mobility.
• Deliver forward-thinking capabilities that help respond
  more timely and effectively to changes in the business
  environment, expand global footprint, and increase
  revenue and margins.
Real Challenges: Ineffectual
           leadership
• Disagreements or mixed messaging among top
  leaders (particularly between the HR Leadership
  and Business Leadership teams) resulting in
  misunderstanding, inconsistency and lack of
  clarity?
• Leadership is insular in its outlook and is part of a
  traditional corporate culture which could prevent
  the recognition of risks and opportunities?
• Minimal involvement by senior leaders in the
  change management resulting in reduced
  adoption and enthusiasm?
Real Challenges: Poor Timing
• Are there attempts to complete broad
  changes simultaneously (either across the
  business or within HR) that create total
  disengagement?
• Is there the risk of a premature satisfaction
  with initial successes which could halt the
  change momentum (complacency)?
Real Challenges: Behaviour
          Management
• Are there disengaged groups who could
  become islands of resistance, preventing the
  broad promotion of change?
• Are there silent resistors who could
  undermine the change vision by promoting
  personal agendas?
• Is there a poor alignment between rewards
  and expectations that can present an
  ambiguous change message and discourage
  changed behavior?
Four Factors for
                 Successful Change
•   Assessed what processes are currently broken, identify your key
    supporters, engage stakeholders across the business.
•   Clearly defined not only HR’s added value proposition but also the
    employee value proposition (how do you brand your organization
    to your own employees)
•   Developed your change management and communications plan:
     –   Constructing a new HR vision / mission
     –   Redesigning work processes
     –   Redesigning jobs and organization structure
     –   Building new competencies – as your company changes, you must
         also re-evaluate the skills each employee will need to be
         successful in their jobs

•   Create and agree with the business (and across HR) the road map
    for change needed to turn the strategy into a realistic action plan.
A social workplace considers
     employee behavior
  in order to create a truly
      collaborative and
          integrated
   social experience
Created by The Social Workplace Created by The Social
Workplace Created by The Social Workplace Created by The
Social Workplace Created by AttractionSocial Workplace Created by
                                                         The
The Social Workplace Created brand The Social Workplace
                                                • Great employer by
                                                  ensures candidates apply
Created by The Social Workplace Created by The Social
                           Separation             before you need them           Recruitment
Workplace Created by The Social Workplace Createdhire The
       • Gather Feedback                                                                     • Faster time to
                                                                                                                by
SocialReputation Mgmt
       •
          Workplace Created by The Social Workplace cost per hire                            • Lower Created by

The Social Workplace Created by The Social Workplace
Created by The Social Employee Life Created by The Social
                                                   Workplace
Workplace Created by The Social Workplace Created by The Cycle
                     Retention                                                          Onboarding
Social Workplace Created by The Social Workplace Created by
                      (24 mn to
                                                                                       ( First 2 weeks)
                   disengagement)
The • Benefits
       Social Workplace Created by The Social Workplace                                      • Accelerate time to
Created & by The Social Workplace Created by engagement and
    • Compensation
    • Reward Recognition
                                                                                                        The Social
                                                                                                productivity
                                                                                             • Build
Workplace Created by The Social Workplace Created by The                                        loyalty

Social Workplace Created by The Social Workplace Created by
                                       Growth &
                                                                       Development
                                      Enablement
The Social Workplace Created by The to 6 mon)
                                     (6mn to 24 mn)
                                                                      ( 2wksSocial Workplace

                • Clear career path                                       • Ensure new hire as
                • Productive relationships                                  skills and tools needed
                • Innovation thrives                                        to succeed
Why Is the Employee Cycle
     the Key to Everything?
• Acts as a roadmap for assessing judicious use of
  social technologies for your organization based on the
  needs of both the employee and the business
• Once you’ve identified the base camps of your
  organization’s employee life cycle, you can craft a
  strategy you know will enhance employee satisfaction,
  increase productivity, reduce redundancies, and drive
  unnecessary cost out of the business
• Accounts for real work goals and processes and
  focuses on improving performance, increasing
  employee capacity and productivity, and on learning
  about learning, in settings that matter
• Involves all the people who have the power (and who
  are necessary) to take action: HR, Communications,
  IT, Legal
Employees’ Thoughts on
  Referral Programs
Attracting Talent                                                      Attraction




