Employees who do not reach out and connect with others, within your unit and outside of it, can really hurt your business. See how it hurts - and what you can do to begin to turn it around.
The Application of Enterprise Social Networking to Talent Management and Tale...guest59d0d1
The document discusses using enterprise social networking for talent management and acquisition. It provides examples of how companies are using internal communities, alumni networks, and external talent communities for collaboration, knowledge sharing, recruiting, and engagement. It recommends starting with specific business goals and cross-functional teams when building social networks and communities.
Social Collaboration And Talent - Knowledge Infusion (Feb 2009)Jason Corsello
This document discusses social collaboration and talent management. It defines social collaboration as leveraging emergent technologies like wikis, blogs and social networks to enable collaboration. The document outlines how work is changing with a focus on collective intelligence over transactions. It discusses aligning social collaboration with talent management and the need for governance when implementing these strategies and technologies in an enterprise.
Strategic HR: Fostering Employee Engagement via Enterprise 2.0 Technologies &...Allyis
Ethan Yarbrough discusses how organizations can foster employee engagement through enterprise technologies and strategic HR practices. He defines engagement as employees feeling involved and enthusiastic about their work. Highly engaged workforces outperform others by 20-28% and increase profits and operating margins. However, most employees are only "up for grabs" and not strongly committed. Barriers to engagement include information overload, lack of respect, distance between employees, and lack of trust in leadership. Yarbrough argues that technology tools can help by giving employees ways to share expertise, make themselves heard, find and connect with others, and be more successful. Strategic HR should focus on improving the employee experience and making the organization a better place to work through these engagement
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
TALENT SPOTTING AND SUCCESSION PLANNING: FILLING YOUR LEADERSHIP PIPELINEHuman Capital Media
We all know succession planning is crucial to our organization’s sustainability. Yet many of us are not investing in it. Why? In part, because the debate about how to spot talent and who to develop is an ongoing one. This webinar will provide you with the best and latest thinking about spotting and growing your talent pipeline.
This webinar will explore the business case for succession planning. Learn practical ways you can build your talent pipeline today.
The document discusses strategies for first-time tech board members to earn a seat on a board and make an impact once appointed. It provides insights from interviews with new and experienced board members. Some key points:
- Successful candidates seek board positions not just for prestige but to expand their knowledge and networks in ways that can benefit their own companies or careers.
- Common paths to board seats include engaging with one's current company's board, joining nonprofit boards with corporate connections, and leveraging one's professional network to find open seats. Less than 20% find seats through search firms.
- Once appointed, new board members need to take initiative to quickly get up to speed through meetings with executives and other board members and
The Application of Enterprise Social Networking to Talent Management and Tale...guest59d0d1
The document discusses using enterprise social networking for talent management and acquisition. It provides examples of how companies are using internal communities, alumni networks, and external talent communities for collaboration, knowledge sharing, recruiting, and engagement. It recommends starting with specific business goals and cross-functional teams when building social networks and communities.
Social Collaboration And Talent - Knowledge Infusion (Feb 2009)Jason Corsello
This document discusses social collaboration and talent management. It defines social collaboration as leveraging emergent technologies like wikis, blogs and social networks to enable collaboration. The document outlines how work is changing with a focus on collective intelligence over transactions. It discusses aligning social collaboration with talent management and the need for governance when implementing these strategies and technologies in an enterprise.
Strategic HR: Fostering Employee Engagement via Enterprise 2.0 Technologies &...Allyis
Ethan Yarbrough discusses how organizations can foster employee engagement through enterprise technologies and strategic HR practices. He defines engagement as employees feeling involved and enthusiastic about their work. Highly engaged workforces outperform others by 20-28% and increase profits and operating margins. However, most employees are only "up for grabs" and not strongly committed. Barriers to engagement include information overload, lack of respect, distance between employees, and lack of trust in leadership. Yarbrough argues that technology tools can help by giving employees ways to share expertise, make themselves heard, find and connect with others, and be more successful. Strategic HR should focus on improving the employee experience and making the organization a better place to work through these engagement
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
TALENT SPOTTING AND SUCCESSION PLANNING: FILLING YOUR LEADERSHIP PIPELINEHuman Capital Media
We all know succession planning is crucial to our organization’s sustainability. Yet many of us are not investing in it. Why? In part, because the debate about how to spot talent and who to develop is an ongoing one. This webinar will provide you with the best and latest thinking about spotting and growing your talent pipeline.
This webinar will explore the business case for succession planning. Learn practical ways you can build your talent pipeline today.
The document discusses strategies for first-time tech board members to earn a seat on a board and make an impact once appointed. It provides insights from interviews with new and experienced board members. Some key points:
- Successful candidates seek board positions not just for prestige but to expand their knowledge and networks in ways that can benefit their own companies or careers.
- Common paths to board seats include engaging with one's current company's board, joining nonprofit boards with corporate connections, and leveraging one's professional network to find open seats. Less than 20% find seats through search firms.
