Some thoughts on how increasing your company's surface area through enabling your employees in social media and optimizing the quality of your branded presnece can lead to better client relationships -- and a view to how we've been doing this at IBM.
Delivered @ the Office 365 Summit in Sydney
Enterprise Social Networks are becoming more popular than ever, but how do you use them effectively to truly get work done? In this session, take a deep dive into Yammer and learn the basics to accomplish your day-to-day tasks and team projects. Led by Yammer experts, you'll learn how to engage in meaningful conversations with colleagues, create and edit Files and Notes collaboratively, and discover the business value of Enterprise Social Networking.
Event tech Smarter Social Listening with IBM and MutualMindMutualMind
The document summarizes IBM's Engagement Center, which enables smarter social media experiences through adaptive listening, engagement visualization, and discovery of actionable insights. The Engagement Center uses algorithms to detect personas from social profiles and tag conversations based on keywords, profiles, and other criteria. It also incorporates IBM Watson to learn from and understand conversations across social media. Finally, the Engagement Center provides visualizations of social data and insights to help drive outcomes like increasing share of voice, improving sentiment, and converting leads.
See how Microsoft Enterprise Social technologies transform the workplace with a comprehensive, integrated suite of social tools. Bring together social capabilities across networking, collaboration, email, unified communications, and business applications.
Power of LinkedIn Lookup: finding hidden talent in your organization | Talent...LinkedIn Talent Solutions
Ankit Gupta, Principle Product Manager, LinkedIn
Andrew Ahn, Head of Marketing, Lookup, LinkedIn
LinkedIn's latest app, Lookup, lets any employees to find, learn about and contact people they work with. You can search for coworkers by their title, name, skill, past experience, expertise, and more. Come learn how to use LinkedIn Lookup not only to better connect with coworkers, but also to find the right people within your organization who might be perfect for that role you are looking to fill.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Janders Dean Legal Innovation ConferenceSteven Hallam
This document discusses how professional services are changing in a digital world. It notes that the physical and digital are merging, with examples like digital tattoos and augmented reality. It suggests that in professional services, business models will need to innovate, create value for the world, and leverage the vast knowledge outside an organization. Peer-to-peer services and services "on demand" will become more common. The talk concludes by thanking the audience and noting the speaker is available for any questions.
How Genentech developed its employee advocacy program | Talent Connect 2016LinkedIn Talent Solutions
The document describes how Genentech developed its employee advocacy program. It established the Genentech Employee Ambassador Program (gEEP) to leverage employees to identify and recruit new talent. The program empowers employees to act as ambassadors who identify referrals within their networks and foster relationships. It also aims to excite employees and increase Genentech's talent brand awareness on social media. The program started with a small pilot group and will expand gradually with training and an evaluation of results. In its first 8 months, gEEP had 146 ambassadors, 27 events, and 73 referrals resulting in 4 hires.
The document discusses building relationships with employees through employee advocacy programs. It argues that if companies trust employees to run the business, they can trust employees to represent the business online. The document outlines IBM's large-scale employee advocacy program which educates, enables and engages over 400,000 IBM employees to share branded content online. It discusses how the program is governed, measures engagement and aims to create trust between IBM and its employees.
Delivered @ the Office 365 Summit in Sydney
Enterprise Social Networks are becoming more popular than ever, but how do you use them effectively to truly get work done? In this session, take a deep dive into Yammer and learn the basics to accomplish your day-to-day tasks and team projects. Led by Yammer experts, you'll learn how to engage in meaningful conversations with colleagues, create and edit Files and Notes collaboratively, and discover the business value of Enterprise Social Networking.
Event tech Smarter Social Listening with IBM and MutualMindMutualMind
The document summarizes IBM's Engagement Center, which enables smarter social media experiences through adaptive listening, engagement visualization, and discovery of actionable insights. The Engagement Center uses algorithms to detect personas from social profiles and tag conversations based on keywords, profiles, and other criteria. It also incorporates IBM Watson to learn from and understand conversations across social media. Finally, the Engagement Center provides visualizations of social data and insights to help drive outcomes like increasing share of voice, improving sentiment, and converting leads.
See how Microsoft Enterprise Social technologies transform the workplace with a comprehensive, integrated suite of social tools. Bring together social capabilities across networking, collaboration, email, unified communications, and business applications.
Power of LinkedIn Lookup: finding hidden talent in your organization | Talent...LinkedIn Talent Solutions
Ankit Gupta, Principle Product Manager, LinkedIn
Andrew Ahn, Head of Marketing, Lookup, LinkedIn
LinkedIn's latest app, Lookup, lets any employees to find, learn about and contact people they work with. You can search for coworkers by their title, name, skill, past experience, expertise, and more. Come learn how to use LinkedIn Lookup not only to better connect with coworkers, but also to find the right people within your organization who might be perfect for that role you are looking to fill.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Janders Dean Legal Innovation ConferenceSteven Hallam
This document discusses how professional services are changing in a digital world. It notes that the physical and digital are merging, with examples like digital tattoos and augmented reality. It suggests that in professional services, business models will need to innovate, create value for the world, and leverage the vast knowledge outside an organization. Peer-to-peer services and services "on demand" will become more common. The talk concludes by thanking the audience and noting the speaker is available for any questions.
