The document discusses the impact of social media and tools on individual and organizational learning and performance. It highlights how smart workers leverage social tools for continuous learning and problem-solving, and outlines a framework for integrating social collaboration in organizations. It emphasizes the importance of cultivating a collaborative environment and adopting a mindset that views social interaction as essential to workplace success.

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

2. © C4LPT, 2012 2

3. 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

4. INDIVIDUALS & SOCIAL TOOLS

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

6. “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

7. “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

8. Smart Workers
C4LPT, 2011 8

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

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

11. 2 - The Smart Worker :
wants immediate access
to solutions to his
performance problems
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12. 3 - The Smart Worker :
is happy to share what he knows
C4LPT, 2011 12

13. Source: Intel Newsroom

14. 4 - The Smart Worker :
relies on a trusted
network of friends and
colleagues
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15. 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

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

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

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

19. 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

20. ORGANISATIONS AND SOCIAL TOOLS

21. 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

22. “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

23. “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

24. FRAMEWORKS

25. 70:20:10 Framework
© C4LPT, 2012

26. 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

28. Oscar Berg’s
Collaboration Pyramid

29. 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

30. “… 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

33. © C4LPT, 2012 33

34. 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