• Peer to Peer Recruitment - A key area that social
  really enables. Allows companies to use their own
  employees as brand advocates and give potential
  hires a unique perspective into the culture of the
  company they are thinking of joining
• Reputation and Brand - Managing and listening
  to conversation and gauging sentiment of your
  company’s brand, culture and solutions
• Referral Schemes – Tap into the digital social and
  professional graphs of employees and networks
• Talent Communities - Connecting job seekers

                         Source: Recruiting Future
                         @Matt Alder
                         http://recruitingfuture.com/2011/03/08/redefining-social-recruiting-for-2011/
Recruiting Talent                                                 Recruitment




• LinkedIn overwhelmingly trumps Facebook and
  Twitter as the social network recruiters use to
  search for job candidates, with 48 percent using
  LinkedIn alone, according to a recent study by
  Bullhorn, Inc.
• Facebook is the least-used network by recruiters,
  although more candidates are looking to use it as
  a professional tool.
• And job recruiters might not be tapping all of
  Twitter's potential. The study found that a
  recruiter's Twitter followers are three times more
  likely to apply to a job posting than a LinkedIn
  connection.
                         Source: http://www.businessinsider.com/infographic-most-recruiters-
                         are-completely-ignoring-facebook-and-twitter-2012-2#ixzz1oIojqurX
Solution Providers
Onboarding                         Onboarding
                                                    ( First 2 weeks)




• Role Specific Groups - Living, breathing documents
  based on a user's role, enabling new hires to
  comment and provide critical feedback on the
  document to enhance subsequent user's experiences.
• Discussions Boards (think Quora) – Question posed by
  new hire that are answered by others who have faced
  the same challenges
• Tip / Tricks from the Community – Allow new hires
  and long time employees to contribute tips to help
  others through the process.
• Track Search Terms and Refine - As new hires search
  for information, search terms should be saved and
  analyzed. This will help to illustrate any large gaps in
  material that they are attempting to locate as they
  get started within the company.
Learning and                      Development

         Development
                                           ( 2wks to 6 mon)




• Allows employees to set specific development
  goals with a focus on training.
• Establish learning communities to connect
  employees with one another who are on
  similar development plans, connecting
  employees who are registered for the same
  learning course before, during and after the
  course actually occurs
Growth through                            Growth &
                                                 Enablement
          Innovation                            (6mn to 24 mn)



• Higher levels of engagement are strongly related
  to higher levels of innovation.
• 59% of engaged employees say that their job
  brings out their most creative ideas against only
  3% of disengaged employees. (Gallup)
• Foster and support innovation that have
  acknowledged results
  – Establish a platform for idea submission
  – Create a council that reviews the submissions and
    who is accountable for reviewing them with senior
    leaders
  – Realize and act on ideas that are realistic and
    executable for the business
Solution Providers
Retaining Employees                 Retention
                                             (24 mn to
                                          disengagement)




• Sentiment – what do your employees think
  means just as much as what they do
• Productivity – giving employees the tools
  necessary to learn, plan and do their work
  and personal lives
• Self Service – enabling day to day
  transactions and making them available both
  inside and outside the firewall
• Knowledge Management – collaboration,
  information sharing, instant communication
Compensation                     Retention
                                               (24 mn to
                                            disengagement)




• Using Social Business Tools/Platforms give
  employees an idea of how their actions
  impact on overall company performance helps
  them exceed their own objectives.
• Providing features like endorsements and
  strong individual analytics will go a long way
  toward having employees use this data to
  support them meeting and exceeding their
  objectives.
The Future of Performance
      Management




       49%
             of your employees would leave
             their current job for a company
             that clearly recognized them.
Social Recognition                           Retention
                                                            (24 mn to
                                                         disengagement)