How Genentech developed its employee advocacy program | Talent Connect 2016LinkedIn Talent Solutions
The document describes how Genentech developed its employee advocacy program. It established the Genentech Employee Ambassador Program (gEEP) to leverage employees to identify and recruit new talent. The program empowers employees to act as ambassadors who identify referrals within their networks and foster relationships. It also aims to excite employees and increase Genentech's talent brand awareness on social media. The program started with a small pilot group and will expand gradually with training and an evaluation of results. In its first 8 months, gEEP had 146 ambassadors, 27 events, and 73 referrals resulting in 4 hires.
The document discusses building relationships with employees through employee advocacy programs. It argues that if companies trust employees to run the business, they can trust employees to represent the business online. The document outlines IBM's large-scale employee advocacy program which educates, enables and engages over 400,000 IBM employees to share branded content online. It discusses how the program is governed, measures engagement and aims to create trust between IBM and its employees.
- IBM has a large social media presence across platforms like Twitter, Facebook, LinkedIn, and YouTube, with hundreds of thousands to millions of users on each platform.
- IBM's social business strategy involves cataloging employee expertise, managing access to experts, and optimizing expert interactions with clients at large scale.
- IBM aims to fully enable digital employees and systematically connect their social interactions with other parts of IBM, like demand generation, to drive business outcomes through social media.
The document discusses how Yammer can revolutionize the way employees work by improving communication and collaboration. It notes that knowledge workers currently spend significant time searching for information and recreating content, wasting over 6 hours per week on average. Yammer aims to address these issues through its enterprise social network platform, which allows users to easily share information, find expertise within the company, and engage in real-time discussion through messaging and groups. Case studies show companies saving thousands per employee by increasing productivity through the use of Yammer.
Sales Teams And Value Of Social Software (IBM)Rawn Shah
Describes the impact of using social processes or tasks within larger business processes to create a map of where social software provides business value.
Executives like this because you are describing value in terms of processes that they know and understand, and simply replacing some (not all) steps with alternative or possibly better ways of doing things.
This was also shared at the IBM Beyond Web 2.0 conference 2009.
IBM uses workforce science, analytics and collaboration tools to engage its employees and build a Smarter Workforce. It focuses on talent, work, and culture. For talent, it uses data to hire and retain top performers. For work, it provides social and cloud tools to better connect employees. For culture, it cultivates an engaging environment through programs like Think Academy. This approach helps IBM attract innovative employees to drive business outcomes.
The document discusses how Yammer can revolutionize the way employees work by improving communication and collaboration. It notes that knowledge workers currently spend significant time searching for information and recreating content, wasting on average 6.2 hours per week per employee. Yammer is presented as an enterprise social network solution that allows employees to more easily find expertise within their company, share files and information, and engage in real-time discussion forums to boost productivity. Case studies show companies saving thousands per employee by using Yammer to cut hours spent on redundant tasks and improve communication.
Finding the value of Social Media: The IBM perspective. Roy Lee, UK & Irelan...Fox Parrack Singapour
Presented at Fox Parrack Singapour's Inside Knowledge Seminar, 17th June 2010.
IBM has been one of those pioneering organisations, very much at the vanguard of the digital media revolution. With innovation and experimentation at the heart of their approach, Roy will share insights into IBM’s Social Media journey; some of the early successes, lessons learned so far and the continuing internal debate into the quest to find the real value for the business.
The speakers have agreed to share their presentations on the basis that if you use any element of these presentations, please reference them as the source.
A presentation describing how IBM is transforming into a social business, inside and outside the organization, with the use of advanced technology and cultural change. This is a modification of a presentation developed originally by Ethan McCarty of IBM. It was first presented by me at the Business Marketing Association's Southern California Chapter in May 2013, and most recently presented at the Social Media Club San Diego chapter's July meeting.
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses balancing internal and external collaboration to improve innovation. It describes IBM's integrated product development process which brings together multiple teams including an integrated portfolio management team, project development team, and investment review board to share market insights, develop strategies, and manage new product development from concept through launch. The process aims to improve innovation through collaboration between functions and continuous feedback from customers and markets.
Harnessing the Power of Content MarketingPam Didner
The document discusses key aspects of developing an effective content marketing strategy, including:
1) Setting business objectives and aligning marketing objectives to translate the business goals. This includes identifying target audiences through persona creation to gain audience insights.
2) Developing a content marketing plan and process that includes determining the target audience, creating content, distributing content, and defining success metrics.
