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Workforce Intelligence and Social Analytics: Opportunity at the Confluence


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The use of enterprise social networking platforms is on the rise as organizations look to these emerging tools to facilitate employee collaboration, knowledge sharing, increased engagement, improved productivity, and even to foster fundamental shifts in culture. As more and more employee interactions take place within these enterprise collaboration tools, new and interesting data emerges about employees, teams, projects, goals, content and other aspects of the enterprise.

This new data, gleaned through analysis of the activities within the collaboration platform, includes insights into how people work and collaborate, the type and quality of content that is contributed and leveraged in the community, the effectiveness of different communications, the degree to which individuals are perceived as leaders or followers, and much more. The emergence of this new data enables much richer insights into the workforce of the organization. It enables the infusion of social intelligence into traditional talent management processes, such as performance, calibration, succession and retention. Combining social and workforce analysis enables People Insight 2.0.

In this session, we’ll look how organizations can leverage the opportunities of People Insight 2.0. We’ll cover the tools used and opportunities stemming from the analysis of network connections, community activity, sentiment analysis, employee reputation management, and others. We’ll also explore the ways by which this social data can increasingly be incorporated into workforce analytics and workforce planning platforms for a more holistic view of the workforce.

We’ll review use cases and provide practical tips for how you can immediately apply these new social workforce insights to your talent management initiatives, transforming your people processes for better business results.

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Workforce Intelligence and Social Analytics: Opportunity at the Confluence

