First part of the 08.26.2014 Social Media Club of Kansas City (SMCKC) Luncheon Presentation, titled "IT'S COMPLICATED: The relationship status between Social Media, HR & Recruiting" which was Presented by Rob Lockard & Kristi Jones and held at the HQ of H&R Block.

3. IT’S COMPLICATED:
Historical Aloofness
LEARNING &
DEVELOPMENT
PERFORMANCE
DEVELOPMENT
RECRUITING
& SOCIAL
MEDIA
ROCKY START & SM has
taken longer to be
accepted
evolved faster,
resulting in being
further along in
utilization
EMPLOYEE
ENGAGEMENET
HR

4. OLD VS. CURRENT VIEWS of SM in HR
OLD: GATEKEEPER MENTALITY

HR policies tried to stifle /contain social media use by employees.

Some organizations went (or still go) as far as cutting access to Social
Media sites
• Studies & increased legal findings have found that these practices are outdated,
and simply don’t work.

5. OLD VS. CURRENT VIEWS of SM in HR .
CURRENT APPROACHES & ISSUES:
“Social Media Playbooks” provide a larger framework upon which an organization can
operate, include/affect collaboration with more aspects of an organization than just the HR
Department.
NLRB / AFL-CIO Purple Communications, (“PURPLE PAPERS”) Findings
•Social Media Policies, and restrictive Playbook elements may be found to
be illegal.

6. FOR CERTAIN:
FASTEST GROWING DEMOGRAPHICS
= 45-54 AGE BRACKET
-AND-
= 55-64 AGE BRACKET

7. SOCIAL MEDIA’S AFFECT
DIGITAL
IMMIGRANTS
EARLY
DIGITAL
NATIVES
DIGITAL
CITIZENS

8. SOCIAL, MATTERS:
47 % OF MILLENNIALS
now say a prospective employer’s online
reputation matters as much as the job it offers.
(~Survey findings by Spherion Staffing)

9. CONSUMERIZATION OF HR
Employees are not only demanding to bring
their own devices to work,
- BUT ALSO -
Want to use these mobile devices to:
• Change the way they work with peers,
• Communicate with their manager
• and even interact with the HR department.

10. IN FACT:
OF 9,000 WORKERS ACROSS 32 COUNTRIES
31 % WOULD BE WILLING TO SPEND THEIR OWN MONEY
ON A NEW SOCIAL TOOL IF IT MADE THEM MORE EFFICIENT AT WORK.
(~Microsoft Survey)

11. NOT-SO COMPLICATED:
Last year-and-a-half
HR & RECRUITING
+
SOCIAL MEDIA
Wider acceptance,
Appreciation
and
Integration of social technologies into:
Faster Recruiting/deeper sourcing,
Performance Development &
Employee Engagement

12. RISE OF
SOCIAL HR
LEVERAGING ALL FORMS OF SOCIAL COLLABORATION
TO RE-IMAGINE HOW WE
SOURCE, DEVELOP AND ENGAGE EMPLOYEES.

13. 1.) GAMIFICATION

14. CAPTURING GAME ATTRIBUTES
EX: puzzles, play, transparency, design & competition
Applying them to a WIDE-RANGE of real-world processes inside an organization, such as:
• New Hire On-boarding
• Learning & Development opportunities
• Health & wellness Initiatives
• Diversity Initiatives

15. GAMIFICATION STRATEGERY
TRULY UNDERSTANDING WHO ORGANIZATIONS ARE TRYING TO ENGAGE,
& THEN HELPING TO ANSWER QUESTIONS LIKE:
• What motivates our employees?
• And how can we change the way we work to be more productive, efficient and effective?
• How can we better Communicate and innovate with peers and customers?

17. 2.) PERFORMANCE REVIEWS

18. SOCIAL PERFORMANCE MANAGEMENT
SYSTEMS (SPMs)
INSPIRED BY SOCIAL MEDIA SITES
SUCH AS FACEBOOK, LINKEDIN AND YAMMER, SPM SYSTEMS ALLOW:
• Employees to exchange information instantly and easily, fostering ongoing dialogue, coaching
and recognition.
Regardless of their level in the organization: ALL employees can share information ranging from
goals to feedback to positive recognition.

19. AN SPM SYSTEM @ WORK
Since most employees already use social
media voluntarily,
• SPM system feels easy, and genuine
• Have greater relevance to the current work that an employee is performing.

20. ADOBE

21. ADOBE
“CHECK-IN”
AN INFORMAL SYSTEM OF REAL-TIME FEEDBACK,
WHICH HAS NO FORMS TO FILL OUT OR SUBMIT TO HR.
• Managers are trained in how to conduct and how to focus the conversation on key goals,
objectives, development and strategies for improvement and how to leverage the wisdom of the
crowds to create a holistic view of one’s performance.
• And most importantly, employees are evaluated on the basis of what they achieved against their
own goals, rather than how they compare to their peers.