- Once appointed, new board members need to take initiative to quickly get up to speed through meetings with executives and other board members and
The New Drivers of Recruiting and How Technology Should Enable ThemHuman Capital Media
1. The document summarizes a webinar about the new drivers of recruiting and how technology should enable them. It provides instructions on joining the webinar via phone or computer.
2. The webinar will discuss how talent management strategies and technologies are evolving to focus on engagement, retention, and productivity.
3. Polling and Q&A functions will be available for webinar participants. Recordings and slides will be provided after the event.
Increasing employee engagement with digital technologies [WEBINAR]7Summits
The document discusses increasing employee engagement with digital technologies. It begins with an overview of research on employee engagement and advocacy conducted by Altimeter Group. It then presents a case study of how Plex Systems implemented an employee engagement strategy using a digital platform called Cloud City. Finally, it provides best practices for implementing an employee engagement strategy from 7Summits, including developing a coherent approach, understanding employee experience, prioritizing features, and establishing a strong foundation with balanced measurement. Speakers from Altimeter Group, Plex Systems, and 7Summits provided insights and took questions.
The document discusses using gamification techniques to improve employee engagement and training. It explains that gamification uses game mechanics like leaderboards, badges and public recognition to motivate employees and make training more compelling. When implemented effectively by integrating game elements into the overall training program, gamification can boost creativity, learning, participation and motivation compared to traditional training methods. However, superficial gamification without a strategic plan can lead to inauthentic engagement. Overall, the document promotes gamification as a low-cost way to revolutionize training when done correctly.
Social Media Recruiting with LinkedIn (english)Dana Fengler
LinkedIn offers targeted social media recruitment solutions that can increase applicant rates by up to 400% compared to traditional methods. Its detailed member profiles and network data allow companies to directly reach passive candidates, who make up 80% of potential job changers but are not searchable on job boards. Viewer-dynamic content ensures the right candidates see job postings. This helps reduce costs and time spent on irrelevant applications and external recruiting channels.
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
Hay Group_A total reward approach to graduatesJoe Chu
The document discusses approaches organizations are taking to attract, retain, and develop the right graduates. It summarizes interviews with three major clients on their graduate programs. Many organizations now focus on assessing values fit and offering flexible career paths and development opportunities to align with graduates' priorities. Effective communication of total reward packages including benefits, career support, and culture fit are emphasized as important to attracting and keeping the graduates organizations need.
The document discusses the top 5 trends shaping recruiting as identified in LinkedIn's 2013 Global Recruiting Trends survey of over 3,300 talent acquisition professionals across 19 countries. The key trends are: 1) social professional networks are increasingly impacting quality of hire, 2) employer branding is both a competitive threat and advantage, 3) data is being used to make better hiring and branding decisions, 4) companies are investing in internal hiring to retain top talent, and 5) companies are figuring out mobile recruiting. The document provides details on each trend and how different countries compare in priority and adoption.
IT talent is in high demand but short supply, making recruitment and retention a challenge. While most companies have not increased salaries to keep pace with the market, those that offer higher pay see benefits like reduced turnover rates and fewer open positions. One example showed a company that increased salaries by 10% experienced $800,000 in annual cost savings from lower turnover and vacancies compared to a company that did not raise pay.
Elevating executive results: The c-suite’s guide to winning the war for talentAcertitude
Globalization, digital disruption, changes in workforce demographics, and shifting attitudes toward workplace engagement have created one of the most competitive and dynamic global talent markets in history. “Elevating executive results: The c-suite’s guide to winning the war for talent” identifies eight critical steps that enable companies and organizations to do a better job in finding – and keeping -- the leadership needed for sustained high performance in today’s demanding business environment.
The document discusses 4 key trends in the recruitment industry according to a LinkedIn survey:
1) The US recruitment market is heating up as hiring growth outpaces global growth.
2) Social professional networks like LinkedIn are increasingly driving quality hires and seen as the most important long-lasting trend.
3) Most firms focus on recruiting passive talent but over half report difficulties in doing so effectively due to a lack of tools and skills.
4) Context and quality content are becoming more important in recruitment marketing as firms invest more in online advertising.
The-Case-for-Face-to-Face-Meetings-The-Maritz-InstituteTerri Davis
This document discusses when face-to-face meetings are most effective for achieving business goals compared to virtual meetings. It summarizes research finding that face-to-face meetings are best for three key situations: 1) Capturing attention, especially when introducing something new, as they limit distractions unlike virtual meetings; 2) Inspiring positive emotion and collaboration, as face-to-face interactions facilitate mirroring and emotional contagion; 3) Building strong personal networks and relationships that are important for work, as meaningful relationships are best formed face-to-face rather than just sharing information virtually. The document analyzes studies on the benefits of business travel and face-to-face meetings and draws from neuroscience research on attention,
The document discusses how the modern workplace is rapidly changing with employees demanding greater flexibility, connectivity and variety from their employers. It also discusses how HR must adapt to rising candidate expectations, new ways of working using social media, and how to leverage big data analytics. However, many employers have failed to keep up with these changes. The document advocates for rethinking how companies attract, engage and manage talent through improved recruitment tools, talent communities, and network recruiting.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
The document discusses the evolution of Deloitte's annual Human Capital Trends report from focusing on HR challenges to organizational challenges and now societal challenges, reflecting the rise of the social enterprise. It summarizes the key findings of the 2019 report, which identify 10 trends in three categories: the future of work, the future of the organization, and the future of HR. The trends focus on issues like the changing workforce, new types of jobs and leaders, improving employee experience, and the need to adapt learning and talent strategies to the modern world.