3) Guidance is provided on content creation, such as understanding the customer journey and mapping content to different stages of the journey. Tips are also given on repurposing long form content for social media distribution.
In 3 sentences: The document discusses digital marketing trends for 2013 and highlights key services around social media marketing, community engagement, content marketing, and social customer support. It provides examples of companies like Commonwealth Bank of Australia and Comcast that are leveraging social media to better connect with customers. The agency focuses on helping clients grow by leveraging the social internet and building a team to deliver innovative social media solutions.
In the 3rd of 3 joint webinars with Beezy and CardioLog Analytics, we discussed the basics of gamification, and how you can develop a "motivation hacking" strategy within SharePoint or Office 365 to help shape user behavior and improve adoption and engagement.
HOW TO REDUCE YOUR CHURN RATE & INCREASE CUSTOMER LOYALTYSusan Emerick
This document discusses strategies for increasing customer loyalty. It emphasizes focusing on meeting customers' human needs like sense of accomplishment, belonging, and support. Specific recommendations include celebrating customers' successes, empowering them to support each other, and acknowledging disruptions to their workflows. Case studies at IBM found approaches like these increased productivity, knowledge sharing, and sense of belonging while reducing costs. The presenters encourage prioritizing great customer experiences through social media engagement and community building.
The document introduces Yammer as an enterprise social networking tool that can revolutionize the way employees work. It discusses how knowledge workers currently spend significant time searching for and recreating information, costing companies millions per year. Yammer aims to address these issues by providing an easy and shared way for employees to communicate and access information in real-time through messaging, files sharing, groups and other features accessible anywhere via the web, desktop and mobile apps. Case studies show how companies have used Yammer to increase productivity, collaboration and knowledge sharing across their organizations.
IBM believes that social business starts by putting people at the center to connect them, unlock insights from social interactions, and evolve organizations to be more customer-centric. Based on over 20,000 social business engagements, IBM recommends six entry points for organizations to implement social business, including creating open customer and employee engagement, using analytics to drive decisions, and designing social strategies to transform processes. The ultimate goal is to evolve social business by amplifying the value of human connections.
IBM believes that social business starts by putting people at the center to connect them, unlock insights from social interactions, and evolve organizations to be more customer-centric. Based on over 20,000 social business engagements, IBM recommends six entry points for organizations to implement social business, including creating open customer and employee engagement, using analytics to drive decisions, and designing social strategies to transform processes. The ultimate goal is to evolve social business by amplifying the value of human connections.
IBM’s Point of View on Social Business.
What we have observed…
Knowledge is being created and shared at unprecedented rates. But many organizations aren't activating this collective knowledge.
What we have learned…
Social Business starts when you put people at the center.
To connect. To unlock insights from social interactions. To evolve to a customer-centric organization.
20,000 engagements later
Here’s what we believe about Social Business
Start with any of these 6 entry points to help you put Social at the heart of the modern enterprise.
1. Create open and authentic engagement between customers, employees and communities.
2. Create exceptional customer experiences through personalized and rewarding interactions based on customer insights
3. Create a collaborative workplace culture to engage talent and increase productivity.
4. Tap into analytics to measure, understand and drive business decisions to innovate faster.
5. Design and implement social strategies to transform organizational processes and best practices.
6. Manage a secure social platform that enables engagement while reducing risk and protecting intellectual capital.
Evolve your social business by putting people at the center.
Amplify the value of human connections.
2011 Austin SBS | Rawn Shah, Rewiring MegamindDachis Group
The document discusses social business maturity and how it changes how organizations operate in five key areas: 1) adoption, 2) program management, 3) content and conversation, 4) actions and qualities, and 5) value creation. Social business maturity helps organizations operationalize a participatory workforce, leverage social conversations around business topics, act with transparent and engaged qualities, and ultimately create value for customers, operations, efficiency and culture.
How to Implement Social Selling Strategies into your Sales Department - Assoc...Dent
How to Implement Social Selling Strategies into your Sales Department.
LinkedIn and social media have evolved the game of sales. The buyer behaviour has shifted and requires new ways of connecting and engaging with your clients and prospects...
Welcome to the world of Social Selling!
Enterprise transformation through social mediaEthan McCarty
Ethan McCarty discusses how enterprises can transform through social media. He argues that an intentional system is needed to enable employee engagement through social platforms. This system should provide governance, education, and empowerment to employees. It should also validate employees as credible experts and curate their social contributions. The goal is to use social media to drive financial performance, employee engagement, innovation, and improved client experiences.
This document discusses IBM's social business program. It provides an overview of IBM's social media strategy, which aims to enable IBM employees ("IBMers") to engage professionally on social platforms. The strategy includes guidelines for social media use, training resources for IBMers, and programs to surface subject matter experts externally and internally. It also outlines metrics to measure the effectiveness of IBM's social programs and their impact on business goals.
