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Day 1 1400_martin_reddington

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Day 1 1400_martin_reddington

  1. 1. The contribution of Social Media Technologies in Forging New Employment Deals Dr Martin Reddington EFG Conference November 2012
  2. 2.  Agile and change-able  Enable innovation and are knowledge rich  Boundary-less  Stimulate individuals to higher levels of performance  Great places to work  Values - based Sustainable High Performance Organisations (Francis, Holbeche & Reddington, 2012) © Martin Reddington , 2012
  3. 3. “…An insight-driven function…In this way HR uses much of the work from its core activities to further inform the organisation about challenges, course correction and big opportunities.” “….A Business Savvy function.. We wanted to get into a conversation with practitioners about what they think business savvy is…” Four ‘foundations’ that help build business savvy in HR professionals and their teams….. (CIPD, 2011) High Performance HR
  4. 4. Comfortable with social media and its uses in organisations Understanding people performance recipes and employee engagement Using ‘big data’ to optimise organisational effectiveness More individualisation of the relationship with top management and high potentials High Performance HR
  5. 5. 1 2 3 4 5 Use of social media technologies Social Media Use Agreement Designing Strategies 25% Implementing Strategies Experimentation Employee communication Reputational Damage 30% 35% 59% Based on OE Survey (2010) 9% 14% 12% 31% 62% 58%
  6. 6. The Global Challenge
  7. 7. BIG NEWS The Employment Deal and Organisational Effectiveness
  8. 8. Psychological Contract Perceived Organisational Support Job Engagement Efficacy Organisational Engagement Representation of The Deal © Martin Reddington 2012
  9. 9. Use of social media technologies Social Media Use Employer Contribution Designing Strategies Implementing Strategies Experimentation Employee communication Reputational Damage Based on OE Survey (2010) POS (Employee Agency) POS (Employee Agency) PC (Articulating Clear Vision) PC (Trust) PC (e.g. new forms of learning delivery)
  10. 10. 54 -18 NHS NSS
  11. 11. Impact of Different Deals © Martin Reddington 2012
  12. 12. Job Pressure Performance Conversations Solutions Conversations Workplace Tensions Deal-in-Action © Martin Reddington 2012
  13. 13. (Francis & Reddington, 2010) http://www.skillpill.com/cipd
  14. 14.  Discourses can ‘rule in’ & ‘rule out’ how we think, talk & behave ‘it's a strange world but I don’t think there’s anybody got permission to be an employee champion in our sort of set up’ (Keegan and Francis 2008)  Communications define and produce change  Everyday conversations are powerful The Language of Change (© Holbeche, Francis & Reddington , 2010)
  15. 15. (© Holbeche, Francis & Reddington , 2010) Expression of Tensions
  16. 16. Expression of Tensions Need to cut costs ....and deliver world class customer service Cost-cutting while trying to empower and engage staff’ Hurry up and implement, but make sure it’s perfect (...) cut in headcount and placing greater demands on employees Excessive workload
  17. 17. Rateable Items I have useful conversations with my line manager about improving my performance. I have useful conversations with my line manager to create practical solutions to workplace tensions. I constantly experience excessive job pressure 17© Martin Reddington 2012 Statement Value Sig 66 69 63
  18. 18. Sentiment Analysis Performance Structured around concepts of business, customer service and efficiency. Conversational Practice focuses on compliance with rules and procedures and a focus on ‘hard’ data management. Staff constituted as a passive resource expected to comply. Pride in work is high; emphasis on going the extra mile Weak vocabulary on appreciation and support. 18© Martin Reddington 2012 Discourse Sentiment Sig Source: LGA Research 2012
  19. 19. Sentiment Analysis Solutions Structured around concepts of opportunity and initiative. Conversational Practice focuses on looking at new ways of customer-orientated working practices. Evidence of high resilience and desire to serve customers Weak vocabulary around how to be more innovative 19© Martin Reddington 2012 Statement Value Sig Source: LGA Research 2012
  20. 20. Keep Calm and Carry on
  21. 21. Thank you martin@martinreddington.com @TheRedster007

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