The Application of Enterprise Social Networking to Talent Management and Tale...Conenza
In this webinar, we will discuss how enterprise social networking can be applied to your talent acquisition and management efforts to enhance collaboration and communication, increase recruiting and talent management efficiency, and retain access to valuable intellectual capital. We will walk through some real world examples of the different types of corporate social networking initiatives that are being successfully adopted within leading global organizations.
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
Unconnected Employee Hurts Your Business-ContactsCount.comSidarttha Bezbora
The document discusses how developing networking skills in employees benefits businesses. It states that many employees are "unconnected" and lack networking abilities, which hurts companies in 8 ways such as not developing strategic relationships, not gathering business intelligence, and producing less. The document provides strategies for companies to develop a "Network-Oriented Workforce" including training employees in networking and encouraging collaboration and conversations across departments.
Introducing Social Employee Engagement: Shifting From Technology To PeopleMSL
Social employee engagement puts people at the centre by focusing on what inspires and
engages them to do their best work. This report offers a complete introduction to social business and sets out a roadmap for success.
What's Your LMSs Status? Online Learning Conference 2013 (#olc13) session 504v2Brandon Williams
Here's an updated version of the LMSs Status preso shared initially at the Training Magazine Conference and Expo in Orlando back in Feb. The organizers of their online conference reached out to ask that we present in Chicago, so I updated the deck with new info and relevant stats. Enjoy!
The New Drivers of Recruiting and How Technology Should Enable ThemHuman Capital Media
1. The document summarizes a webinar about the new drivers of recruiting and how technology should enable them. It provides instructions on joining the webinar via phone or computer.
2. The webinar will discuss how talent management strategies and technologies are evolving to focus on engagement, retention, and productivity.
3. Polling and Q&A functions will be available for webinar participants. Recordings and slides will be provided after the event.
Increasing employee engagement with digital technologies [WEBINAR]7Summits
The document discusses increasing employee engagement with digital technologies. It begins with an overview of research on employee engagement and advocacy conducted by Altimeter Group. It then presents a case study of how Plex Systems implemented an employee engagement strategy using a digital platform called Cloud City. Finally, it provides best practices for implementing an employee engagement strategy from 7Summits, including developing a coherent approach, understanding employee experience, prioritizing features, and establishing a strong foundation with balanced measurement. Speakers from Altimeter Group, Plex Systems, and 7Summits provided insights and took questions.
The document discusses using gamification techniques to improve employee engagement and training. It explains that gamification uses game mechanics like leaderboards, badges and public recognition to motivate employees and make training more compelling. When implemented effectively by integrating game elements into the overall training program, gamification can boost creativity, learning, participation and motivation compared to traditional training methods. However, superficial gamification without a strategic plan can lead to inauthentic engagement. Overall, the document promotes gamification as a low-cost way to revolutionize training when done correctly.
Social Media Recruiting with LinkedIn (english)Dana Fengler
LinkedIn offers targeted social media recruitment solutions that can increase applicant rates by up to 400% compared to traditional methods. Its detailed member profiles and network data allow companies to directly reach passive candidates, who make up 80% of potential job changers but are not searchable on job boards. Viewer-dynamic content ensures the right candidates see job postings. This helps reduce costs and time spent on irrelevant applications and external recruiting channels.
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
Hay Group_A total reward approach to graduatesJoe Chu
The document discusses approaches organizations are taking to attract, retain, and develop the right graduates. It summarizes interviews with three major clients on their graduate programs. Many organizations now focus on assessing values fit and offering flexible career paths and development opportunities to align with graduates' priorities. Effective communication of total reward packages including benefits, career support, and culture fit are emphasized as important to attracting and keeping the graduates organizations need.
The document discusses the top 5 trends shaping recruiting as identified in LinkedIn's 2013 Global Recruiting Trends survey of over 3,300 talent acquisition professionals across 19 countries. The key trends are: 1) social professional networks are increasingly impacting quality of hire, 2) employer branding is both a competitive threat and advantage, 3) data is being used to make better hiring and branding decisions, 4) companies are investing in internal hiring to retain top talent, and 5) companies are figuring out mobile recruiting. The document provides details on each trend and how different countries compare in priority and adoption.
