BNHRA - October 27, 2010 - Steve Boese


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Presentation given October 27, 2010 at BNHRA - HR Strategies on the Road to Recovery event.

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  • Growth in e-Learning for employees
    Growing interest in corporate knowledge management
    Significant increase in e-Recruiting
    Increasing awareness of technology to improve HCM process and assist in execution of Corporate Strategy
    Have things really changed that much?
  • Collaborative platforms that support generation of organizational knowledge, increase productivity, spur innovation, and raise engagement.
    Andrew McAfee definition – The use of Emergent Social Software Platforms within companies, or between companies and their partners and/or customers.
  • Nature of work changing
    Peter Drucker 1959
    Knowledge Worker – One who works primarily with information or one who develops and uses knowledge in the workplace.
  • Disconnected Work Environments
    Complex work environments
    More interactions with people you have never met, and may never meet
  • McKinsey – Web 2.0 Study – 6 ways to make Web 2.0 work
    Gartner MQ for collaboration
  • Gen Y
    f you needed more proof that texting is on the rise, here’s a stat for you: the average teenager sends more than 3,000 texts per month. That’s more than six texts per waking hour.
    According to a new study from Nielsen, our society has gone mad with texting, data usage and app downloads. Nielsen analyzed the mobile data habits of more than 60,000 mobile subscribers and surveyed more than 3,000 teens during April, May and June of this year. The numbers they came up with are astounding.
    The number of texts being sent is on the rise, especially among teenagers age 13 to 17. According to Nielsen, the average teenager now sends 3,339 texts per month. There’s more, though: teen females send an incredible 4,050 texts per month, while teen males send an average of 2,539 texts. Teens are sending 8% more texts than they were this time last year.
    Other age groups don’t even come close, either; the average 18- to 24-year-old sends “only” 1,630 texts per month. The average only drops with other age groups. However, in every age bracket, the number of texts sent has increased when compared to last year. Texting is a more important means of communication than ever.
    Generational Shift – need stats
    Knowledge work
    Not married to traditional enterprise tools – ‘email is for old people’
    Authority has to be earned (‘like me on FB).
    The ‘network’ is what matters, and it is always with reach, contact, and connection
  • Business is changing, Web, Web 2.0, Social Nets, changing demos, globalization, pace, descriptors of how organizations operate are changing too
  • Close Colleagues that work together on a daily basis
  • HRO – Human Resources Outsourcing
    HRO involves an organization contracting with an external provider for the purposes of providing HR services.
    The simplest and most common HRO arrangement for small business is Payroll outsourcing, but other very common HRO arrangements are made for Benefits Administration, retirement plan administration, and even sourcing and recruiting.
    There are many large organizations that have entered into huge HRO arrangements with some giant consulting firms to support almost the full spectrum of HR administrative processes, like payroll, benefits, help desk, and other admin processes.
  • Ad-hoc teams that form in support of special initiative or projects
    May need the leader to assemble the team quickly without prior working experience with talent, may not all be in same location, country, etc
    Exposure to more that demographic data is needed to make the right choice, past projects, documents, contributions, reputation scores
    Not as simple as simply looking around the playground
  • Customers are much more than ever being organized in formal and informal ways to share information, support each other, and provide input and guidance to suppliers
    Customers can often find their experience is enhanced when they can connect with other customers and share best practices, tips and tricks, and offer advice for specific solutions
    Chances are the customer question you are answering is not unique, has either been asked and answered before, or can have significant downstream value if the ultimate resolution is socialized
    Reduction in ‘Dumb Contact’
  • Wikis
    Simple and easy – simplest database there is
    Trackable with versioning
  • Not the best example of this, sadly
  • Idea markets, prediction markets, ideastorm user voice
    Employees can submit ideas, others can vote up or down the ideas
    Prizes or rewards can be offered
    See U of Kentucky
  • Blogging can be an effective form of Employee communication
    Notable examples – SW Air -
    Zappos -
  • Local – sign on the window, ad in local paper, if you were big, the Sunday NYT
    Big Boards – in the late 90s the so-called big boards were started
    Corporate Job Sites – in the early 2000s most medium to large companies started to build out corp job sites
    Social – Posting job opportunities to social sites like LinkedIn, Facebook, and Twitter
    Branding – Use of media like YouTube, Jobs in Pods etc.