22. FOR ADOBE,
CHECK-INS WORK
USE HAS SAVED ADBOBE 80,000 HOURS OF MANAGEMENT TIME
VOLUNTARY ATTRITION IS NOW AT AN ALL TIME LOW OF 6.7 PERCENT.
THE GOAL HERE IS TO USE SOCIAL MEDIA TO:
• MAKE KEY HR PROCESSES MORE TRANSPARENT,
• LEVERAGE THE WISDOM OF THE CROWDS
• After a project, employees can request a 360-degree evaluation from their peers if they choose.
• AND TO DEMOCRATIZE THE FLOW OF INFORMATION THROUGHOUT THE
ORGANIZATION (Not just top down any longer).

23. SPMs slide into:
3.)EMPLOYEE
ENGAGEMENT

24. SPMs

25. SPMs:
Assist Internal
Communication
BECAUSE OF THE IMMEDIATE RESPONSES GAINED - As opposed to feeling
“managed” or “controlled,” employees feel connected and engaged.
• They feel as though their peers, managers and others are listening to them.
• Recognition as well as constructive coaching is kept relevant & current
• Communication no longer feels one-way.
• Feelings of greater value and motivation.

26. SPMs:
Assist Rapid Growth & Alignment
MEDIAAGILITY (a cloud-based technology solutions consulting firm) was growing rapidly and
was in need of a way to align individuals and teams with the company objectives
• Rolled out objectives and key results, tracking achievements through their SPM.
• Allowing for adoption of a top-down, goal-setting approach - ensuring that all individuals and teams
were made aware of how they could contribute to achieve company objectives.
• Gave every employee a sense of belonging.

27. SPMs:
Help Share Company Vision
CONQUER MOBILE (An enterprise mobile applications developer)
• One-page business plan sat in an excel spreadsheet and was hidden instead of being
communicated widely to the company.
• Using an SPM has helped increase employee engagement, company culture and team morale by
placing that Vision at the forefront of everything that the organization does.

28. A WORD OF WARNING:
ALTHOUGH SOFTWARE-BASED AND EASY TO USE, SETTING UP AN SPM IS
FAR FROM “PLUG AND PLAY.”
The HR function MUST engage the c-suite for support
• Carefully consider the realities of its specific organization’s culture before adoption and
implementation.
• Companies using SPMs, such as: Adobe, Mozilla, Hootsuite, Salesforce.Com, Spotify, Gilt
Groupe, Mediaagility and Conquer Mobile, have employees who are highly tech-savvy and
accustomed to social tools.

29. SOCIAL SOURCING FOR
ORGANIZATIONS

30. SM AFFECT ON ORGANIZATIONS:
GAME CHANGERS 500
SOCIALLY MOVING BUSINESS FROM PROFIT DRIVEN
TO BENEFIT DRIVEN
MAIN PREMISE:
Treat people like human beings; empower employees
And have a positive impact on all stakeholders.

31. GAME CHANGERS 500
9 PRACTICE AREAS (OR BADGES);
two of which include how a company treats their employees
EXCEPTIONAL WORK ENVIRONMENT
• Environments that are fun, inspiring and an evolutionary leap beyond the beige cubicle
EMPOWERED EMPLOYEES
• Autonomy, generous benefits, constant learning, employee leadership, recruitment based on
strengths, shared values and a passion for the mission.

32. SOCIAL
HR LEADER
SHOUT-OUTS

33. NATIONAL SOCIAL HR LEADER:
STEVE BROWNE, SPHR
TWITTER: @SBROWNEHR
Executive Director of HR for LaRosa’s, inc.
LOVER of ALL Rock-n-Roll
Lives in Cincinnati, OH, speaks and inspires nationally
Current SHRM MEMBER ADVISORY COUNCIL MEMBER
(MAC) for MIDWEST
“Everyday People” @ sbrownehr.com

34. NATIONAL SOCIAL HR LEADER:
DONNA ROGERS, SPHR
TWITTER: @HRWARRIOR
Principle, Rogers HR Consulting /
Instructor at Univeristy of Illinois, Springfield
Lives in Springfield, Illinois
Previous (Alternate) SHRM MEMBER ADVISORY COUNCIL
MEMBER (MAC) for MIDWEST
Rogershr.com

35. NATIONAL SOCIAL HR LEADER:
ROBIN SCHOOLING, SPHR
TWITTER: @ROBINSCHOOLING
Principle, Silver Zebras, LLC.
Lives just outside New Orleans, Louisiana
Previous VP of HR for the Louisiana Lottery
Hilarious, Irreverent when necessary & a Great Resource
hrschoolhouse.com

36. NATIONAL SOCIAL HR LEADER:
JAY KUHNS, SPHR
TWITTER: @JRKUHNS
VP of HR
All Children's Hospital, Johns Hopkins
Explores connections between:
Leadership, HR, Marketing,
Digital, Social, Blogging & Brand.
NoExcusesHR.com

37. NATIONAL SOCIAL HR LEADER:
CHINA GORMAN
TWITTER: @ChinaGorman
CEO, Great Place to Work Institute
Former CEO of CMG & COO of SHRM
Lives in Nevada, Speaks & Works Internationally
(Recently made good friends with the Prime Minister of Ireland)
Greatplacetowork.com