- IBM has a large social media presence across platforms like Twitter, Facebook, LinkedIn, and YouTube, with hundreds of thousands to millions of users on each platform.
- IBM's social business strategy involves cataloging employee expertise, managing access to experts, and optimizing expert interactions with clients at large scale.
- IBM aims to fully enable digital employees and systematically connect their social interactions with other parts of IBM, like demand generation, to drive business outcomes through social media.
The document discusses how Yammer can revolutionize the way employees work by improving communication and collaboration. It notes that knowledge workers currently spend significant time searching for information and recreating content, wasting over 6 hours per week on average. Yammer aims to address these issues through its enterprise social network platform, which allows users to easily share information, find expertise within the company, and engage in real-time discussion through messaging and groups. Case studies show companies saving thousands per employee by increasing productivity through the use of Yammer.
Sales Teams And Value Of Social Software (IBM)Rawn Shah
Describes the impact of using social processes or tasks within larger business processes to create a map of where social software provides business value.
Executives like this because you are describing value in terms of processes that they know and understand, and simply replacing some (not all) steps with alternative or possibly better ways of doing things.
This was also shared at the IBM Beyond Web 2.0 conference 2009.
IBM uses workforce science, analytics and collaboration tools to engage its employees and build a Smarter Workforce. It focuses on talent, work, and culture. For talent, it uses data to hire and retain top performers. For work, it provides social and cloud tools to better connect employees. For culture, it cultivates an engaging environment through programs like Think Academy. This approach helps IBM attract innovative employees to drive business outcomes.
The document discusses how Yammer can revolutionize the way employees work by improving communication and collaboration. It notes that knowledge workers currently spend significant time searching for information and recreating content, wasting on average 6.2 hours per week per employee. Yammer is presented as an enterprise social network solution that allows employees to more easily find expertise within their company, share files and information, and engage in real-time discussion forums to boost productivity. Case studies show companies saving thousands per employee by using Yammer to cut hours spent on redundant tasks and improve communication.
Finding the value of Social Media: The IBM perspective. Roy Lee, UK & Irelan...Fox Parrack Singapour
Presented at Fox Parrack Singapour's Inside Knowledge Seminar, 17th June 2010.
IBM has been one of those pioneering organisations, very much at the vanguard of the digital media revolution. With innovation and experimentation at the heart of their approach, Roy will share insights into IBM’s Social Media journey; some of the early successes, lessons learned so far and the continuing internal debate into the quest to find the real value for the business.
The speakers have agreed to share their presentations on the basis that if you use any element of these presentations, please reference them as the source.
A presentation describing how IBM is transforming into a social business, inside and outside the organization, with the use of advanced technology and cultural change. This is a modification of a presentation developed originally by Ethan McCarty of IBM. It was first presented by me at the Business Marketing Association's Southern California Chapter in May 2013, and most recently presented at the Social Media Club San Diego chapter's July meeting.
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses balancing internal and external collaboration to improve innovation. It describes IBM's integrated product development process which brings together multiple teams including an integrated portfolio management team, project development team, and investment review board to share market insights, develop strategies, and manage new product development from concept through launch. The process aims to improve innovation through collaboration between functions and continuous feedback from customers and markets.
Harnessing the Power of Content MarketingPam Didner
The document discusses key aspects of developing an effective content marketing strategy, including:
1) Setting business objectives and aligning marketing objectives to translate the business goals. This includes identifying target audiences through persona creation to gain audience insights.
2) Developing a content marketing plan and process that includes determining the target audience, creating content, distributing content, and defining success metrics.
3) Guidance is provided on content creation, such as understanding the customer journey and mapping content to different stages of the journey. Tips are also given on repurposing long form content for social media distribution.
In 3 sentences: The document discusses digital marketing trends for 2013 and highlights key services around social media marketing, community engagement, content marketing, and social customer support. It provides examples of companies like Commonwealth Bank of Australia and Comcast that are leveraging social media to better connect with customers. The agency focuses on helping clients grow by leveraging the social internet and building a team to deliver innovative social media solutions.
In the 3rd of 3 joint webinars with Beezy and CardioLog Analytics, we discussed the basics of gamification, and how you can develop a "motivation hacking" strategy within SharePoint or Office 365 to help shape user behavior and improve adoption and engagement.
HOW TO REDUCE YOUR CHURN RATE & INCREASE CUSTOMER LOYALTYSusan Emerick
This document discusses strategies for increasing customer loyalty. It emphasizes focusing on meeting customers' human needs like sense of accomplishment, belonging, and support. Specific recommendations include celebrating customers' successes, empowering them to support each other, and acknowledging disruptions to their workflows. Case studies at IBM found approaches like these increased productivity, knowledge sharing, and sense of belonging while reducing costs. The presenters encourage prioritizing great customer experiences through social media engagement and community building.