•   Companies who strive to create a culture of innovation
    must reward and recognize employees in innovative ways.
•   Rewards and recognition tends to be event driven; either
    by service anniversary or annual review.
•   The actual reward has no value to the employee
•   Current programs are extremely isolated and do not allow
    for recognition by peers. Using a social layer, not only can
    the employee see the recognition, but any colleague that is
    within that employees’ network can see that the employee
    has received a recognition message as well.
•   The burden of executing a rewards and recognition program
    falls solely on the shoulders of Human Resources.
What’s in a Social                                Retention
                                                             (24 mn to

             Intranet?                                    disengagement)



•   Collaboration sites and Knowledge Share
   – Internal Twitter, employee blogs, threaded
     conversations, Idea Generation
• Gamification – Point-based Social Recognition and
  Achievement
•   Smart technology – RSS feeds, Enterprise Search; Social
    Tagging (employee-generated keyword tagging of intranet
    content)
•   Mobility and External Access
•   Social Sharing – ability to share projects, successes and
    stories instantly and across multiple platforms
• Not just instant messaging, but real time and
  threaded conversation streams
Social Mobility = HR Agility                                     Retention
                                                                      (24 mn to
                                                                   disengagement)



•   Employee Directory - search by name, title, location, etc. org
    charts, full worker profiles, social networking, and the ability to
    complete simple employee actions such as small job changes,
    updating of a goal, etc.
•   Workforce Communications – important comms through mobile
    RSS, extranet content
•   Workforce Analytics - mobile dashboards off information coming
    from data sources like Excel
•   Recruiting -- inform candidates of upcoming interview schedules,
    provide background on the organization, the people they are
    interviewing with, sharing of recruiting collateral like videos, and if
    an offer is extended, you can provide an updateable list of pre-
    boarding activities.
What’s Not Ready                           Retention
                                                   (24 mn to

         for Mobile                             disengagement)



• Mobile applications are great for taking one to
  two actions such as an approval and adding a
  comment to that approval.
• Some human resources applications are just too
  time intensive for workers or just too complex to
  have on a mobile device.
  – Performance Reviews – Approval of performance
    reviews, creating / modifying performance reviews,
    responding to the worker’s review, or co-workers
    providing 360-degree feedback
  – Compensation Planning or very complex
    transactions – stay away from replicating large
    pieces of functionality on different mediums
    because it is very cost and time prohibitive
Maintaining Relationships                   Separation




• Just because an employee leaves doesn’t
  mean you can’t work to maintain the
  relationship
• Manage your reputation as much as possible
  and establish closely governed alumni
  communities for employees who have left the
  company.
• When your employees separate from the
  company it is a great time to collect feedback
  and to include that into your sentiment
  dashboard
Are you ready to transform?
• HR Strategy – setting the globalization
  strategy and identifying partners
• HR organization -- HR Leadership team, HR
  business partners and generalists
• Workforce analytics – the numbers behind
  HR, benchmarking
• Service delivery – improve efficiency on
  existing and emerging technologies
• Functional areas – Talent, Payroll, Benefits
  and Compensation
Solution Providers
• Complete list of Who’s Who in Social HR
  Technology, visit:
  – http://www.thesocialworkplace.com/2012/01/
    24/whos-who-in-social-hr-technology/
Thank you!
• The Social Workplace
  – http://www.thesocialworkplace.com

• @socialworkplace

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The Social Transformation of HR

