HR's Strategic Value and the Connected WorkSpace

I'm featured in an excellent article on HR's role in organisational collaboration published by the new WorkSpace Connect conference in Dallas (where I'll be keynoting this September), also featuring comments from Harald Schirmer from Continental.

"IT and facilities may seem the natural cohorts for driving and overseeing connected workspace initiatives, but HR leaders have a vital leadership role to play, too—if they’re willing to step up to the challenge. Not only can HR help foster a culture of collaboration, but it can turn itself from a support organization to a true value-driver in the process.

In HR parlance, what Ingham and Schirmer are talking about is social connectedness. Just as the group, or team, relationship is at the center of the modern, collaborative business today, so too must it be at the center of HR 'Lots of people still talk about the primacy of knowledge workers in today's business, but actually knowledge is going the way of the dodo—you know, robots, artificial intelligence... can do knowledge much better than us,' he says. The real opportunity or, rather, requirement, he adds, 'is to create the right connections, relationships, or conversations.'"

The Continental case is about the successful migration from an IBM enterprise social network to the Microsoft Office 365 platform for 150,000 employees by facilitating 1,400 volunteer change agents and 350 cross-functional teams including HR, IT and communications. 

I also talk about Microsoft 365 linking their inner and outer loops framework to centralised, decentralised and distributed organisations and suggesting the missing piece from Microsoft's framework is community.

"The second approach to decentralized work is more of a 'volunteer' nature. Perhaps Joe in Accounting, Sue in Marketing, and Paul in Sales are all passionate about wellness in the workplace. They can work as part of a decentralized group dedicated to wellness projects. 'This taps people’s intrinsic motivation rather than needing to extrinsically motivate them, which tends to be the case in teams. [Work] gets done in communities, traditionally communities of interest or communities of practice, but increasingly more proactive ones, which I call communities of performance, as they can achieve important outputs for a business,' Ingham explains. 

At some organizations, communities of expertise have begun replacing centers of excellence. 'These can be around the same size as teams but operate from a different basis and with a different dynamic,' Ingham says."

The article is well worth reading, both for insights on social collaboration, and also HR's strategic, value creating role in developing this, and you can download it here (the whitepaper at the top right).

And of course you can read more in The Social Organization too.

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CEB #ReimagineHR - The Collaborative Enterprise / Social HR

“To go fast, go alone.  To got far, go together.”  (South African quote shared with us by Brian Kropp.)

The average CEOs tell the investment community that they're going to grow by is 6 to 8%.  The average growth expected in the economy is 2 to 4%.  Where's the difference going to come from?  We need people to go both fast and far.

This means that business is now much more collaborative than it used to be, eg managers are working longer but are spending less time with their direct reports.

For CEB, people generally have the will (unless they do’t like talking to people) and the skill (millennials in particular) to collaborate.   Rather than building new collaboration skills we should focus on helping apply their core skillsets in different ways. 

However people often need to be helped to engage in the behaviours.  Or at least we mustn’t get in the way, as we do when we design our systems and processes for individual performance alone.

This means our (social) HR processes need to built around collaboration too, eg performance management needs to move on from ‘what did I do?’ to ‘what did we do together to achieve outcomes?’

Brian Kropp explained PM system at Herbert Smith Freehills to us (a good example as law firms aren't always the easiest places to get people collaborating).  In this, rather than getting an employee to talk about what they did, they list instead all of the people who helped them.  They also get 10 points which they allocate across these people depending upon the impact of their help.

This means the organisation can add up the number of points each person has been given to quantify the amount of help they’ve provided.  A person’s review therefore provides input to these other people’s ratings rather than of the person who has received the review, reflecting the way in which today’s work gets performed.

HSF also look at the system to see which staff are connecting together eg if white males are only connecting with other white males it would raise warnings.  But the bigger benefit is that this focus on people who have helped them helps to develop a mindset that they didn’t do it all on their own.

CEB think that leaders and employees respond to attempts to improve collaboration in different ways.  It’s also often harder to get leaders to collaborate, as they have loads of responsibility and much of the success in their career to date will normally be down to individual contribution.  Some of CEB’s suggestions for dealing with these people include:

• Not focusing on collaboration, which is just a tool or method, but on what collaboration is going to achieve.  (Personally I think that’s a mistake.  People are never going to optimise their collaboration unless they value the thing for itself.)