The document introduces Yammer as an enterprise social networking tool that can revolutionize the way employees work. It discusses how knowledge workers currently spend significant time searching for and recreating information, costing companies millions per year. Yammer aims to address these issues by providing an easy and shared way for employees to communicate and access information in real-time through messaging, files sharing, groups and other features accessible anywhere via the web, desktop and mobile apps. Case studies show how companies have used Yammer to increase productivity, collaboration and knowledge sharing across their organizations.
IBM believes that social business starts by putting people at the center to connect them, unlock insights from social interactions, and evolve organizations to be more customer-centric. Based on over 20,000 social business engagements, IBM recommends six entry points for organizations to implement social business, including creating open customer and employee engagement, using analytics to drive decisions, and designing social strategies to transform processes. The ultimate goal is to evolve social business by amplifying the value of human connections.
IBM believes that social business starts by putting people at the center to connect them, unlock insights from social interactions, and evolve organizations to be more customer-centric. Based on over 20,000 social business engagements, IBM recommends six entry points for organizations to implement social business, including creating open customer and employee engagement, using analytics to drive decisions, and designing social strategies to transform processes. The ultimate goal is to evolve social business by amplifying the value of human connections.
IBM’s Point of View on Social Business.
What we have observed…
Knowledge is being created and shared at unprecedented rates. But many organizations aren't activating this collective knowledge.
What we have learned…
Social Business starts when you put people at the center.
To connect. To unlock insights from social interactions. To evolve to a customer-centric organization.
20,000 engagements later
Here’s what we believe about Social Business
Start with any of these 6 entry points to help you put Social at the heart of the modern enterprise.
1. Create open and authentic engagement between customers, employees and communities.
2. Create exceptional customer experiences through personalized and rewarding interactions based on customer insights
3. Create a collaborative workplace culture to engage talent and increase productivity.
4. Tap into analytics to measure, understand and drive business decisions to innovate faster.
5. Design and implement social strategies to transform organizational processes and best practices.
6. Manage a secure social platform that enables engagement while reducing risk and protecting intellectual capital.
Evolve your social business by putting people at the center.
Amplify the value of human connections.
2011 Austin SBS | Rawn Shah, Rewiring MegamindDachis Group
The document discusses social business maturity and how it changes how organizations operate in five key areas: 1) adoption, 2) program management, 3) content and conversation, 4) actions and qualities, and 5) value creation. Social business maturity helps organizations operationalize a participatory workforce, leverage social conversations around business topics, act with transparent and engaged qualities, and ultimately create value for customers, operations, efficiency and culture.
How to Implement Social Selling Strategies into your Sales Department - Assoc...Dent
How to Implement Social Selling Strategies into your Sales Department.
LinkedIn and social media have evolved the game of sales. The buyer behaviour has shifted and requires new ways of connecting and engaging with your clients and prospects...
Welcome to the world of Social Selling!
Enterprise transformation through social mediaEthan McCarty
Ethan McCarty discusses how enterprises can transform through social media. He argues that an intentional system is needed to enable employee engagement through social platforms. This system should provide governance, education, and empowerment to employees. It should also validate employees as credible experts and curate their social contributions. The goal is to use social media to drive financial performance, employee engagement, innovation, and improved client experiences.
This document discusses IBM's social business program. It provides an overview of IBM's social media strategy, which aims to enable IBM employees ("IBMers") to engage professionally on social platforms. The strategy includes guidelines for social media use, training resources for IBMers, and programs to surface subject matter experts externally and internally. It also outlines metrics to measure the effectiveness of IBM's social programs and their impact on business goals.
The document provides a tongue-in-cheek 2-step process to boost one's Klout influence score by having a baby and posting a photo on Facebook, with the implication that this will gain attention and followers due to the personal life event being shared. It also promotes following the author on Twitter for pregnancy-related influence.
Global Business Challenge& Digital StrategyEthan McCarty
The document discusses IBM's digital strategy and challenges in meeting its aggressive 2015 roadmap goals. It notes that traditional marketing approaches will not scale to meet targets and that digital approaches are inherently scalable. Key challenges include delivering 5% revenue growth through initiatives like revenue mixing to higher growth segments and $20B in acquisitions. The communications revolution has changed effective customer interactions and IBM must change what it does by leveraging how people use digital media.
Communicating Financial results to EmployeesEthan McCarty
I presented this material at the annual meeting for the Council for Communications Management in Philadelphia, Spring 2010. https://www.ccmconnection.com/
The document discusses the evolution of IBM's intranet editorial team and community management approach over time. It describes moving from a limited centralized model to a more open and inclusive one that encourages participation and user-generated content. Key changes included adopting wikis, holding weekly rather than monthly calls, focusing on service over enforcement, emphasizing conversation over broadcasts, and adding fun elements to build community. This resulted in increased contributor numbers, engagement, and improved employee satisfaction and content readership.