  • 1. The Social Transformation of Human Resources Elizabeth Lupfer The Social Workplace @socialworkplace
  • 2. In 2008 it was web 2.0 In 2009 it was social media In 2010 it was social media in the workplace Today it is about being social in the workplace
  • 3. The Invasion of Social Media • Employees have their own access via smart phones during the work day. • You may want employees to use some social networking tools for valid business reasons • Social media doesn’t stop at the end of the work day. What happens outside of work can create just as much concern. • 95% of employees use at least one personally purchased device for work. • Employees use an average of FOUR consumer devices a day.
  • 4. Time to Wake Up, HR! Only 20% of policies are written by HR. But 100% of them will sooner or later involve HR.
  • 5. Elements of an Effective Policy • Creates a culture of trust and emphasizes employee ownership of social media responsibilities. • Aligns with your other company policies. • Protects the interests of BOTH the organization and the employee. • Stresses importance of company loyalty during and after core business hours. • Includes guidelines on the company’s stand on using personal devices for business-related matters. • Reviews company policy on usage, the impact of personal usage and what that entails.
  • 6. Elements of an Effective Policy • Differentiates use of internal-facing social networking sites from external-facing ones. • Lists all corporate branded profiles, and who is authorized to speak on the company’s behalf. • Has been adapted for those who are authorized to social network during business hours from those who aren’t. (marketing, human resources) • States that employees must use professional judgment (common sense) where no policy or guidelines exist. • Explains how even the most innocent of remarks can influence share price, and ramifications of doing so. • Explains consequences for violations.
  • 7. Maintaining Your Policy • Update your policy annually. • Include in your onboarding process. • Consider having employees re-acknowledge their understanding of the policy every 60 – 90 days. • Train and educate on how to comply with your policy, adapting your training for your audience as appropriate. • Teach employees to differentiate their personal identity from their business identity.
  • 8. Control versus Empowerment • To have a policy is not the same as to police. • Risk is unavoidable, but can be managed. Employees are loose cannons, right? They could just say anything. Or not. • Treat your employees like adults. Set expectations of what “proper” communication looks like for your company regardless of the medium used.
  • 9. HR will never be the same again!
  • 10. That was then… • In the past, HR Transformation mostly focused on making existing HR services more efficient, effective, and compliant. • The unspoken assumption was that HR was already doing all of the things that needed to be done. • Needed to do them more effectively, faster, and cheaper.
  • 11. … this is NOW. • Although efficiency, effectiveness, and compliance are still important goals, they now represent the bare minimum that HR is expected to deliver. • Social HR technologies are more than just Facebook, Twitter or LinkedIn for recruiting, it’s about organizational transformation and enabling business strategy. • Enable business growth by developing new staffing models that fit a modern workforce, increasingly based on offshore talent, contingent workers, and global mobility. • Deliver forward-thinking capabilities that help respond more timely and effectively to changes in the business environment, expand global footprint, and increase revenue and margins.
  • 12. Real Challenges: Ineffectual leadership • Disagreements or mixed messaging among top leaders (particularly between the HR Leadership and Business Leadership teams) resulting in misunderstanding, inconsistency and lack of clarity? • Leadership is insular in its outlook and is part of a traditional corporate culture which could prevent the recognition of risks and opportunities? • Minimal involvement by senior leaders in the change management resulting in reduced adoption and enthusiasm?
  • 13. Real Challenges: Poor Timing • Are there attempts to complete broad changes simultaneously (either across the business or within HR) that create total disengagement? • Is there the risk of a premature satisfaction with initial successes which could halt the change momentum (complacency)?
  • 14. Real Challenges: Behaviour Management • Are there disengaged groups who could become islands of resistance, preventing the broad promotion of change? • Are there silent resistors who could undermine the change vision by promoting personal agendas? • Is there a poor alignment between rewards and expectations that can present an ambiguous change message and discourage changed behavior?
  • 15. Four Factors for Successful Change • Assessed what processes are currently broken, identify your key supporters, engage stakeholders across the business. • Clearly defined not only HR’s added value proposition but also the employee value proposition (how do you brand your organization to your own employees) • Developed your change management and communications plan: – Constructing a new HR vision / mission – Redesigning work processes – Redesigning jobs and organization structure – Building new competencies – as your company changes, you must also re-evaluate the skills each employee will need to be successful in their jobs • Create and agree with the business (and across HR) the road map for change needed to turn the strategy into a realistic action plan.
