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Social Performance Management 
@JonIngham
Jon Ingham, Strategic HCM 
• Insight based HR / OD consultant, 
focusing on accumulating human and 
social capital 
• Form...
Not intuitive!
Source: Jon Ingham, Strategic Human Capital Management, 2006
Source: http://teneoblog.com/2013/12/17/bt-operate-case-study-performance- 
management/
Source: Julian Birkinshaw, LBS
A Few Bits of Background 
• Outcomes vs Activities 
• Best practice to Best fit 
• All Change! 
• Social Media (Activities...
Outcome vs Activities 
Outcomes 
Business 
Impacts 
Activities 
“I wanted to define the roles of HR as outcomes more 
than...
• Human capital 
– Talent, capability 
– Engagement 
– Diversity 
– Quality of leadership 
• Organisation capital 
– Align...
Best Practices to Best Fit 
- Peter Reilly 
Source: Jon Ingham, Strategic Human Capital Management, 2006
All Change! 
Source: Gary Hamel, The Future of Management, 2007
"Management 2.0 is going to look a lot like Web 2.0: 
• Everyone has a voice 
• It’s easy and cheap to experiment 
• Capab...
Source: Edelman
Social Media
‘Social’ as a Solution 
• Activities / Technologies 
• Outcomes: Human to Social Capital 
• Anchoring in the Culture
Activities / Technologies 
Source: Real Story Group
Human to Social Capital 
Group Social 
HR 
Social 
Capital 
Outcomes 
Activities
Human to Social Capital 
Group Social 
HR 
Individual Individual 
HR 
Social 
Capital 
Human 
Capital 
Outcomes 
Activitie...
Zappos: Holocracy
Ernst & Young: Team Debriefs 
• Post it notes on the team (+ > -) 
• Stuck up on flips – 6-8 team competencies 
• Pairs fe...
Anchoring in the Culture 
Individual 
Performance 
Individual 
Performance 
Performance 
Recognition 
Coaching Management ...
Improving Individual PM 
• Team discuss team members’ performance eg 
sharing objectives and checking for duplication 
and...
Social PM in the Culture 
1: 
• Social PM generates social capital 
• Social capital is the core of the culture 
• So… soc...
Social PM 
Plus: 
• And develops social capital (> human capital) 
• And develops human capital, often more 
effectively t...
For More Information 
jon.ingham@strategic-hcm.com 
strategic-hcm.blogspot.com 
blog.social-advantage.com 
linkedin.com/in...
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
HR CoreLab2 2014 Social Performance Management Jon Ingham
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HR CoreLab2 2014 Social Performance Management Jon Ingham

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Presentation at Teneo's HR Core Lab in Barcelona - Social Performance Management

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HR CoreLab2 2014 Social Performance Management Jon Ingham

  1. 1. Social Performance Management @JonIngham
  2. 2. Jon Ingham, Strategic HCM • Insight based HR / OD consultant, focusing on accumulating human and social capital • Former International HR Director for Ernst & Young • Will blog on these two days at http://strategic-hcm.blogspot.com
  3. 3. Not intuitive!
  4. 4. Source: Jon Ingham, Strategic Human Capital Management, 2006
  5. 5. Source: http://teneoblog.com/2013/12/17/bt-operate-case-study-performance- management/
  6. 6. Source: Julian Birkinshaw, LBS
  7. 7. A Few Bits of Background • Outcomes vs Activities • Best practice to Best fit • All Change! • Social Media (Activities 2.0)
  8. 8. Outcome vs Activities Outcomes Business Impacts Activities “I wanted to define the roles of HR as outcomes more than activities. I saw a lot of work in HR focused on activities (number of hours of training a leader receives; whether a firm is using 360 degree feedback; if it implements performance based pay or competence based hiring). I wanted to shift the focus to outcomes of the activities.” – Dave Ulrich
  9. 9. • Human capital – Talent, capability – Engagement – Diversity – Quality of leadership • Organisation capital – Alignment and effectiveness of processes, networks and structures • Social capital – Connections – Relationships – Conversations
  10. 10. Best Practices to Best Fit - Peter Reilly Source: Jon Ingham, Strategic Human Capital Management, 2006
  11. 11. All Change! Source: Gary Hamel, The Future of Management, 2007
  12. 12. "Management 2.0 is going to look a lot like Web 2.0: • Everyone has a voice • It’s easy and cheap to experiment • Capability counts for more than credentials and titles • Commitment is voluntary • Power is granted from below • Authority is fluid and contingent on value-added • The only hierarchies are "natural" hierarchies • Communities are self-defining • Individuals are richly empowered with information • Just about everything is decentralized • Ideas compete on an equal footing • It's easy for buyers and sellers to find each other • Resources are free to follow opportunities • Decisions are peer-based.” - Gary Hamel
  13. 13. Source: Edelman
  14. 14. Social Media
  15. 15. ‘Social’ as a Solution • Activities / Technologies • Outcomes: Human to Social Capital • Anchoring in the Culture
  16. 16. Activities / Technologies Source: Real Story Group
  17. 17. Human to Social Capital Group Social HR Social Capital Outcomes Activities
  18. 18. Human to Social Capital Group Social HR Individual Individual HR Social Capital Human Capital Outcomes Activities
  19. 19. Zappos: Holocracy
  20. 20. Ernst & Young: Team Debriefs • Post it notes on the team (+ > -) • Stuck up on flips – 6-8 team competencies • Pairs feedback on team and discuss • Post it notes on other individuals (+ > -) • Stuck on flips – individuals • Individuals feedback on themselves (they own disclosure)
  21. 21. Anchoring in the Culture Individual Performance Individual Performance Performance Recognition Coaching Management Feedback Innovation Social Customer Focus Easier Harder
  22. 22. Improving Individual PM • Team discuss team members’ performance eg sharing objectives and checking for duplication and overlap • Team debriefs • Team distribution of rewards?
  23. 23. Social PM in the Culture 1: • Social PM generates social capital • Social capital is the core of the culture • So… social PM is part of the culture 2: • Because people are talking about performance • Makes performance part of the culture • More intuitive / natural • Focus more likely to be retained
  24. 24. Social PM Plus: • And develops social capital (> human capital) • And develops human capital, often more effectively than individual PM • And leads to transformational solutions (all change!) • And points to use of social media tools • Using PLM factor!
  25. 25. For More Information jon.ingham@strategic-hcm.com strategic-hcm.blogspot.com blog.social-advantage.com linkedin.com/in/joningham twitter.com/joningham strategic-hcm

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