  • Some New Entrants in the ATS market
    Jobs2Web – – Best Buy
    Standout Jobs
    JobVite – TIVO -
    Newton –
    One of the key features of many of these platforms is improved ease of use, integration with third party job boards, and integration with social networks
  • Importance of connecting new hires with the people/networks they will need to succeed
    Knowing who to reach out to for ideas/answers/guidance
    Informal and formal mentoring programs
  • Silk Road
  • Collaboration around learning
    Share common experiences
    Contribute areas of expertise – google peer to peer network
    Create and modify content
    Rate content
    Available 24x7 across any platform
    Growing, changing, evolving, and improving company body of knowledge
  • Traditional methods of learning, communication, access and control, even teaching, are usually content centered
    Or worse manager or instructor centered
    New technology that has its roots in the consumer space is starting to change the traditional approaches to all kinds of information sharing
  • But where traditional systems fail to account for is the 80% of learning that comes from peer networks, on the job training, and sharing from colleagues
    When employees learn from and teach each other and have the ability to share information, retention and engagement will increase
  • Traditional corporate training and learning is being turned upside-down by technology
    Many feel that classis ‘instructor-led’ training will only be applicable and effective for maybe 20% of training needs
  • Tomoye –
    Select Minds –
    Jive software –
  • Alumni as boomerang hires
    Role models
    Sources for other referrals
    Engagement as consultants
  • Buying the Car
    Traditional – standard deployment
    ERP almost always done this way
    Software installed on the company’s own servers, behind firewalls
    Normally the company’s own IT staff does the installation, maintenance, patching etc.
    Pricing – Big front end license fee – annual maintenance anywhere from 15-25%
  • Renting the Car
    Software is installed and maintained by the vendor
    Customers ‘rent’ or ‘subscribe’ to get the rights to use the software
    Fees are generally based in number of users
    Contracts can be extremely short-term (month to month) or extend for 1-3 years
    Maintenance, upgrades covered by the vendor, and in many cases are automatic and transparent to customers
  • Confluence mobile
  • Integrated
    Shared data model
    Seamless and transparent
    Batch mode
  • IBM CHRO Survey 2010
  • Close, weak, and public tie strength
    Mark Granovetter – The Strength of Weak Ties – 1973
    Andrew McAfee – Enterprise 2.0 - 2009
  • Don’t select tools first, but understand the key differences in tools. They are not all the same. Tie strength, org culture, technical acumen and support, specific nature of the business issues to be solved are all a factor.
    Of course while some of these tools are ‘free’, some are not, and like any IT initiative costs, interfaces, etc have to be considered,
  • Setuo
  • What do we need to do?
    What can we do?
    How can we get a quick win?
    How to assess and manage risk?
    How to manage change?
    How to drive adoption?
    How to govern usage?
    How to measure results?
  • Some Issues for HR Technology to consider in Recruiting
    What are my strategic objectives? Replacement, expansion, building a talent pipeline for the future
    Where are my target candidates? Local, regional, global?
    Where and how am I most likely to uncover, discover, and engage these candidate pools
    Should I be looking ‘inside’ the company first, promotions, re-alignment, referrals
    Many companies still in 1995 in terms of recruiting, post on a big board and hope a good candidate applies
  • Email – why does it fail us
    100% Deployed (or close)
    Point to point
    Not easily searchable (mine, maybe, defn not yours)
    25% of manager time – more?
    In an email driven collaborative environment, information tends to move vertically, up and down org silos. When it jumps across, it usually does at a fixed point in the adjacent silo, where it moves up and down that one, again based mainly on org chart hierarchy. The silos in the org chart tend to want to create and feed silos of knowledge as well.
  • Widely deployed
    Integrations with numerous providers
    2010 Release is major improvement
    Technology drive
    Document centric
    More rigidly structured
  • ERP Systems are as you would expect notoriously complex
    Of the big vendors, - SAP uses a proprietary development language called ABAP
    Oracle’s Peoplesoft lines uses its own set of tools called PeopleTools
    Oracle EBS is a bit more open and uses some more commonly available skills, but still they particular skill sets can be hard for many employers to find.
