Jane Hart Learning in the
Social Workplace Centre for Learning & Performance Technologies Social Learning Centre | Internet Time Alliance

© C4LPT, 2012 2

Agenda How individuals are using
social media How organisations are using social technologies How frameworks are guiding new organisational approaches Available online at bit.ly/liswpwp C4LPT, 2011 3

INDIVIDUALS & SOCIAL TOOLS

Top 100 Tools for Learning
2011 List compiled from the Top 10 Tools contributions of 531 learning professionals worldwide

“Today already 47% of business
technology users at North American and European companies report using one or more website(s) to do parts of their jobs that are not sanctioned by their IT department. We expect this number to grow to close to 60% in 2011 as frustrated workers work around IT to self-provision technology” Forrester Research, April 2011 © C4LPT, 2011 6

“between one-third and two-thirds of
your employees are meeting their needs by working around you” Jensen & Klein, Blind spots, CLO Magazine, April 2011 © C4LPT, 2011 7

Smart Workers
C4LPT, 2011 8

8 key features how the
Smart Worker uses social media to work and learn C4LPT, 2011 9

1 - The Smart Worker
: recognises she learns continuously as she does her job C4LPT, 2011 10

2 - The Smart Worker
: wants immediate access to solutions to his performance problems C4LPT, 2011 11

3 - The Smart Worker
: is happy to share what he knows C4LPT, 2011 12

Source: Intel Newsroom

4 - The Smart Worker
: relies on a trusted network of friends and colleagues C4LPT, 2011 14

ask and answer questions exchange
ideas, resources and experiences brainstorm and solve problems together keep up to date with what their colleagues are doing and thinking learning from one another in many different ways – sometimes without realising it C4LPT, 2012 15

5 - The Smart Worker
: learns best with and from others C4LPT, 2011 16

6 - The Smart Worker
: keeps up to date with his industry and profession C4LPT, 2011 17

7 - The Smart Worker
: constantly strives to improve her productivity C4LPT, 2011 18

8 - The Smart Worker
: thrives on autonomy "A sense of autonomy has a powerful effect on individual performance and attitude.“ “Control leads to compliance; autonomy leads to engagement.” C4LPT, 2011 19

ORGANISATIONS AND SOCIAL TOOLS

Adoption curve of use of
social tools in organisations ban all Bring Your Own social media marketing access to Device strategy and use of social tools social business ad hoc functional use

“A Social Business isn’t just
a company that has a Facebook page and a Twitter account. A Social Business is one that embraces and cultivates a spirit of collaboration and community throughout its organization— both internally and externally.” IBM, 2011

“Social is not a feature.
Social is not an application. Social is a deep human motivation that drives our behaviour almost every second that we’re awake … The leading businesses are recognizing that the web is moving away from being centred around content, to being centred around people. That is the biggest social thunderstorm, and all of us are going to have to understand it to succeed. So stop talking about social as a distinct entity. Assume it in everything you do.“ Paul Adams, Stop talking about social © C4LPT, 2012

FRAMEWORKS

70:20:10 Framework
© C4LPT, 2012

Training/ Workforce Development Services Framework
1/5 Instructional Services SERVICES Performance Support designing, delivering Services and managing training, Social e-learning and/or Collaboration blended learning Services events supporting providing access to, collaborative working and supporting use of and the building of a range of resources internal networks, Performance (content and people) Consulting communities and for performance Services collaboration spaces improvement finding the most appropriate solution to a performance or learning problem v3, Mar 2012 Jane Hart, C4LPT 26

Oscar Berg’s
Collaboration Pyramid

Training/ Instructional Social Collaboration Services
Services Performance Support Services Social HELPING TEAMS WORK Collaboration COLLABORATIVELY Services & FACILITATING LEARNING THROUGH COLLABORATIVE WORK encouraging workers to connect and collaborate and engage in new collaborative practices developing new collaboration and community skills (by modelling not shaping) Success measured in change in performance not in acquisition of skills and/or knowledge Version 2, Mar 2012 Jane Hart, C4LPT.co.uk

“… as for the new
social and collaboration skills that you simply can’t train workers require, well people to be social! What was required was getting down and dirty and helping people understand what it actually meant to work collaboratively in the new social workplace, and the value that this would bring to them. My Internet Time Alliance colleague refers to this as modelling not shaping” Jane Hart, Collaboration and community skills are the new workplace skills © C4LPT, 2012

© C4LPT, 2012 33

CONTACT JANE HART Email: jane@janehart.com
Centre for Learning & Performance Technologies www.C4LPT.co.uk Social Learning Centre learning in the social www.SocialLearningCentre.co.uk workplace Internet Time Alliance www.InternetTimeAlliance.com Twitter: @C4LPT whitepaper available as web or PDF Facebook: facebook.com/C4LPT at bit.ly/liswpwp LinkedIn: linkedin.com/in/c4lpt © C4LPT, 2012 34