• Encouraging them to extend their strengths rather than adopt new behaviours, eg don’t say be more collaborative, tell them they’ve been so great at something that you want them to share this with other people.  Ie start with give rather than with take in the give take flywheel.  Appeal to their ego!

• Talking about improving processes rather than changing people.  And moving from reactive to practice - solving problems before they emerge.  Leaders need self realise the need to change - often when they hit rock bottom unless we can help them do this first.  Eg GE at Crotonville bring in a chamber music group and by having one musician misplay helps people understand the need for everyone to play together.

• And you may need to pay for it.  Financial rewards do matter for business leaders - for the border workforce intrinsic rewards work better - financial rewards are smaller and employees often feel behavioural changes aren’t worth it.  (I think that's a problem - there needs to be greater commonality between employees and leaders for true collaboration to take place.)

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#EconTalent CEB on Enterprise Contribution

I've been following the CEB's findings on enterprise contribution for several years, often through presentations at previous Economist Talent conferences.

So in 2012, I think, they first noted that the proportion of work which is collaborative rather than individual in nature had increased over the previous decade from 20 to 50% - regardless of job level, job type or industry.  Given this shift, we now need people to be enterprise contributors rather than individual task performance.

Enterprise contribution is a combination of individual task performance and network performance.  Network performance isn’t about having 1000 friends on Facebook, it’s not the same as networking, it’s using and contributing to the success of others and the broader organisation.  It’s about the extent to which people use ideas, best practices, the insight of others for their own performance.  And contribute their insight to drive the success of others and the broader enterprise.


Brian Kropp at CEB has also been talking about this recently, suggesting that “The formula for great employee performance has changed forever. It is no longer just a case of doing well against your individual tasks. Those who work with and through others effectively are able to achieve far better results than those who work hard but with their heads down – ignoring what happens around them”.

His suggestion is that focusing on individual employee performance will only achieve a 3-5 percent improvement. However, enabling effective collaboration can boost profit growth by 11% per employee – with the average revenue per employee rising by £10,500.


So I was pleased to have another presentation from Clare Moncrieff at this year's Talent conference.

The level of contribution has apparently now gone up slightly since 2012, though the bigger shift has been the proportion of the workforce who are acting as enterprise contributors - up from 17 to 23% globally (but just 11 to 13% in EMEA!)

This includes a 50% increase in involvement in decision making compared to even three years ago.  A half of us collaborate with at least 10 people and one third with 20.

The issue is that we’re not holding people accountable for network performance eg 83% of employees’ performance objectives are based on individual tasks.  And two thirds of people receiving the highest performance ratings aren’t enterprise contributors.

A lot of this is down to leaders as they have a particularly critical role - 37% of people don't think they have the leaders needed for the required contribution.

I agree with all these points and also think they are important though I am probably a little less focused on leaders who I think are less critical to network than to individual performance, or at least the leaders need to act in a different way.  But perhaps that’s why people are saying they don’t have the right leaders.


I also talked to Clare at the end of the session.  During the panel she’s been talking about millennials and I remembered one of her comments from Changeboard’s Future Talent conference earlier in the year.  Apparently millennials are more not less competitive than older generations eg they are more keen to compare their performance agains others.  That has to put an additional challenge onto network performance.

Clare suggested millennials can still support network performance but they need to see the impact of their contribution on others eg to have a unique position in delivering to a bigger outcome and with others responsible for other parts of the outcomes.  Yes, although I still think there’s an issue here.  Although actually, I think they’re probably just so competitive because that’s what they think businesses expect from them.  Once we explain it's collaboration that's important, I think we can influence their perspective.

It’s a bit like with Matthew Schuyler later.  He suggested millennials won’t want to stay with them for long.  I think that’s more about them not expecting to be able to.  if companies used more of the new practices discussed by Fiona Cannon from the Agile Future Forum later, I think they’d be able to shift this.  The same for collaboration vs competitiveness too.


Also see:

• Sir Charlie Mayfield presentation
• My HRPA presentation on the New HR for ideas to develop enterprise contribution.

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Melcrum Summit: Re-engineering Internal Communication for Agility, Productivity and Impact

 

   One of the conferences that I’ll be attending in person for the first time, though I’ve been a regular virtual tweeter at for several years now, is Melcrum’s annual UK Summit, titled for 2012 as ‘Competing on the Curve: Re-engineering Internal Communication for agility, productivity and impact’.

