This deck talks about impact of social in HR with some examples of how IBM is doing it. It was used to deliver the talk in St Joseph's College of Business Administration, Bangalore on 8th aug 2015

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of in the
A new era of productivity..
Khalid Raza
khalid.raza@in.ibm.com
http://about.me/khalidraza9

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Internet penetration
beyond 50% of the
world’s population
during mid to late 2016

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India’s web traffic is
dominated by mobile
devices, with phones
alone accounting for 72%
of all web pages served in
the world’s second most
populous nation

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Harnessing social Intelligence through engagement with Customers, Partners and Employees

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It’s people who create
the value for your
business

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Harnessing social Intelligence through engagement with Customers, Partners and Employees
Reach people where they live and work
Connect through identities on consumer,
b2b, and corporate social networks
Communicate on the associated
channels
Monitor and analyze social data to
discover new business insights
Analyze identities, social graphs,
communication channels, and social
content
Identify opportunities, problems, solutions,
valuations, etc.
Enable people to engage productively in a
business context
Develop personal insights and social
intelligence
Facilitate emergent processes
Act on insights for business advantage
Integrate social capabilities into the
enterprise in order to act
on new opportunities, make better decisions,
optimize processes in real time, and govern
and manage risk

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What would it mean to you if you could make a new employee productive 30% faster? Or if you had
a 20% increase in retention? These potential gains are driving organizations to seriously consider how
they find, engage, and reward talent, and use analytics to predict the impact of talent on their key
business metrics rather than measure it after the fact which is often too late.
Pattern Pain Points Value Proposition & ROI
Recruiting &
Onboarding
•Accelerating time to
productivity
•Attracting talent that
match skill & culture
↑ Speed to value
↑ Employee engagement
& revenue
↑ Retention
Mergers &
Acquisitions
•Over 50% of M&A fail to
achieve plans
•Overcoming two cultures
•Losing focus on market
↑ M&A success rate (>50%
fail)
↑ Retention of talent
↑ Revenue
Expertise &
Knowledge
•Higher cost of not knowing
“experts”
•Customers disengage
from slow response
↑ Speed
↑ Efficiency
A social business understands
employees' formal and informal
networks and optimizes them to
drive greater business insights,
increase employee effectiveness,
and improve outcomes.
There are key social business
patterns being used by
organizations to drive this economic
value, many of which have the
focus of the CHRO.

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Let’s see

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IBM recognized, in this age of the empowered individual, the need to transform the way we work. We
also recognized that our most important asset—our people— had to be at the center of that change.
At IBM, successful talent acquisition is
defined by attracting the right
candidates to the right roles through
precision and science, and using social
tools to make them more productive
more quickly. Our globally integrated
recruitment strategy begins with
communicating the “why IBM” value
proposition across IBM’s career website,
external job sites and social media.
IBM developed and deployed a toolkit that
provides hiring teams with globally consistent
messaging, creative guidance, templates and
imagery. Our strategy centers on directing traffic
to our career site, which not only provides job
listings but also educates candidates about
working for IBM.
IBM recognized that attrition is highest in the first 90
days after hire. Creation of a social community
called
New2Blue paves the way for new IBM
employees to quickly connect with
colleagues, find experts and access all
the resources they need to perform
their jobs. With the New2Blue
community, our first-month attrition rate
plunged from the mid-teens to single
digits. We realized tremendous cost
savings in the form of turnover
avoidance and faster productivity and
time to value.

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We know that retaining our top
talent is critical not only to
maintaining a competitive
advantage, but to reducing
turnover cost as well. IBM’s multi-
faceted analysis uses survey
technology and analytics to
impact retention practices.

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Faster response to client needs for expert
insight truly sets IBM apart from the
competition and helped drive the creation of
Expertise. Expertise is a discovery tool that
allows IBMers to quickly find colleagues who
can provide the insight needed to do their
jobs.
Accessible in multiple formats
Easy to use
Increases efficiency
Various data sources
Comprehensive keyword filter

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The social interactions enable people to rapidly learn, act
with greater confidence and influence others in entirely
new ways. In a social business environment, IBM has been
able to:
• Build distinct expertise by making it easy for people to learn,
locate experts and access relevant information based on the
collective knowledge of specialized communities.
• Foster stronger relationships by creating a more analytics-
driven environment personalized at every touch point to optimize
decision-making and motivate action.
• Optimize workforce talent by reinventing how we recruit,
motivate and retain the best talent using workforce science,
analytics and comparative benchmarks

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At IBM we engage our people through what we call “jams” and social media. A jam is a large-scale,
72-hour event that invites all employees to participate and comment on a topic. These popular
events first debuted more than a decade ago, when we used “values jams” to enhance our three
values—dedication to every client’s success, innovation that matters and trust and personal
responsibility—to be more contemporary and driven to our future.
In 2013, participation in
the Client Experience
Jam reached record
levels of engagement with
over 248,000 IBMers
participating from 150
countries.

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“In a social
world, what’s
more important
is not
necessarily just
what you know,
it’s what you
share. You’ve
got to keep
that front and
center.”
— Ginni Rometty, IBM CEO

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Thank you
Find me @khalidraza9