IT talent is in high demand but short supply, making recruitment and retention a challenge. While most companies have not increased salaries to keep pace with the market, those that offer higher pay see benefits like reduced turnover rates and fewer open positions. One example showed a company that increased salaries by 10% experienced $800,000 in annual cost savings from lower turnover and vacancies compared to a company that did not raise pay.
Elevating executive results: The c-suite’s guide to winning the war for talentAcertitude
Globalization, digital disruption, changes in workforce demographics, and shifting attitudes toward workplace engagement have created one of the most competitive and dynamic global talent markets in history. “Elevating executive results: The c-suite’s guide to winning the war for talent” identifies eight critical steps that enable companies and organizations to do a better job in finding – and keeping -- the leadership needed for sustained high performance in today’s demanding business environment.
The document discusses 4 key trends in the recruitment industry according to a LinkedIn survey:
1) The US recruitment market is heating up as hiring growth outpaces global growth.
2) Social professional networks like LinkedIn are increasingly driving quality hires and seen as the most important long-lasting trend.
3) Most firms focus on recruiting passive talent but over half report difficulties in doing so effectively due to a lack of tools and skills.
4) Context and quality content are becoming more important in recruitment marketing as firms invest more in online advertising.
The-Case-for-Face-to-Face-Meetings-The-Maritz-InstituteTerri Davis
This document discusses when face-to-face meetings are most effective for achieving business goals compared to virtual meetings. It summarizes research finding that face-to-face meetings are best for three key situations: 1) Capturing attention, especially when introducing something new, as they limit distractions unlike virtual meetings; 2) Inspiring positive emotion and collaboration, as face-to-face interactions facilitate mirroring and emotional contagion; 3) Building strong personal networks and relationships that are important for work, as meaningful relationships are best formed face-to-face rather than just sharing information virtually. The document analyzes studies on the benefits of business travel and face-to-face meetings and draws from neuroscience research on attention,
The document discusses how the modern workplace is rapidly changing with employees demanding greater flexibility, connectivity and variety from their employers. It also discusses how HR must adapt to rising candidate expectations, new ways of working using social media, and how to leverage big data analytics. However, many employers have failed to keep up with these changes. The document advocates for rethinking how companies attract, engage and manage talent through improved recruitment tools, talent communities, and network recruiting.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
The document discusses the evolution of Deloitte's annual Human Capital Trends report from focusing on HR challenges to organizational challenges and now societal challenges, reflecting the rise of the social enterprise. It summarizes the key findings of the 2019 report, which identify 10 trends in three categories: the future of work, the future of the organization, and the future of HR. The trends focus on issues like the changing workforce, new types of jobs and leaders, improving employee experience, and the need to adapt learning and talent strategies to the modern world.
The Application of Enterprise Social Networking to Talent Management and Tale...Conenza
In this webinar, we will discuss how enterprise social networking can be applied to your talent acquisition and management efforts to enhance collaboration and communication, increase recruiting and talent management efficiency, and retain access to valuable intellectual capital. We will walk through some real world examples of the different types of corporate social networking initiatives that are being successfully adopted within leading global organizations.
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
Unconnected Employee Hurts Your Business-ContactsCount.comSidarttha Bezbora
The document discusses how developing networking skills in employees benefits businesses. It states that many employees are "unconnected" and lack networking abilities, which hurts companies in 8 ways such as not developing strategic relationships, not gathering business intelligence, and producing less. The document provides strategies for companies to develop a "Network-Oriented Workforce" including training employees in networking and encouraging collaboration and conversations across departments.
Introducing Social Employee Engagement: Shifting From Technology To PeopleMSL
Social employee engagement puts people at the centre by focusing on what inspires and
engages them to do their best work. This report offers a complete introduction to social business and sets out a roadmap for success.
What's Your LMSs Status? Online Learning Conference 2013 (#olc13) session 504v2Brandon Williams
Here's an updated version of the LMSs Status preso shared initially at the Training Magazine Conference and Expo in Orlando back in Feb. The organizers of their online conference reached out to ask that we present in Chicago, so I updated the deck with new info and relevant stats. Enjoy!
The document discusses how organizations can profit from innovation through developing talent and engagement in agile learning organizations. It emphasizes that innovation requires both individual and organizational abilities to rapidly acquire new knowledge and skills in anticipation of future trends. Additionally, it highlights the need for leadership development, learning and development programs, effective collaboration, and knowledge sharing to address skills gaps and talent shortages that many organizations currently face.
Business Essentials for Strategic Communicators BMAChicago
The document summarizes research from three studies on the importance of business knowledge for strategic communicators: a Page Society member survey, a Page Jam online discussion, and a Page Up pre-conference poll. The research found that over 80% of respondents believed a solid understanding of "Business 101" topics is extremely important for strategic communicators. However, over 80% also felt that colleges do not provide enough business training. The document then provides 10 ideas for building business acumen among communications teams, such as reviewing business models, developing in-house training, reading business journalism, and discussing business-related TV shows and books.
