Employee Advocacy for Social Business Success - Presentation at Dachis Group's Social Business Summit
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Gautam Ghosh discusses leveraging employee advocacy and creating a social organization. He focuses on engaging employees externally with customers and partners to build trust and knowledge sharing. The structure of engagement includes internal and external social interactions. Primary areas of focus are social media policy, education and training, and coaching senior executives on digital and social skills. Employees can build an employer's brand by being brand ambassadors and rating the organization's culture online. Challenges include ensuring the company brand is discussed and people are aware of culture and values. Future trends include more gamified onboarding using predictive analytics and communities to help new employees assimilate.
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The document summarizes research conducted by Coca-Cola to understand the relationships between employee opinions, behaviors, and retention and the company's financial performance and reputation. The research found several key relationships: high employee engagement is related to improved financial results like revenue and expenses; employee retention drives higher sales volume and performance; and favorable employee opinions correlate with stronger consumer brand perception and higher market share. The results supported Coca-Cola's focus on employee experience or "People" initiatives to boost business outcomes.
The Insiders Guide to Employer Branding - 27 Best Practice Insights
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
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The document summarizes trends in HR/talent acquisition and how digital platforms like LinkedIn can help companies address changes in the workplace. It discusses how talent behavior is changing and candidates now expect ease and relevance in their job search. Companies need to shift from recruitment to talent acquisition and focus on employer branding. The use of LinkedIn is presented as a way for companies to identify and understand their talent pool, conduct data-driven searches and conversations, understand their social footprint, and engage employees as brand advocates by sharing content about the company culture. Examples of case studies are provided that demonstrate how other companies have improved staff engagement, increased applicant pools, and been recognized as employers of choice by leveraging LinkedIn.
Human Resources and Social Media
This document discusses using social media for human resources purposes. It describes a project called "Työtä Meille Nyt ja Heti!" which aims to increase job search skills and provide tools for companies to recruit via social media. The JobiJobi service is part of this project. The document outlines why social media is important for recruitment given today's competitive job market. It provides guidance on developing an HR strategy and using social media for recruitment communications and internal communications. Recruitment via social media should be visual, interactive and humorous to attract candidates. The document also lists social media tools that recruiters can use for professional networking and recruiting.
Firecat Studio Social media for Business - NAPMW
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Using Brand Advocates (Employees) for Influence
Employees play a critical role in providing authenticity and trust and scalability in this new social media era. More customers are moving online and making peer-to-peer decisions and want to connect with everyday employees. Liz Brown Bullock shares how Dell and other companies are training and activating employees to further connect with customers and prospects online. Additionally, this presentation shares how to strategically think about preparing your organization to activate employees as brand advocates.
LinkedIN B2B-2022.pdf
This document discusses best practices for building an employee advocacy program on LinkedIn. It recommends selecting champions who are influential internally, defining program goals and guidelines, providing training to champions on social media and personal branding, offering tools and resources to make participation easy, and promoting champions' activities both internally and externally. It also includes tips for creating a social media policy and guidelines for personal and corporate social media use. The overall goal is to empower employees to become advocates for the company brand in a way that strengthens engagement and trust.
Building Learning Cultures - PPT HR summit Kenya
1. The document discusses building a learning culture and emphasizes that organizations with strong learning cultures outperform competitors.
2. It envisions new technologies that can rapidly assess skills profiles and training against standards to replace traditional resumes and improve learning.
3. Relationship-centered learning is emerging as the new model, leveraging relationships within the learning ecosystem using new technologies.
Examples of companies using employee advocacy
Here we have covered examples of companies using social media in an effective manner. We have covered employee advocacy programs of brands like vodafone, reebok, dell, zappos etc
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The document discusses how companies can use social media to attract talent and build their employer brand. It recommends that companies empower their employees as brand ambassadors by giving them tools to share their experiences and expertise. It also suggests developing engaging social media content like videos and blogs, integrating social networks into career websites, and measuring return on engagement through metrics like growth in qualified resumes and hiring referrals. Companies that have seen success in these areas include a hospital division that improved its search reputation and a law firm that dramatically grew qualified resumes and now makes 67% of hires through referrals by encouraging social sharing among employees and leadership.
People Are the Social Media
The document discusses how companies can use social media to attract talent and build their employer brand. It recommends that companies empower their employees as brand ambassadors by giving them tools to share their experiences and expertise. It also suggests developing a social media strategy with clear goals and metrics, providing guidance and content for employees to engage on social platforms, and communicating the strategy across different teams. Examples are given of companies that saw success by integrating social media into their recruiting and talent engagement efforts.
People Soc Med Job Vite Webinar Mar2010 Slideshare
The document discusses how companies can use social media to attract talent and build their employer brand. It recommends that companies empower their employees as brand ambassadors by giving them tools to share their experiences and expertise. It also suggests developing a social media strategy with clear goals and metrics, providing content and training employees, and engaging across departments to integrate social media efforts. Examples are given of companies that saw success by encouraging social sharing among employees to improve hiring and raise their online profile.
The Role of HR in Driving Social Media and Business Integration
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Hrm b03(1)
This document discusses the use of various social media platforms in human resource management. It provides details on WhatsApp, Skype, LinkedIn, Twitter, Facebook, YouTube, and Xing. It outlines how companies use these platforms for recruitment, internal communication, and staying connected with employees. Both advantages and risks of using social media in HRM are presented. The conclusion emphasizes the need for organizations to develop comprehensive social media governance strategies to manage risks and fully leverage opportunities for improved employee engagement and recruiting.