The Summit addresses five key areas which are also being focused on by IC functions which are successfully reinventing their role, moving from craft experts to strategic partners to organisational connectors:

• Redefining the role of Internal Communication
• Enhancing the leader-manager-employee relationship
• Supporting business transformation
• Building a collaborative organisation
• Making measurement more transparent and compelling.

 

Of course these are all areas that I write about here quite regularly, emphasising the connection between Internal Communication and (the rest of) Human Capital Management, which is why I’ve long been meaning to attend this event, particularly as it’s already the main event in IC practitioners’ calendars.

The summit take place in London on 10 to 11 October and it’d be great to see you there. If not, I’ll be blogging on some of the following sessions (let me know if there’s a particular speaker / topic you’d like to see me post on):

• Global Vision 2020: Redefining organisational communication in a new era of transparency, mobility and digital fluency, Anne-Lise Kjaer, Futurist & Founder, Kjaer Global

 

• Using data to empower IC function to shift from outputs to outcomes, David Harrington, Vice President Internal Communications, Shell

 

• How to have an honest conversation about strategic change, Flemming Norrgren, Professor of Management, Chalmers University, Sweden

 

• Shifting the role of IC from messenger to change agent, Antje Burbach, Director Communications, Europe Speciality Care, Pfizer

 

• Establishing IC as a disruptive force to drive cultural change, Benedikt Benenati, Group Internal Communications Director, Kingfisher

 

• Building employee engagement and managing change to deliver sustainable business goals, Mike Barry, Head of Sustainable Business and Clair Foster, Head of Internal Communications, Marks & Spencer plc.

 

• Channeling the energy: The critical link between engagement and internal communications, Oliver Strong, Group Director of Internal Communications & Engagement, RSA

 

• Refocusing the IC function to support a new era of communication, Julie Langford, Academy Manager, RBS Communications

 

• Three steps to engagement through organisational collaboration, Andy Brown, CEO and Nick Crawford, Senior Consultant, Engage Group

 

If you do want to book for the Summit, the link you’ll need is here.

 

Technorati Tags: Melcrum,internal communication,engagement,agility,collaboration,measurement,summit,London,2012

 

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#CIPDSocial11 Bill Parsons (ARM): social media and why business needs to take notice

 

   The CIPD’s social media conference has kicked off with a session from Bill Parsons, EVP HR at ARM Holdings.  I met Bill at ARM in Cambridge earlier this year, so this post is a combination of his presentation, and my earlier notes.

I’ll start off by saying ARM is one of my favourite companies – and in fact it’s one of the world’s favourite companies too.  ARM’s vision is to be an effective innovative company (not just a wacky one) – a creative productive machine – and it has been consistently judged as one of the most innovative companies in the world.

However the reason I like the company is that it’s one of the very few that I know about which isn’t just using social media, but has focused on becoming a truly social organisation.  Rather than following ‘the Chelsea Model’ of simply having the very best people / access to the best human capital (‘human capital is about a group of smart people who don’t talk to each other’), ARM focuses on the best social capital – ie having the best networks, relationships and trust.  Human, social and intellectual capital (the explicit stuff which they sell) are the company’s differentiation.  Social capital has been at the centre of their HR strategy for the last decade – it’s the rocket fuel of the innovative organisation.

 

 

This starts with the company’s values which focus on things like teaming and selflessness (unusual in such a profitable company) – and are definitely not vanilla.  They were developed and evolved from the organisation’s founders and focus specifically on ARM as a unique organisation (rather than the things which every other organisation does).

Part of the reason that ARM focuses so much on social relationships is that their strategy is about connecting, collaborating and hence innovating and their model for innovation is primarily about open innovation.  They therefore need everyone to behave selflessly – for the greater good of ARM - in external as well as internal networks.  It sounds idealistic but Bill says this really works at ARM (and I think I believe him).

It’s an unusual business model – ARM sees itself as being at the centre of an ecosystem of 500 competing companies collaborating.  ARM itself only employees 2100 people – vs Intel, its main competitor, with 100,000 people.  Their model only works by having a high surface area which it achieves by having its employees talking directly to customers.  The company’s values and culture makes this easy – it’s clear what provides value.

These values are then used as the basis for HR practices eg assessing promotability, fast tracking etc.  In fact the whole HR strategy is about creating the magical ingredients supporting the development of social capital.  Eg rather than the Accenture corporate model in which people are fighting to get to the top, in ARM if anyone is seen to be overtly trying to be promoted, ARM will fire them!  Rewards come to people who do things for the greater good.