This document discusses how IT leaders can transform themselves and their organizations to remain relevant in the digital business environment. It recommends that IT leaders (1) become strategic, customer-centric and masters of digital business, (2) make their IT organizations more agile and responsive through changes to structure and processes, and (3) guide business peers in developing digital literacy and governance. The document provides specific actions IT leaders can take in each of these areas, such as developing new skills, restructuring teams, and establishing a digital vision, to transition themselves and their organizations to a "future-state" focused on the digital business.
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015Susan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
The document discusses how the changing workplace and workforce are impacting organizational collaboration potential. It notes that technology and demographic shifts are changing how work gets done, requiring greater collaboration. However, many organizations do not fully practice collaboration despite recognizing its importance. The document outlines factors that can increase collaboration, such as collaborative technology, workspace design that facilitates interaction, and building trust between employees. It concludes that understanding and managing workforce changes along with prioritizing collaboration tools, spaces, and trust-building will help organizations maximize their collaborative potential.
This white paper from The Corporate Learning Institute discusses how workforce changes and new technologies are impacting collaboration in organizations. It notes that an aging workforce and younger workers have different needs that must be accommodated to improve collaboration between generations. Additionally, the increased use of collaborative technologies and redesigning workspaces to encourage interaction can help build the trust required for effective collaboration. CLI provides training to help organizations strengthen collaborative skills.
4 Reasons CEOs Struggle to Align Employee Goals to Corporate StrategyKhorus
As CEO, your job is to ensure your company is profitable. If your employees aren’t sure how their job contributes to that purpose, you might be fighting an uphill battle. Getting your employees on the same page with the executive team starts with recognizing where the breakdown is occurring. As they say, the first step to recovery is admitting there is a problem.
One of the most revealing metrics in determining if your employees understand their purpose is if they can answer the simple question, “What is it you do every day and how does that affect why we exist?” If not, it’s likely due to a lack of communication from the top down – that means you. This eBook can serve as a wakeup call for any CEO wondering how they can get the most out of their employees and ensure everyone is working towards the corporate vision.
Collaborative Enterprise & Social Media : definition, reasons & goals, implem...Frédéric Williquet
Enterprise 2.0 involves using social software and technology to facilitate collaboration between employees and with customers. The key goals are to improve collaboration, innovation, and awareness to gain a competitive advantage. Implementing an enterprise collaboration platform can shrink distances between people and information. Reasons to adopt social media internally include dismantling silos, leveraging relationships for ROI, and improving the employee and customer experience. Visualizing networks can help diagnose collaboration challenges and design efficient solutions. Intensive use of social technologies is correlated with market gains and stronger financial performance. Avoiding social networks comes at a cost to relationships and knowledge. The future of social media in organizations involves conversational channels, social search driving value, and work transcending boundaries.
Breaking Down Barriers (to enterprise social) in the Land of DinosaursSusan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
Building a proactive sourcing function to fill Critical PositionsRob McIntosh
The document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining a clear recruitment charter by collaborating with leadership and recruiters. It also covers creating comprehensive passive and active candidate sourcing strategies, measuring the value of sourcing, and brainstorming solutions.
ATC Building A Proactive Sourcing Function To Fill Critical PositionsRob McIntosh
This document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining the recruitment charter and synergies between recruiting and sourcing teams. It also covers creating comprehensive passive and active candidate sourcing channel strategies, and measuring the value of sourcing and recruitment functions.
LinkedIn allows companies to engage passive talent, target relevant jobs to best-fit candidates, and create an appealing talent brand. With tools like Recruiter, companies can search the LinkedIn network of over 225 million professionals to source top talent beyond those actively job searching. Job postings on LinkedIn can automatically target the most relevant candidates using profile data. Companies can also develop their talent brand on LinkedIn to establish why they are the best place to work and attract top candidates. Examples include Standard Chartered seeing a 100% increase in page views using LinkedIn, and Dell reducing annual executive recruiting spend by $28.4 million using LinkedIn referrals.
LinkedIn allows companies to engage passive talent through targeted outreach on its professional network of over 225 million members. Companies can find and contact qualified candidates for jobs even if they are not actively searching. LinkedIn tools help companies source talent at scale, expand their reach beyond actively searching candidates who make up only 20% of the workforce, build talent brands to attract top professionals, and reduce costs associated with recruiting. Several examples are given of large companies that significantly improved their hiring outcomes and reduced recruiting costs through the use of LinkedIn's talent solutions.
LinkedIn allows companies to engage passive talent, target relevant jobs to best-fit candidates, and create an appealing talent brand. With tools like Recruiter, companies can search the LinkedIn network of over 225 million professionals to source top talent beyond those actively job searching. Job postings on LinkedIn can automatically target the most relevant candidates using profile data. Companies can also develop their talent brand on LinkedIn to establish why they are the best place to work and attract top candidates. Examples include Standard Chartered seeing a 100% increase in page views and Dell reducing external executive recruiting spend by $28.4 million using LinkedIn.