Social Media and Human Resource Management
This document discusses the role of social media in human resources. It begins by defining social media and its growing importance. It then outlines how social media is used in HR for networking, information sharing, recruitment, and training. Key benefits include improved employee engagement, effective recruitment, and facilitating training. Social media has also changed HR by enabling new forms of employee communication, giving employees a voice, and impacting employer branding. The future of social media in HR will include greater knowledge sharing and access to resources, reevaluating corporate values, and supporting innovation. However, legal implications around online screening of candidates must be considered.
The Experts Guide to Build a Strong Corporate Culture
CanopyLAB brings you an experts’ guide and checklist to building a strong corporate
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Nhrd journal aug 2013
The document provides an overview of social media for HR professionals. It defines social media as online networks and communities where people connect and share information. The key networks mentioned are Facebook, LinkedIn, and Twitter, while communities allow people with common interests to interact. Content on social media is typically created by a minority, commented on by some, and consumed by most. Features like likes and shares aim to reduce the effort for people to curate content and engage. The author also introduces other social platforms like Google Plus and SlideShare that could be useful for professionals. The document aims to provide HR professionals with a basic understanding of social media.
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Gautam Ghosh began blogging in 2002 as a way to share information about knowledge management and HR initiatives at his company more widely. His blog grew in popularity within India and he began to explore additional features and ways to engage readers. In 2006, he left his full-time job to become a blogging consultant, using blogging to help small businesses gain international visibility. As social networks like LinkedIn, Facebook, and Twitter emerged, Ghosh used his established blog as the anchor for his growing online network. He now has over 9,500 Twitter followers and 1,500 Facebook followers, and views blogging and social media as a way to have conversations with a global community.
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This document discusses how social media and technology can be leveraged internally by HR departments and organizations to improve employee engagement, collaboration, learning and knowledge sharing. Some of the key points made include:
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Training departments are often questioned for their lack of ROI and effectiveness. They focus too much on efficiency metrics like number of trainings rather than outcomes. Training should link to business needs by understanding skills gaps, engaging line managers, and ensuring learning transfers to improved workplace performance. Social technologies can help by facilitating learning communities, access to expertise, and collaboration between trainings and on the job.
totus HR School Corporate brochure
1. Totus HR School promotes continuing professional development for HR professionals through courses, mentoring, and networking opportunities.
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Social recruiting involves using online communities to engage talent and build employer brands. It allows companies to filter talent by skills and location, communicate with potential candidates, and cultivate future talent. However, most companies focus only on technology or resources rather than understanding their target members or designing for interaction. To succeed, companies need community managers who drive engagement across diverse audiences and build value for all members over time. Measuring engagement requires treating online communities like relationships that evolve through common interests and two-way communication.
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This document discusses strategies for building an engaging online community using effective social media approaches. It addresses why businesses should invest in communities, what defines a community and how it differs from a social network. The document also covers questions to consider around what type of community to build and how to facilitate member engagement through community roles. Designing the social objects that bind the community and whether to build a new community or join an existing one are also discussed.
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This document discusses the components and progression of social business. It outlines how social media can help employees by providing a place for public conversations, self-expression, and sharing ideas, links, texts, documents and presentations. It also allows employees to focus, collate, converse, coordinate, participate, communicate, create, re-use, share insights and connect with other employees and experts.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Introduction
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Check out our June display of books on voluntary organisations
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Employee Advocacy for Social Business Success - Presentation at Dachis Group's Social Business Summit
- 1. Leveraging Employee Advocacy and Creating the Social Organization Gautam Ghosh GM – HR Strategy & Projects
- 2. Scaling Social • Engagement process will change • Employees to engage with external customers, partners. –Better knowledge –Faster turnaround –More trustworthy
- 3. The structure of engagement in a social business External Social Engagement Internal Social
- 4. Primary focus • Social Media Policy • Education and training • Coaching senior executives – Currently coaching Philips India CEO, Head of Strategy and Head of the Lighting business on digital and social – Focus on skills and immersion before pulling them back out to think about strategy • Executive sponsorship and belief
- 5. Employees Build Employer Brand
- 6. Your Culture is your Employment Brand and your employees are your brand ambassadors
- 7. Content, Conversations People interested People with Skills Company Employees Attract Develop Engage
- 8. Your employees and Alumni are rating you • People sharing information about your organization’s practices, culture, and it can be represented online. • Websites like Glassdoor, JobBuzz by TimesJobs and MouthShut make it easy to people to analyse such feedback
- 9. Challenges Companies Face • Company brand is not talked about • People not aware of company –Culture, leadership, values, CSR • Larger company brand over powering smaller unit’s distinct appeal • Company loses out to competitors specifically in campus recruitment
- 10. Don’t forget mobile! "today it is a waste of time investing in social media without mobile support". –talent acquisition director for UPS • Sodexho US Data –jobseeker traffic on mobile grow from 4% to 17% of their total jobseeker traffic. –nearly 1 in 3 hires have looked at Sodexo careers on mobile.
- 11. PepsiCo’s “Possibilities” • Prospective candidates can peruse it for openings • watch videos from current employees, • read executive blogs • have conversations with hiring managers.
- 13. We are Philips India - Facebook Page
- 14. Philips India Jobs, and the HR team goes all a-Twitter
- 15. Trends for the future • Companies like TalentBin and Entelo will change recruiting
- 16. The rise of digital influence and impact
- 17. Post Recruiting Onboarding • Gamified induction and onboarding –Predictive analytics • Communities to help new hires get assimilated faster –Finding mentors and buddies
- 18. Connecting employees internally • Most employees are active on internal social network cutting across geographies – Focus on storytelling and sharing interesting news – Showcasing best practices – Asking for help across silos • Leverage social for learning
- 19. Thank You! Keep in touch! http://twitter.com/GautamGhosh http://twitter.com/HRPhilips http://www.linkedin.com/in/Gautam http://www.slideshare.com/Gautam Gautam.Ghosh@Philips.com