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISMAJHSSR Journal
ABSTRACT: Huzhou has rich tourism resources, as early as a considerable development since the reform and
opening up, especially in recent years, Huzhou tourism has ushered in a new period of development
opportunities. At present, Huzhou tourism has become one of the most characteristic tourist cities on the East
China tourism line. With the development of Huzhou City, the tourism industry has been further improved, and
the tourism degree of the whole city has further increased the transformation and upgrading of the tourism
industry. However, the development of tourism in Huzhou City still lags far behind the tourism development of
major cities in East China. This round of research mainly analyzes the current development of tourism in
Huzhou City, on the basis of analyzing the specific situation, pointed out that the current development of
Huzhou tourism problems, and then analyzes these problems one by one, and put forward some specific
solutions, so as to promote the further rapid development of tourism in Huzhou City.
KEYWORDS:Huzhou; Travel; Development
Factors affecting undergraduate students’ motivation at a university in Tra VinhAJHSSR Journal
ABSTRACT: Motivation plays an important role in foreign language learning process. This study aimed to
investigate student’s motivation patterns towards English language learning at a University in Tra Vinh, and factors
affecting their motivation change toward English language learning of non-English-major students in the semester.
The researcher used semi-structured interview at the first phase of choosing the participants and writing reflection
through the instrument called “My English Learning Motivation History” adapted from Sawyer (2007) to collect
qualitative data within 15 weeks. The participants consisted of nine first year non-English-major students who learning
General English at pre-intermediate level. They were chosen and divided into three groups of three members each
(high motivation group; average motivation group; and low motivation group). The results of the present study
identified six visual motivation patterns of three groups of students with different motivation fluctuation, through the
use of cluster analysis. The study also indicated a diversity of factors affecting students’ motivation involving internal
factors as influencing factors (cognitive, psychology, and emotion) and external factors as social factors (instructor,
peers, family, and learning environment) during English language learning in a period of 15 weeks. The findings of
the study helped teacher understand relationship of motivation change and its influential factors. Furthermore, the
findings also inspired next research about motivation development in learning English process.
KEY WORDS: language learning motivation, motivation change, motivation patterns, influential factors, students’
motivation.
On Storytelling & Magic Realism in Rushdie’s Midnight’s Children, Shame, and ...AJHSSR Journal
ABSTRACT: Salman Rushdie’s novels are humorous books about serious times. His cosmopolitanism and
hybrid identity allowed him access to multiple cultures, religions, languages, dialects, and various modes of
writing. His style is often classified as magic realism, blending the imaginary with the real. He draws
inspiration from both English literature and Indian classical sources. Throughout his works, there is a lineage of
‘bastards of history’, a carnival of shameful characters scrolling all along his works. Rushdie intertwines fiction
with reality, incorporating intertextual references to Western literature in his texts, and frequently employing
mythology to explore history. This paper focuses on Rushdie’s three novels: Midnight’s Children, Shame, and
Haroun and the Sea of Stories, analyzing his postmodern storytelling techniques that aim to explore human
vices and follies while offering socio-political criticism.
KEYWORDS : Magic Realism, Rushdie, Satire, Storytelling, Transfictional Identities
SCHOOL CULTURE ADAPTATION AMONG INDIGENOUS PEOPLES COLLEGE STUDENTS AT A PRIV...AJHSSR Journal
ABSTRACT: This qualitative study investigates the adaption experiences of indigenous college students at the
University of Mindanao, Matina-main campus. Eight major themes emerged, including difficulties with language
proficiency, online learning, classroom interaction, examination systems, grading procedures, school regulations,
resource accessibility, coping mechanisms, and future goals. Implications include the requirement for targeted
language proficiency and technology use support, an understanding of adaption processes, interventions to
improve resource accessibility, and equitable public administration policies. The study underlines the importance
of adaptation in various educational contexts, as well as the role of educators and legislators in creating inclusive
learning environments.
KEYWORDS: indigenous college students, adaptation, educational challenges, coping strategies
Discover essential SEO Google tools to boost your website's performance, from Google Analytics and Search Console to Keyword Planner and Page Speed Insights.
Learn more: https://elysiandigitalservices.com/seo-google-tools/
UR BHatti Academy dedicated to providing the finest IT courses training in the world. Under the guidance of experienced trainer Usman Rasheed Bhatti, we have established ourselves as a professional online training firm offering unparalleled courses in Pakistan. Our academy is a trailblazer in Dijkot, being the first institute to officially provide training to all students at their preferred schedules, led by real-world industry professionals and Google certified staff.