This document discusses the challenges that companies face in becoming truly social businesses. It defines social business as deeply integrating social media and collaborative processes into an organization to drive business impact. However, the document notes that most companies say they want dialogue but lack the organizational mindset for it, as transforming structures, processes and culture is difficult. It also cites research finding that 76% of employees are not engaged at work due to lack of motivation and effort for organizational goals. True social business requires flattening hierarchies, trust and participation from employees willing to share ideas.
Social networks are increasingly important for recruiting top talent. Employer branding is both a threat from competitors and advantage for companies. Data is being used more to make better hiring and branding decisions. Many companies are focusing on internal hiring to retain top employees. Most organizations have not adequately invested in mobile recruiting despite candidate demand.
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In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
2. In This Executive Summary…
• Unconnected employees: who are they?
• 9 ways they hurt your business
• How training to create, cultivate, and capitalize
on internal and external connections benefits
your organization
• 10 things you can do NOW to build
networking competence in your workforce
• What’s next?
www.ContactsCount.com (c) 2012
3. 9 Ways Unconnected Employees
Hurt Your Business
www.ContactsCount.com (c) 2012
4. 1. No Big Picture
Unconnected employees
don’t understand the
strategic direction of
the organization.
In high-growth organizations, 84% of employees know where the
organization is headed; in low-growth organizations only 52% do.
In Momentum
“Strategic networking to help uncover and capitalize on new
opportunities for the company puts the tools of networking in the
service of business goals.”
Harvard Business Review
www.ContactsCount.com (c) 2012
5. 2. No Bottom-Line Focus
Unconnected employees
• Don’t see themselves as part
of a business development team
• Don’t look for opportunities for
the organization
• Don’t know how to listen and ask
questions that will extend business or elicit referrals.
30% of the consulting engineers’ bonuses depended on uncovering
new business at client sites where they worked every day. Only 3 of
the 35 engineers earned their full bonus. An Ohio High-tech Firm
“Companies with highly engaged employees demonstrate significantly
stronger bottom-line results.”
ISR (International Survey Research)
www.ContactsCount.com (c) 2012
6. 3. Miss Out on New Information
Unconnected employees
spend your money going to
conferences and meetings but
• Fail to bring back business intelligence about best practices and
business trends that would help the organization, and
• Fail to build relationships that make a difference .
“Determining the benefit and ROI to the conference provider is easy,
and it isn’t new. What is missing, however, is the ROI for those who
make the conference successful, particularly the participants and
the organizations that fund their trip.”
Dr. Patti Phillips, CEO of the ROI Institute,
co-author of Show Me The Money
www.ContactsCount.com (c) 2012
7. 4. Below Par
Unconnected employees’
performance and
productivity suffer.
High-commitment organizations out-perform low-commitment
organizations by 47%.
Watson Wyatt
“Engaged employees are 43% more productive.”
The Hay Group
www.ContactsCount.com (c) 2012
8. 5. Out of the Loop
Unconnected employees
don’t know whom to go to
or where to find resources
to get the job done.
Employees who lack access to information also lack access to
resources.
Academy of Management Journal
“Leaders who are skilled networkers have access to people, information,
and resources to help solve problems and create opportunities.”
Center for Creative Leadership
www.ContactsCount.com (c) 2012
9. 6. Don’t Help Hire
Unconnected employees don’t
make it their business to recruit.
Employee recruitment may easily cost 30% of the new hire’s salary
(AMA), but people hired through employee referrals cost, on
average, only $900.
Referral Networks Study, SHRM
“HR professionals have long tried to generate good candidate leads by
tapping their own employees as referral sources. But the programs
typically wane due to lack of employee participation, no matter how
much bonus money is offered.”
HR Magazine
www.ContactsCount.com (c) 2012
10. 7. Constrained by Culture
Unconnected employees may
be internationals who find the
American style of relationship
building uncomfortable and
who don’t easily connect with
teammates and customers.
40% of Ph.D. workers in computer, mathematical, architectural,
engineering, and science occupations were born outside the U.S.
The Economic Report of the President 2007
“They arrive with needed technical skills, but not the social
competencies needed at work.”
Roger Waldinger et al, Lewis Center, UCLA
www.ContactsCount.com (c) 2012
11. 8. Invisible
Unconnected employees
don’t know how to make
their expertise known so it can be used.
Managers who make themselves visible get higher raises and more
promotions.
Behavioral Sciences Research Press, Inc.
“Many of today’s typical coaching candidates lack organizational savvy.
They are underestimated and pigeonholed.”
Drs. Marty Seldman and Rick Brandon
www.ContactsCount.com (c) 2012
12. 9. Turn Off
Co-workers
Unconnected employees
make unsuccessful managers.
Successful managers spend 70% more time networking than their less
successful counterparts.
Academy of Management Journal
“One of the 4 key essential leadership roles is relationship/network
builder.”