  • 16. A social workplace considers employee behavior in order to create a truly collaborative and integrated social experience
  • 17. Created by The Social Workplace Created by The Social Workplace Created by The Social Workplace Created by The Social Workplace Created by AttractionSocial Workplace Created by The The Social Workplace Created brand The Social Workplace • Great employer by ensures candidates apply Created by The Social Workplace Created by The Social Separation before you need them Recruitment Workplace Created by The Social Workplace Createdhire The • Gather Feedback • Faster time to by SocialReputation Mgmt • Workplace Created by The Social Workplace cost per hire • Lower Created by The Social Workplace Created by The Social Workplace Created by The Social Employee Life Created by The Social Workplace Workplace Created by The Social Workplace Created by The Cycle Retention Onboarding Social Workplace Created by The Social Workplace Created by (24 mn to ( First 2 weeks) disengagement) The • Benefits Social Workplace Created by The Social Workplace • Accelerate time to Created & by The Social Workplace Created by engagement and • Compensation • Reward Recognition The Social productivity • Build Workplace Created by The Social Workplace Created by The loyalty Social Workplace Created by The Social Workplace Created by Growth & Development Enablement The Social Workplace Created by The to 6 mon) (6mn to 24 mn) ( 2wksSocial Workplace • Clear career path • Ensure new hire as • Productive relationships skills and tools needed • Innovation thrives to succeed
  • 18. Why Is the Employee Cycle the Key to Everything? • Acts as a roadmap for assessing judicious use of social technologies for your organization based on the needs of both the employee and the business • Once you’ve identified the base camps of your organization’s employee life cycle, you can craft a strategy you know will enhance employee satisfaction, increase productivity, reduce redundancies, and drive unnecessary cost out of the business • Accounts for real work goals and processes and focuses on improving performance, increasing employee capacity and productivity, and on learning about learning, in settings that matter • Involves all the people who have the power (and who are necessary) to take action: HR, Communications, IT, Legal
  • 19. Employees’ Thoughts on Referral Programs
  • 20. Attracting Talent Attraction • Peer to Peer Recruitment - A key area that social really enables. Allows companies to use their own employees as brand advocates and give potential hires a unique perspective into the culture of the company they are thinking of joining • Reputation and Brand - Managing and listening to conversation and gauging sentiment of your company’s brand, culture and solutions • Referral Schemes – Tap into the digital social and professional graphs of employees and networks • Talent Communities - Connecting job seekers Source: Recruiting Future @Matt Alder http://recruitingfuture.com/2011/03/08/redefining-social-recruiting-for-2011/
  • 21.
  • 22. Recruiting Talent Recruitment • LinkedIn overwhelmingly trumps Facebook and Twitter as the social network recruiters use to search for job candidates, with 48 percent using LinkedIn alone, according to a recent study by Bullhorn, Inc. • Facebook is the least-used network by recruiters, although more candidates are looking to use it as a professional tool. • And job recruiters might not be tapping all of Twitter's potential. The study found that a recruiter's Twitter followers are three times more likely to apply to a job posting than a LinkedIn connection. Source: http://www.businessinsider.com/infographic-most-recruiters- are-completely-ignoring-facebook-and-twitter-2012-2#ixzz1oIojqurX
  • 24. Onboarding Onboarding ( First 2 weeks) • Role Specific Groups - Living, breathing documents based on a user's role, enabling new hires to comment and provide critical feedback on the document to enhance subsequent user's experiences. • Discussions Boards (think Quora) – Question posed by new hire that are answered by others who have faced the same challenges • Tip / Tricks from the Community – Allow new hires and long time employees to contribute tips to help others through the process. • Track Search Terms and Refine - As new hires search for information, search terms should be saved and analyzed. This will help to illustrate any large gaps in material that they are attempting to locate as they get started within the company.
  • 25. Learning and Development Development ( 2wks to 6 mon) • Allows employees to set specific development goals with a focus on training. • Establish learning communities to connect employees with one another who are on similar development plans, connecting employees who are registered for the same learning course before, during and after the course actually occurs