CYBER SECURITY ENHANCEMENT IN NIGERIA. A CASE STUDY OF SIX STATES IN THE NORT...AJHSSR Journal
ABSTRACT: Security plays an important role in human life and endeavors. Securing information and
disseminating are critical challenges in the present day. This study aimed at identifying innovative technologies
that aid cybercrimes and can constitute threats to cybersecurity in North Central (Middle Belt) Nigeria covering
its six States and the FCT Abuja. A survey research design was adopted. The researchers employed the use of
Google form in administering the structured questionnaire. The instruments were faced validated by one expert
each from ICT and security. Cronbach Alpha reliability Coefficient was employed and achieved 0.83 level of
coefficient. The population of the study was 200, comprising 100 undergraduate students from computer science
and Computer/Robotics Education, 80 ICT instructors, technologists and lecturers in the University and
Technical Colleges in the Middle Belt Nigeria using innovative technologies for their daily jobs and 20 officers
of the crime agency such as: Independent Corrupt Practices Commission (ICPC) andEconomic and Financial
Crimes Commission (EFCC). Three research purposes and questions as well as the hypothesis guided the study
on Five (5) point Likert scale. Data collected were analyzed using mean and standard deviation for the three
research questions while three hypotheses were tested using t-test at 0.05 level of significance. Major findings
revealed that serious steps are needed to better secure the cybers against cybercrimes. Motivation, types, threats
and strategies for the prevention of cybercrimes were identified. The study recommends that government,
organizations and individuals should place emphasis on moral development, regular training of its employees,
regular update of software, use strong password, back up data and information, produce strong cybersecurity
policy, install antivirus soft and security surveillance (CCTV) in offices in order to safeguard its employees and
properties from being hacked and vandalized.
KEYWORDS: Cybersecurity, cybercrime, cyberattack, cybercriminal, computer virus, Virtual Private Networks
(VPN).
The Impact of Work Stress and Digital Literacy on Employee Performance at PT ...AJHSSR Journal
ABSTRACT :This research aims to analyze the correlation between employee work stress and digital literacy
with employee performance at PT Telkom Akses Area Cirebon, both concurrently and partially. Employing a
quantitative approach, the study's objectives are descriptive and causal, adopting a positivist paradigm with a
deductive approach to theory development and a survey research strategy. Findings reveal that work stress
negatively and significantly impacts employee performance, while digital literacy positively and significantly
affects it. Simultaneously, work stress and digital literacy have a positive and significant influence on employee
performance. It is anticipated that company management will devise workload management strategies to
alleviate work stress and assess the implementation of more efficient digital technology to enhance employee
performance.
KEYWORDS -digital literacy, employee performance,job stress, multiple regression analysis, workload
management
30. Voices is a program that unifies IBM’s key social efforts in order to bring
empowerment, insight and more meaningful engagement at the
enterprise, brand and individual level.
1. Nurture
To educate, empower and activate IBMers
Guidance
Activation
2. Optimize
To collect, structure and analyze
social data and content.
Governance
3. Engage
Make social content and data accessible and
meaningful to IBM and its clients
Collection
Content discovery
Metrics
Data insights
31. Voices is a program that unifies IBM’s key social efforts in order to bring
empowerment, insight and more meaningful engagement at the
enterprise, brand and individual level.
1. Nurture
To educate, empower and activate IBMers
Guidance
Activation
Business Conduct
Guidelines
Governance
Forward Thinker
Social Computing
Guidelines
Social Brand
Registration
Guideline Compliance
Effectiveness Measurement
Verification
Voices Data Set
Digital IBMer
Social Business Manager
(SBM)
Official Voices List
3. Engage
To collect, structure and analyze
social data and content.
Select
Our Values
2. Optimize
Make social content and data accessible and
meaningful to IBM and its clients
Collection
Content discovery
Metrics
Data insights
32. Voices is a program that unifies IBM’s key social efforts in order to bring
empowerment, insight and more meaningful engagement at the
enterprise, brand and individual level.
1. Nurture
To educate, empower and activate IBMers
Guidance
Activation
2. Optimize
To collect, structure and analyze
social data and content.
Governance
3. Engage
Make social content and data accessible and
meaningful to IBM and its clients
Collection
Content discovery
Metrics
Content
Meta-Data
Categorization
Scoring / Algorithm
Data insights
33. Voices is a program that unifies IBM’s key social efforts in order to bring
empowerment, insight and more meaningful engagement at the
enterprise, brand and individual level.
1. Nurture
To educate, empower and activate IBMers
Guidance
Activation
2. Optimize
To collect, structure and analyze
social data and content.
Governance
3. Engage
Make social content and data accessible and
meaningful to IBM and its clients
Collection
Content discovery
Metrics
Data insights
Enterprise View
Brand / BU View
SME View
Client View
Public View
Visualizations
The key to creating value for your organization is to empower individual integrity in order to create collective authenticity.
Let me illustrate this with a little math problem.
Imagine this apple’s smooth surface as a metaphor for an organization’s social media policy and presence.