  1. 1. People Insights 2.0: Opportunity at the Confluence of WFI and SNAPresented by: Yvette Cameron VP & Principal Analyst, Constellation Research, Twitter/LinkedIn: @yvettecameron 1 Mar 2012
  2. 2. Today’s Agenda Transforming Talent Augmenting initiatives WFI with SNA Getting to the data with SNASocialMediaTrends
  3. 3. Image by Hexadecimal Time used with a Attribution as directed by Creative 3 Trends in Social Media 3 3
  4. 4. Social Business Transforms Everything . Wikipedia has over 13 million articles…some studies show it’s more accurate than Encyclopedia Britannica.
  5. 5. Explosive Growth• Within one year of the opening of the Apple Apps Store: – 1.5 billion apps downloaded – 65,000-plus apps developed – 100,000 developers signed up for Dev program – Consumers in 77 countries• 30 billion pieces of content were added to Facebook this past month.• Worldwide IP traffic will quadruple by 2015.• More than 2 billion videos were watched on YouTube ... Yesterday.• 32 billion searches were performed last month ... on Twitter.• By 2014: Estimated 70B+ Mobile App downloads annually
  6. 6. Technology is Becoming User Driven• Generally only 54% of companies enforce their social access and mobility policies• Despite bans against external access, most employees report they use external social media during work hours with or without knowledge of their managers
  7. 7. Additional Observations on Social Business• Explosion of social data – data mining is big business• Blurring of Internal/External (Employee/Customer/Partner)• Continued disagreement on who “owns” social in the enterprise, yet budgets are increasing for social initiatives• Proliferation of ad-hoc / silod social projects• Consumerization of Technology is driving these experiences/results into the enterprise – Experience, devices, services; BI concepts and tools• Emergence of social/formal process integration• Social in HCM processes is gaining traction (processes, new vendors) 7
  8. 8. Adoption & Drivers of Social MediaWhat is your organization’s current approach tosocial business applications or Enterprise 2.0? • Approx 60% of organizations use social media in one or more departments • Roughly 90% of all organizations use social media to some extent for Recruiting • Fewer than half use it for “talent management” initiatives including “knowledge sharing” Source: Social Business Systems: success factors for Enterprise 2.0 applications, AIIM Research, 2011. (N=403)
  9. 9. Primary Internal Collaboration Tools Primary Social Tools in Use Key Drivers: (% using) • Share knowledge /80 expertise70 • Break down org silos605040 The Challenge is to ensure3020 the Data is:10 • Transparent0 • Discoverable Company Intranet Sharepoint Enterprise Social Wikis Blogs Other • Searchable Networking • Not locked in silos Tools Copyright 2011, NextGen Insights, LLC. 2011 Survey of HRTech Leadership, N=78 9
  10. 10. What’s Being Used? Social Tools: Use and Plans (% of respondents) Source: CedarCrestone 2011–2012 HR Systems Survey, 14th Annual Edition
  11. 11. Challenges Following Adoption Source: 2010 State of Social Business Survey - n=45, 2011 State of Social Business Survey - n = 103Source: © 2011 Constellation Research, Inc. All rights reserved. 11
  12. 12. Are Companies % reporting benefits from Web 2.0 Median improvement % Seeing Results?Source: How social technologies are extending the organization, McKinsey, Nov 2011
  13. 13. Getting to the Data 13
  14. 14. Where Does The Information Come From?
  15. 15. Data from Social Media• Social profile elements: expertise, interests, kudos/recommendations, badges, memberships in groups, communities, followers/following, geolocation, projects, skills/competencies (informal), professional interests, hobbies/passions, ….• Bookmarks, lists, tags, favorites• Content (IM, Wall Posts, documents, discussions, blogs, ideas, video, pictures, like/dislike, share/reshare)• Attitude, sentiment• And so much more….
  16. 16. The Dynamic Person Profile The PERSON PROFILE • Today and tomorrow’s workforce analysis relies upon insight into the individual • Desired end-state • Formal and informal • Internal and external • Consumer (emerging) • Continuously developed • Portable
  17. 17. Why Social AnalyticsWhy What How • Tap into • Activity/ usage/adoption • Filtering online collective • Expertise location data (i.e., intelligence, and Activity • Knowledge mining & aggregate, mine Streams) discovery and predict • Activity Reports outcomes from • Influence • Consumable the data • Sentiment Analysis measures and • Content – • Engagement metrics understand • Connectedness • Infographics what people are • Reputation • Visualization creating, what • Trending (Leaderboards, are the social graph) conversations • Recommendation engines • Get to the data (people, groups, content) and relate it back to your • Pattern recognition people • Root cause analysis 17
  18. 18. Network Visualization Network Connections It is estimated that 3%-5% of those in the network drive 20%-30% of value- add ties.  Do you know these pivotal players in your network?  In your enterprise?
  19. 19. Leaderboards
  20. 20. Finding The Right People Does your HRIS/TM Person Profile have these data elements? 20
  21. 21. Groups, Connections
  22. 22. Content: Views, Ratings and FeaturedContent isinteresting…
  23. 23. People: Contribution and Usage…but it ismoreinterestingwhenconnectedto people(creators,consumers)
  24. 24. Who Is Your Content Reaching? 24
  25. 25. Embedded Analytics RecommendationsFiltered /PrioritizedContent Trending / Leaderboard
  26. 26. Workforce Insight
  27. 27. Measures of Influence Measures of Influence and Trust are important but they are not a measure of effectiveness -Consumer tools: Klout, TweetLevel, PeerIndex, … Trust: “85% of adults …report that people are usually kind on the sites. … 49% have witnessed mean and offensive behavior and they usually respond by ignoring it. “ – Pew Internet, 2012
  28. 28. Barriers to WFA Success Obstacles to Workforce Intelligence will be compounded with the introduction of social collaboration data. Look to unified platforms for improved ease of analysis, or look for unifying tools and proof points. 28
  29. 29. Workforce Analytics: Ease of Data IntegrationFacilitates Incorporation of Social Attributes
  30. 30. Infuse Talent Analytics with Social Data
  31. 31. How Social Transforms Workforce Metrics Good Metric Better Better Still! Connected,Turnover Ratio HiPO Turnover Influencer HiPO Turnover IndividualGoal completion Team Productivity Productivity Performance toPerformance to Performance to (Social Knowledge) Potential Social Influence Contribution Flight Risk Flight Risk (formula- Flight Risk (Formula includes sentiment/social (check box) based prediction) analysis)
  32. 32. Transforming WFI with SocialTraditional Talent Metrics Social-Infused Metrics• Employee satisfaction / engagement • Employee Sentiment Analysis• Retention (turnover % by measures) • Employee Reputation• Succession • Retention of Key Influencers, Contributors• Bench/Pipeline • Team Productivity• HR/FTE Ratios • Performance vs. Contribution• Revenue/Profit (per employee, per Customer) • Career paths self-identified; mentorship• Internal/External Hires/Promotions engagement• Diversity • Experts/SMEs/Mentors (Totals, % Engaged with• Performance Reviews (rating distribution, % staff) complete) • Knowledge Contribution (Contribution rates,• Training & Development (% training completed, average scores, community uptake, ideation) % certified, skill/competency gaps) • **Predictive Analytics leveraging social• Goals (Completion %, Past Due, Counts by Team, patterns Manager) Note: SHRM and ISO are developing• High Potentials (%, Turnover) HCM WFA standards – social is not• Costs (Hire, voluntary turnover) current an aspect of these efforts• Time to Fill 32
  33. 33. Transforming People Processes 33 33
  34. 34. Where are we Using Social Today? Where Do You Use Social Media Tools to Improve Results? (% Respondents) Talent Acquisition Knowledge Sharing Employee Satisfaction Collaboration Learning Onboarding Performance Compensation Succession 0 10 20 30 40 50 60 70 80 90 100Copyright 2011, NextGen Insights, LLC. 2011 Survey of HRTech Leadership, N=57 34
  35. 35. Can Social Change Processes?Extent to which social technologies can change organizational processes Source: How Social Technologies Are Extending the Organization, McKinsey, Nov 2011 35
  36. 36. Social Talent:Retention & Career Pathing Transformed 36
  37. 37. Social Goals:Transparent Goal, Task Insight
  38. 38. Social Project Management 38
  39. 39. Social Project Management 39
  40. 40. Quick Wins: Use Cases for Social Talent• Identify Early Flight Risks• Bottom-up Succession Planning• Advanced 9-Box Analysis• Information Brokers / Connectors for Change Mgmt.• Compensation• Goal Transparency• Understand knowledge/content impact for performance, succession, leadership (including ideation, mentorship)• Employee Reputation Management• Social/informal/P2P learning 40
  41. 41. Next Steps• Focus on Business Priorities, know what to measure• Start with what you have – WFI and Social Data elements, then look to aggregate and grow• Go beyond HR boundaries (social data, others) – Ensure social feedback loop is regular (daily, more) – Infuse TM practices to drive better WFI outcomes• Reinforce it (Communication! Dashboards, embedded processes and people) 41
  42. 42. Questions And Answers 42
  43. 43. San Francisco | Andalucia| Boston | Colorado Springs | Cupertino | Cyprus | Ft. Myers | Geneva | Halifax | Irvine | London | Los Angeles New York | Palo Alto | Sacramento | Santa Monica | Seattle | Sedona | Sydney | Tampa | Tokyo | Toronto | Washington, D.C. | Westport© 2011 Constellation Research, Inc. All rights reserved.