So ARM does identify high flyer potential management talent and provides them with coaching and training to help them build their legitimacy.  If you don’t have the buy-in and support of your peers and the people you’re going to manage you’ve got a problem.  ARM ensures that these individuals have good business relationships and networks.

Compensation aligns with ARM’s social strategy as well.  Ensuring justice is an essential part of a social strategy and ARM provide their staff with more equity than any other European company.  This makes employees’ feeling of ownership more meaningful too.  The corporate bonus is largely collective too (just a small proportion is individually driven).

Recognition also focuses on what people do together – they hardly ever celebrate individual success.  Eg the company celebrated its 20 year anniversary last year (its been the highest performing company in the world over this time).  But the celebration was really one of international collective being eg they gave everyone an ipad (they were founded as a child of Apple and Newton Computer).  It was a 27 hour global party revisiting their global successes – not individual stories.

Leadership selection and development is aligned with the values too.  Their CEO is probably the most understated CEO in the FTSE – the one with the highest humility.  He works full time at ARM and keeps a low profile outside.

More generally ARM seek to grow leadership internally – ensuring cultural fit, and fit into the team based environment.  Their feedback and development system also focuses on the company’s values, providing 180 degree insight about what employees think of their bosses.

Social media does have a role in all of this of course, in fact they’ve been using social media for at least ten years.  This includes Skype, Linkedin and Facebook for external use, and blogs and forums internally.  In addition, it uses:

• Internal YouTube – ARM TV
• Yammer has taken off in a big way.
• Video conferencing is the norm (rather than something which would be perceived to be not quite as good.)
• And wikis are the predominant tool for collaboration.

 

 

They also run a Exec Q&A once a year in which their exec answer any question on anything from anyone.  And it’s videod and podcasted so that everyone can see it.

Interestingly a lot of this, eg Yammer and their wikis, were started unofficially and took off from there, rather than being introduced by IT.

However, in Bill’s view, social media can become antisocial media – a barrier to effective communication. So you need to do face-to-face meetings to help people get to know each other. Arguably in advance of social media.

So in ARM, traditional communications plays a part as well eg ARM run twice the number of events (with a corresponding impact on travel budgets) than they need to – these are overtly opportunities to create social networks.  Eg they have a 80 person forum in which they invite people who don’t know each other well to get together (some of which is done unconference style) to work on a range of OD topics eg on the organisation of the future.  This ensures the organisation is constantly questioning its culture.  To get round the biggest organisational barrier of any organisation which is not having the best ideas, they often invite internal customers along, and sometimes external customers too.

It all starts with dinner and drinks in the bar, and then the next morning a discussion on the topics – but what matters is the relationships and new networks that are formed.  The same in their engineering conferences, code tests, transistor tests etc etc.

ARM have tried to measure their social capital through approaches like social network analysis, and they also measure engagement, though what they’re really concerned about is organisational citizenship behaviours – do staff understand that networking is part of their day job, and that they need to help the organisation rather than just doing their own thing.

It’s an impressive case study and it’s paid off too.  ARM’s market value is £4m per employee which Bill argues is down largely to the company’s social capital and use of social media.

 

Technorati Tags: Bill Parsons,ARM Holdings,CIPD,social,media,capital,collaboration,innovation

 

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CHROs and Collaboration

 

  I’m in the US for the Enterprise 2.0 conference next week but unfortunately arrived just too late for this week’s HR Happy Hour – Episode 74 – ‘Creativity, Flexibility, and Speed’ (they didn’t get much time for calls anyway).

Steve Boese and Shauna Moerke were interviewing IBM’s Dan Roddy – the study director for IBM’s Chief Human Resource Officer study based on conversations with more than 700 Chief Human Resource Officers (CHROs) worldwide.

The study identifies three areas that are the most important for CHROs and are also most poorly done.

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Creative leadership

Dan explained that leaders need more creativity rather than linear thinking.  They have to think differently in order to do something different now that we’re facing higher levels of complexity in business.

I’m pleased IBM have come round to recognising this need which contrasts to the conclusions in some of their previous reports, eg their 2008 human capital study which I also reviewed:

IBM also believe that managing this kind of talent market requires a structured, analytical approach: “A more data-driven, fact-based method to hire, pay and reward top performers”.

“If the workforce is truly to be valued as an asset, much like financial capital or brand equity, the entire C-suite, not just HR, will need more robust and accessible information about current and future talent needs, employee productivity and resource availability.