‘The monolith’
Pros: Consistent, predictable
Cons: Rigid, tightly controlled, homogenous,
By contrast, imagine this bag of marbles as a company’s social media policy and presence…
‘The collective’
Pros: Eclectic, diverse, dynamic, exciting, individualized
Cons: Chaotic, uncontrolled, unpredictable,
Which of these two has more surface area? That is, if you dropped them in a bucket, they’d displace the same volume of water, but what about the surface area. Before you answer, let me remind you the equation.
Ok, in case you need a little help remembering the formula for computing the surface area of a sphere…
That’s 300% more interactions your brand could have – generating opportunities, sensing threats, deepening relationships with your customers and partners and employees. So…in an era of voluminous, mine-able data…the organizations with the most diverse and abundant surface area will win.
The term “brand ambassador” has been a round for ages, but do we really want to create brand ambassadors? The analogy isn’t quite right. Nor do we want to put pressure on IBMers to mindlessly share content on their personal networks. So we have a bit more of a nuanced approach. IBM has been working on a bunch of different enablement tiers that create an ecosystem of social enablement for IBMers. Starting with a foundation of guidelines and policy – we’ll go into more detail in a bit – and moving up to general education about social media, cybersecurity and reputation for all IBMers in the Digital IBMer hub. From that tier, IBMers can move into the Forward Thinker Program (formerly known as the Expertise Locator) which enables them to be surfaced on ibm.com and other external experiences – and also to be identified for the IBM Select program, which is a small group of high-tough, bespoke plan enablement for the top tier. All of this is managed by people from many different areas within IBM – the social business managers…we’re not suggesting that we create a whole department of social business managers, but this is definitely an emerging set of skills
IBM Select
High touch, high value/potential SMEs
Strategic, tactical external placement
Forward Thinker Program
Intermediate touch, high value SME’s
Scalable service to surface expertise externally (on and off .com domain) and internally (w3) based on needs of the business
Digital IBMer Hub
Low touch, high volume core enablement, education and across IBM
Digital Program channel enablement
Self-serve surfacing and engagement
Guidelines and Policy
Screenshot of our internal enablement website
Marc Teerlink, Global Strategist for IBM in the BENELUX. In April 2013 he enrolled in the IBM Select Program and worked to increase his engagement with IBM constituencies on social media driving a lot of conversation around Big Data & Analytics. He shares his expertise in TED Talks, radio and TV-shows and on a variety of blogs. His network increased in quality and size and his reach has increased 141%, engagement by 157% and amplification by 177%
Graham Kittle, Business Development Executive, BAO for IBM in A/NZ. Became one of the faces of IBM in a commercial for the Masters and enrolled in the IBM Select Program in March 2013. Eager to participate he learned quickly and his key performance indicators has been outstanding. His reach has grown 500%, his engagement has gone up 300% and his amplification has gone up 700%.
In a small study we did, we’ve found IBM subject matter experts are 7x more effective on average at driving registrations than traditional web tactics like email newsletters and banner ads. Just goes to show you that when you have the authentic voice of an expert backed by the credible voice of the brand you can engage more deeply in conversations that produce real results – for your company and your clients and prospects.
And these experts at IBM are not alone.
When we do a back of the envelope calculation we estimate that IBMers have about 61 million connections on social networks…that is far more than any one branded channel could achieve for us – not just the reach, which is huge – but the AUTHENTICITY.
Some screenshots of IBM Voices – this is currently real and on IBM.com.
https://www.ibm.com/social/aggregator/voices/voices
List view…all the content from our very best channels and experts
List View – scroll…here you can see how we’ve applied our algorithm to understand the relative reach, engagement and amplification of these social media content objects and can see their relative performance.
When we celebrate the most effective individual IBMers and managers of official channels through IBM Voices, a visualization of our best social media content from across the globe, we set the cultural precedent for the right kinds of behaviors through a positive incentive.
It’s a bit like hearing someone you admire compliment someone because they recycle or drive a low-emission vehicle – you’re more likely to adopt that behavior too when you see it recognized.
Grid view – in this view, we’ve created a mobile friendly engaging visualization – same data, but less emphasis on the ranking and more on the visual engagement – it’s like a browsing view.
Grid view – scrolling through you can see blurbs of the content and event play the video in-line without leaving the page.
Trending topic filter – Watson…in this example we’ve drilled into a specific topic. In this case, content related to the cognitive super computing system, Watson.
Keyword search – and in this view we are seeing the results of a search for the term “cloud” – we get to see all the different content IBMer experts are highlighting about the topic of cloud computing.
We are exploring other use cases for Voices – like creating a version for our category marketing and communications teams that lets them see our content along with that of partners and competitors.
Or even using the system to explore the relative effectiveness (according to our proprietary algorithm) of our experts and content compared with competitors.
We’ve also been experimenting with loading the feeds for a client or potential client into Voices in order to create a dashboard for our client teams so that they can have a finger on the pulse of what is happening for their client’s brand, what’s important to them, what news and ideas are breaking in their client’s industry.