  • In large organizations the HRIS functions can have many, many constraints
    Lack of attention – many orgs talk about ‘people are our Number 1 asset’ but do not back it up with IT investment
    Lack of HRIS knowledge - traditional HR professionals have not come from IT backgrounds or are not Tech savvy
  • BNHRA - October 27, 2010 - Steve Boese

    1. 1. BNHRA HR Strategies for the Road to Recovery Steve Boese Rochester Institute of Technology October 27, 2010
    2. 2. 2 Biography HR Technology Instructor – RIT HRIS Manager - PAETEC Enterprise Systems Consultant Oracle Consultant Independent Consultant Barbecue enthusiast HR Technology Blogger
    3. 3. Change
    4. 4. Why?
    5. 5. “One who works primarily with information or one who develops and uses knowledge in the workplace.”
    6. 6. How much time do you spend on email each day?
    7. 7. “I only use email to get a hold of old people like you” - Every teenager or college student you know
    8. 8. The average Intel employee dumps one day a week trying to find people with the experience and expertise plus the relevant information to do their job. Laurie Buczek Enterprise Social Media Program Manager - Intuit
    9. 9. Conversation Bottom Up Reputation Emergence Folksonomy Agile Transparent Open Simple User Driven Trust Create Diffusion Top Down Hierarchy Structure Taxonomy Process Secure Siloed Abstract IT Driven Control Repeat
    10. 10. Who?
    11. 11. Close Colleagues
    12. 12. Extended Organization
    13. 13. Ad-hoc Teams
    14. 14. Partners
    15. 15. Customers
    16. 16. Public
    17. 17. What?
    18. 18. Content Creation
    19. 19. Content Creation
    20. 20. Knowledge Management
    21. 21. Expertise Location
    22. 22. Narration of Work
    23. 23. Network Analysis
    24. 24. Crowdsourcing
    25. 25. Forums
    26. 26. Forums
    27. 27. Blogs
    28. 28. When?
    29. 29. Recruiting Social Sharing Social Ads Branding Community
    30. 30. Onboarding Social Connections Talent Profiling Mentoring Affinity groups
    31. 31. Learning
    32. 32. Content Centered
    33. 33. Employee Aligned
    34. 34. Talent Management
    35. 35. Social Networking - Corporate
    36. 36. Alumni Networking
    37. 37. Where?
    38. 38. Ownership Models
    39. 39. On-premise
    40. 40. SaaS Software as a Service
    41. 41. Mobile
    42. 42. It’s an App world
    43. 43. Integrated vs. Interface
    44. 44. How?
    45. 45. What’s the issue?
    46. 46. Who cares about this? Who can solve this? Who needs to be involved?
    47. 47. How are they connected? Enterprise 2.0 – Andrew McAfee
    48. 48. Culture eats strategy
    49. 49. Tools
    50. 50. Structure Deploy
    51. 51. Barriers
    52. 52. A long time ago, in a corporate IT department far, far away, the tools and technologies for enterprise collaboration and communication were created and deployed. These tools: EMAIL VOICE MAIL MEETINGS REPORTS BINDERS The Jar Jar Binks Theory
    53. 53. Sharepoint Good MS Office Integration Doc management Search Security You already own it Not so good Reliant on MS Office Web 2.0 tools Siloed deployment Expensive You already own it Why can’t we just use Sharepoint?
    54. 54. Patience
    55. 55. Constraints
    56. 56. Opportunity…
    57. 57. Resources
    58. 58. Vendors SuccessFactors – Innocentive – Socialtext - Inmagic – Oracle – Ideastorm – Vanilla Forums – Wordpress – Jobvite – SilkRoad – Skillsoft – Cornerstone – NewsGator – Confluence – Saba – SelectMinds – Yammer – – Mindmeister –
    59. 59. Contact Twitter – LinkedIn – Email – Steve’s Blog – HR Happy Hour Show – Delicious -