  • 26. Growth through Growth & Enablement Innovation (6mn to 24 mn) • Higher levels of engagement are strongly related to higher levels of innovation. • 59% of engaged employees say that their job brings out their most creative ideas against only 3% of disengaged employees. (Gallup) • Foster and support innovation that have acknowledged results – Establish a platform for idea submission – Create a council that reviews the submissions and who is accountable for reviewing them with senior leaders – Realize and act on ideas that are realistic and executable for the business
  • 28.
  • 29. Retaining Employees Retention (24 mn to disengagement) • Sentiment – what do your employees think means just as much as what they do • Productivity – giving employees the tools necessary to learn, plan and do their work and personal lives • Self Service – enabling day to day transactions and making them available both inside and outside the firewall • Knowledge Management – collaboration, information sharing, instant communication
  • 30. Compensation Retention (24 mn to disengagement) • Using Social Business Tools/Platforms give employees an idea of how their actions impact on overall company performance helps them exceed their own objectives. • Providing features like endorsements and strong individual analytics will go a long way toward having employees use this data to support them meeting and exceeding their objectives.
  • 31. The Future of Performance Management 49% of your employees would leave their current job for a company that clearly recognized them.
  • 32. Social Recognition Retention (24 mn to disengagement) • Companies who strive to create a culture of innovation must reward and recognize employees in innovative ways. • Rewards and recognition tends to be event driven; either by service anniversary or annual review. • The actual reward has no value to the employee • Current programs are extremely isolated and do not allow for recognition by peers. Using a social layer, not only can the employee see the recognition, but any colleague that is within that employees’ network can see that the employee has received a recognition message as well. • The burden of executing a rewards and recognition program falls solely on the shoulders of Human Resources.
  • 33. What’s in a Social Retention (24 mn to Intranet? disengagement) • Collaboration sites and Knowledge Share – Internal Twitter, employee blogs, threaded conversations, Idea Generation • Gamification – Point-based Social Recognition and Achievement • Smart technology – RSS feeds, Enterprise Search; Social Tagging (employee-generated keyword tagging of intranet content) • Mobility and External Access • Social Sharing – ability to share projects, successes and stories instantly and across multiple platforms • Not just instant messaging, but real time and threaded conversation streams
  • 34.
  • 35. Social Mobility = HR Agility Retention (24 mn to disengagement) • Employee Directory - search by name, title, location, etc. org charts, full worker profiles, social networking, and the ability to complete simple employee actions such as small job changes, updating of a goal, etc. • Workforce Communications – important comms through mobile RSS, extranet content • Workforce Analytics - mobile dashboards off information coming from data sources like Excel • Recruiting -- inform candidates of upcoming interview schedules, provide background on the organization, the people they are interviewing with, sharing of recruiting collateral like videos, and if an offer is extended, you can provide an updateable list of pre- boarding activities.
  • 36. What’s Not Ready Retention (24 mn to for Mobile disengagement) • Mobile applications are great for taking one to two actions such as an approval and adding a comment to that approval. • Some human resources applications are just too time intensive for workers or just too complex to have on a mobile device. – Performance Reviews – Approval of performance reviews, creating / modifying performance reviews, responding to the worker’s review, or co-workers providing 360-degree feedback – Compensation Planning or very complex transactions – stay away from replicating large pieces of functionality on different mediums because it is very cost and time prohibitive
  • 37. Maintaining Relationships Separation • Just because an employee leaves doesn’t mean you can’t work to maintain the relationship • Manage your reputation as much as possible and establish closely governed alumni communities for employees who have left the company. • When your employees separate from the company it is a great time to collect feedback and to include that into your sentiment dashboard
  • 38. Are you ready to transform? • HR Strategy – setting the globalization strategy and identifying partners • HR organization -- HR Leadership team, HR business partners and generalists • Workforce analytics – the numbers behind HR, benchmarking • Service delivery – improve efficiency on existing and emerging technologies • Functional areas – Talent, Payroll, Benefits and Compensation
  • 39. Solution Providers • Complete list of Who’s Who in Social HR Technology, visit: – http://www.thesocialworkplace.com/2012/01/ 24/whos-who-in-social-hr-technology/
  • 40. Thank you! • The Social Workplace – http://www.thesocialworkplace.com • @socialworkplace