The document discusses how social networks and technologies are becoming an important part of human resource (HR) strategies. It suggests that organizations should focus on developing both human capital through individual employee development, as well as social capital through encouraging collaboration and connections between employees. Successful companies are leveraging social approaches to recruiting, onboarding, performance management, learning and development, and other HR activities. This helps foster communities and empowerment among employees.

1. Social Networks and Social Technologies
All Part of the New HR
Jon Ingham June 18th 2013
Executive Consultant
@joningham
Social Advantage
#SHRM13
jon.ingham@social-advantage.com

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STRUCTURE
STRATEGY SYSTEMS
SHARED
VALUES Activities
STYLE STAFF
SKILLS

9. 9
Outcomes
Organisational Health:
 Accountability
 Capabilities
 Co-ordination and control
 Culture and climate
 Direction
 External orientation
 Innovation and learning
 Leadership
 Motivation

10. Organisational Capability
Human
Capital
Social
Capital
Organisation Capital

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Outcomes Business
Impacts
Activities

12. Benefits: #1

12
Outcomes Business
Impacts
Activities

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Outcomes Business
Impacts
Activities
Benefits: #2

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Outcomes Business
Impacts
Activities
Benefits: #3

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Outcomes Business
Impacts
Activities
Benefits: #4

16. 16
Outcomes Business
Impacts
Activities
Benefits: #5
Accountability

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Outcomes Business
Impacts
Activities
Benefits: #6

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Outcomes Business
Impacts
Activities
Social
Capital

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In your organisation, what really
makes the difference to business
performance?
The individual quality /
capabilities / performance of the
your people, or the way your
people work together?

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22. Human Capital
Social Capital

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In your organisation, what
proportion of your HR activities
focuses on creating social capital
vs human capital?

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Steve showed you:
Formal Structure Informal Structure
Exploration & Production
Exploration
Geology
Dhillon
Smith
Keller
Angelo
Klimchuck
Mitchell
Schultz
Zaheer
Petrophysical
Crossley
Myers
Avery
Drilling
McWatters
Ramirez
Sutherland
Cordoza
Production
Milavec
Production
Hussan
Waring
Reservoir
Hopper
Senior Vice President
Mares

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Social Capital Strategy
17
Outcomes Business
Impacts
Activities
 Business
Processes
 Customers
 Finances

27. Alumni
Management Recruiting
Onboarding
Performance
Management
Learning &
Development
Communication
Reward &
Recognition
Career
Management
Social
Approaches

28. ‘Social Recruiting’
• Each year, Goldman Sachs invests over
100,000 hours in conversations with
prospective employees
• About 5,000 applicants speak to 10 members
of the firm
• About 2,500 speak to 30 members

29. Gary Hamel: "Management 2.0 is going to look like web 2.0:
• Everyone has a voice
• Capability counts for more than credentials and titles
• Commitment is voluntary
• Power is granted from below
• Authority is fluid and contingent on value-added
• The only hierarchies are "natural" hierarchies
• Communities are self-defining
• Individuals are richly empowered with information
• Just about everything is decentralised
• Ideas compete on an equal footing
• It's easy for buyers and sellers to find each other
• Resources are free to follow opportunities
• Decisions are peer-based.”
•

36. John Mackey, Whole Food Stores:
“Love is not something that is commonly
explored in business. But it’s time for love to
come out of the closet. It’s a wave that’s
going to grow. For competitive advantage....”

38. Multiplying the Benefits
Social Social
HR
Individual Individual
HR
Social
Capital
Human
Capital
Activities Outcomes

39. jon.ingham@social-advantage.com
blog.social-advantage.com
strategic-hcm.blogspot.com
linkedin.com/in/joningham
twitter.com/joningham
social-advantage

40. Social Networks and Social Technologies
All Part of the New HR
Questions?

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