Developing Business Leaders for 2010
The Conference Board
www.ContactsCount.com (c) 2012
13. Training Employees To Network
Benefits Your Organization
www.ContactsCount.com (c) 2012
14. 6 Benefits of
External Networking
• Richer vendor and customer relationships
• Highly vetted referrals for job openings
• Cross-pollination with former employees
• Shared responsibility for business
development
• An enhanced image in the marketplace
• Access to best practices and new ideas
www.ContactsCount.com (c) 2012
15. 6 Benefits of
Internal Networking
• Fewer bureaucratic bottlenecks
• Visible and valued expertise and talent
• Increased information flow
• Access to diverse skill sets of others
• A learning community
• Horizontal integration, silo smashing
www.ContactsCount.com (c) 2012
16. The Story So Far…
• The unconnected employee hurts the
organization in critical ways that impact the
bottom line.
• Concrete benefits come from teaching
employees to network externally and internally.
www.ContactsCount.com (c) 2012
17. 10 Things You Can Do NOW
To Build Networking Competency
in Your Workforce
www.ContactsCount.com (c) 2012
18. 1. Bring People Together
Encourage collaboration among all stakeholders
whose outcomes would benefit from improved
employee networking skills:
• HR & Talent Management
• Learning & Development
• Business Development
• Sales & Marketing
• Career Management
• Corporate Communications
• Diversity Initiatives
• Affinity Groups
• Mentoring & Leadership Development
www.ContactsCount.com (c) 2012
19. 2. Make Networking a
Corporate Competency
Teach your employees
state-of-the-art networking
skills and tools in all your
training programs and
encourage the growth of
social acumen and capital.
“What really distinguishes high performers from the rest of the pack is
their ability to maintain and leverage personal networks. The most
effective create and tap large, diversified networks that are rich in
experience and span all organizational boundaries.”
“The Social Side of Performance”
MIT/Sloan Management Review
www.ContactsCount.com (c) 2012
20. 3. Sync the Systems
Eliminate dis-incentives
to networking in your
organizational culture:
• Silo-building, which inhibits interaction
• Unrealistic workloads that diminish building social bonds
• Emphasis on billable hours at the expense of relationship
building
• Unclear ground rules about hierarchical interactions
• Interdepartmental rivalries and turf wars
www.ContactsCount.com (c) 2012
21. 4. Cut Ramp-Up Time
Re-focus orientation to help
new hires build relationships
with subordinates, peers, and
others throughout the organization.
“A comprehensive on-boarding process that identifies cultural values
and introduces key internal stakeholders . . . will significantly
decrease ramp-up time and can turn potential hiring mistakes into
key contributors to the leadership team.”
Salveson Stetson Group
www.ContactsCount.com (c) 2012
22. 5. Get Managers Up to Speed
Teach managers how to build relationships with
their supervisees and with peers in other parts
of the organization.
“Top trend: Networking. Work will be increasingly relationship-based
and therefore managing the weaving of relationships even more
essential to outcomes.”
Association of Career Management Professionals International
www.ContactsCount.com (c) 2012
23. 6. Highlight Role Models
Shine the spotlight on
your networking stars.
Encourage them to tell their stories of collaborations forged, resources
found, customers gained, and new hires recruited in
• Internal company publications
• All-hands meetings
• Learning and development events
• Retreats and conferences
“Knowing who the go-to people are in your organization is a key
imperative for leaders.”
Ralph Shrader, CEO, Booz Allen Hamilton
www.ContactsCount.com (c) 2012
24. 7. Spark Meaningful Conversation
Encourage richer conversations and trusting relationships
that help get the job done by providing structured,
leader-led networking activities at
• Conferences
• Retreats
• Affinity Group meetings
• Communities of Practice
• Learning and Development events
“70% of what people know about their jobs they learn through everyday
interactions with colleagues.”
Center for Workforce Development
www.ContactsCount.com (c) 2012
25. 8. Do More Than Join
Support employees to join
their professional associations
and teach them what to do
and say to bring back solid
business intelligence.
“Our leaders believe active membership in an association is so
important that we’ve made it a requirement for employees.”
A Northern Virginia High-Tech Company
www.ContactsCount.com (c) 2012
26. 9. Include Gen Ys
Help Millenniums build
the connections they crave
• In a friendly working atmosphere
• To the organization's mission and values
• To the bottom line
“Dependence on remote forms of communication has left many
younger workers bereft of interpersonal skills.”
Fast Company
www.ContactsCount.com (c) 2012
27. 10. Recognize The Social Side
Sponsor social events
where employees can
get to know one another.
Getting together outside of work can benefit on-the-job performance
say 63% of those surveyed.
Accountemps. In SmartBusiness, “Friends at Work,” Duffy,
August 2007.
“Camaraderie between co-workers fuels much more than new business
leads – relationship are also key drivers for recruiting,
engagement, and retention.” Talent Management Magazine
www.ContactsCount.com (c) 2012
28. The Story So Far …
• Un-connected employees hurt your
business in bottom-line ways.
• You can create a connected and engaged
workforce by focusing attention on internal
and external relationship-building skills.
www.ContactsCount.com (c) 2012
29. So what’s the next step?
Tap into the expertise you need
with Contacts Count,
the worldwide consulting and training
firm specializing in networking
as a professional competency.
www.ContactsCount.com (c) 2012
30. “Throw out your old definition of networking!
Contacts Count has created a strategic,
comprehensive, foolproof methodology for
connecting with other people.”
Chief Learning Officer
Contacts Count will help you
establish networking competency
throughout your organization...
www.ContactsCount.com (c) 2012
31. …through your programs such as:
• Orientation
• Leadership and High-Potential
• Business Development
• Management Development
• Diversity
• Career Development
• Mentorship
www.ContactsCount.com (c) 2012
32. Our Licensure Program builds
in-house capability and includes:
• Use of all Contacts Count training materials
and self-assessments
• Train-the-Trainer workshops
• Consultations with your leaders and managers
• Kick-off keynotes and workshops
• Webinars, podcasts, and telephone conferences
www.ContactsCount.com (c) 2012
33. Next step?
Set up a consultation with us. We’d like to
learn more about your needs and plans.
Call Lynne Waymon
301-589-8633
LWaymon@ContactsCount.com
www.ContactsCount.com (c) 2012
34. Additional Information
about the
Expertise and Track Record
Contacts Count Brings to You
www.ContactsCount.com (c) 2012
35. Contacts Count’s
Expertise
• The premier consulting and training firm for
business and professional networking since 1990
• A worldwide cadre of Certified Presenters who are experts in the Contacts
Count System
• CD: Networking Know-How: The Contacts Count System for Savvy
Professionals and Smart Companies
• 5 books on business networking authored by founders Anne Baber and
Lynne Waymon. Make Your Contacts Count: Networking Know-How for
Business and Career Success (AMACOM, 2007, 2nd edition)
• Featured magazine articles by Baber and Waymon in the ASTD’s T & D
(June 2007), the ASAE’s Associations Now (July 2007), and North Carolina
SHRM’s NCHR Review (Fall/Winter 2007)
www.ContactsCount.com (c) 2012
36. Contacts Count’s Track Record
• Corporations
Corning, DuPont, Lockheed Martin,
Raytheon, Microsoft, First Horizon Bank,
Bank of America, HSBC Bank, Kraft,
U.S. Cellular, Decorating Den, Sir Speedy
• Professional Services
Deloitte Financial Advisory Services; PricewaterhouseCoopers;
Ernst & Young; Booz-Allen Hamilton; ExecuNet; Lee Hecht
Harrison; Right Management Associates; Hazel Thomas; Grant
Thornton; Bates White; Polsinelli, Shalton, Flanigan, Suelthaus;
Snyder, Cohn, Collyer, and Hamilton
• Non-Profits
Smithsonian, National Geographic Society, United Way,
Brookings Institution
www.ContactsCount.com (c) 2012
37. • Associations
National Business Incubation Association, Consumer Electronics
Association, Women in Technology, American Institute of
Architects, National Association of Home Builders, American
Council of Engineering Companies, Employee Relocation
Association, Edison Electric Institute, Property Management
Association, Pan Asian Women’s Association, Society of Black
Professionals, National Fisheries Institute, American Society of
Association Executives, Public Relations Society of American,
Medical Librarians Association, Outdoor Writers Association,
National Association of Colleges and Employers, American Society
of Plastic Surgeons, California Society of CPAs
• Government Agencies
Treasury Executive Institute; U.S. Departments of State, Agriculture,
Commerce, & Defense; National Institutes of Health; Presidential
Management Fellows Program; National Technology Transfer
Center; Nuclear Regulatory Commission; Canadian Embassy
• Universities
Georgetown, Marquette, Arizona State, George Mason, Catholic,
Friends, Carnegie-Mellon, George Washington, Missouri, Nebraska
www.ContactsCount.com (c) 2012
38. Contacts Count’s Customization
• “You tailored your train-the-trainer course for us more than any
other vendor we’ve ever worked with.” Major Defense Contractor
• “99% of the 200 participants recommend for future engagements.”
Leading Professional Services Firm
• Tailored training for their annual “University” and were invited back 4
years in a row. Large Engineering and Project Management Firm
• Customized presentations for relationship managers who work with
private banking customers. Large National Bank
• Designed training to help employees network internally to get the
job done. Respected Non-profit Scientific & Educational Institution
• Designed networking skills training for MBA students that prepared
them to attend career fairs, meet with potential employers, and
cultivate their networks throughout their careers. State & Private
Universities
• Wrote a 64-page booklet outlining 10 structured networking
activities to involve corporate employees, association members, and
alumni.
www.ContactsCount.com (c) 2012
39. Contact Information
Anne Baber
301-589-8633
ABaber@ContactsCount.com
13433 W. 80th Terrace
Lenexa, KS 66215
Lynne Waymon
301-589-8633
LWaymon@ContactsCount.com
1400 East-West Hwy, #1228
Silver Spring, MD 20910
www.ContactsCount.com (c) 2012