No matter how much respect the C-suite may have for the CHRO, until the HR organisation has access to workforce data and information with the same level of timliness, consistency and validity as the financial or operational data available to the CFO or the COO, its insights will not hold the same weight.”

This argument doesn’t work for me. Human capital may be just as important as financial or brand capital. But this doesn’t mean that human capital is like financial or brand capital, ie should be treated in just the same way as them. Management of financial management involves cause and effect relationships. Management of human capital requires an understanding of
complexity.

Again, I’m not against measurement and analytics, but I think these need to be conducted very strategically, and often qualitatively. And I simply don’t believe that more or even better measurement is the difference that will make the difference in HR’s strategic impact. The magic is in truly developing an adaptable workforce (or whatever you decided is going to be your organisational capability, perhaps even something that will make you seem a bit strange?), and using measurement as an enabler to this.

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See this post on imagination (vs evidence) based HR.

And this one from J Keith Dunbar arguing that CHROs aren’t as bad at leadership development as they think.

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Speed and flexibility in workforce planning

One interesting finding here is that organisations using social media for learning and collaboration are more effective in developing skills to support strategic needs.

I agree with this, although I suspect the more important use of social media is to enable the workforce to align more closely with changing business requirements, rather than just supporting a traditional, command and control focused planning process.

I fully connected, social organisation won’t need workforce planning, as the whole organisation will be much better and sensing and capturing opportunities as they arise.

(However, this is clearly some way off for most organisations, so I accept the need for more rather than less workforce planning in the medium term.  See this post on workforce planning – and on the need for more creativity too).

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Collective intelligence

Workforces are becoming more networked and less hierarchical.  This isn’t about replacing hierarchy – you still need control, standardisation, harmonisation etc – but you need to combine this with the ability for people in the field to make decisions.  This means you need to think about replacing the hierarchical information flows that networks have taken the place of.

Organisations need to emphasise collaboration – culturally and technically breaking down silos:

• providing the infrastructure and technical capabilities for collaboration
• culturally not rewarding behaviours that limit sharing etc.

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Unfortunately, this is the are that CHROs report being least effective – with 78% reporting that they didn’t do anything to support collaboration or weren’t effective in doing it.

But is this really the case – or just a another problem from the research (as in J Keith Dunbar’s post)?  I think the problem may be over-stated.  I suspect that like communication, collaboration is something people will always say they could do more of (even if we know organisations can do too much of it).

But I suspect the figure’s probably reasonably accurate all the same.  We may be very poor at leadership development, but at least most of us try to do something about it.  Collaboration is something that most people and organisations (largely just with the exception of those involved in Enterprise 2.0) don’t even try to influence (there’s even a point of view that you shouldn’t try).

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Anyway, the point that I really wanted to make is that the key for IBM is integrating social collaboration into the workflow – connecting it directly into business operations and project management activity.

That’s not the key for me – not in most knowledge management roles and organisations any how.  To me, processes need to support (not get in the way of) collaboration, not the other way around.  But collaboration needs to be a strategic focus which permeates everything an organisation does, and the way people behave – naturally, all of the time – not just when they’re following a process.

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It’s about Relationships

Like most of IBM’s studies, this is a good report.  But I can’t help feeling they’re missed the central point.  Just as IBM’s focus on technology initially led them to miss the importance of creativity, so it’s now constraining their thinking to a focus on information, rather than relationships.

Collective intelligence isn’t about information flows and processes.  It’s about people and their connections.  Speed and flexibility isn’t about formal planning processes - supported by social tools, it’s about giving people autonomy to make quicker and smarter decisions – supported by social relationships.

 

And it’s not Simple!

Steve pointed out that most of Dan’s suggestions were pretty simple (so why aren’t people doing them?).

It’s a point that’s often made about HR too and my response to it is the same for CHRO support for collaboration as it is for HR – it’s not all simple, and even the simple stuff takes skill and insight to do well.

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I hope I’ll get a chance to come back and review a rethought through IBM survey in another couple of years time!

..

And if you’re a CHRO who can’t do collaboration, get in touch and I’ll show you how you can!

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Other links:

• Rawn Shah in Forbes
• Samee Patel on IBM Panel

Technorati Tags: IBM,Dan Roddy,CHRO,social,collaboration,connecting,relationships,HR,Happy Hour

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HR Collaboration Strategies at Enterprise 2.0 conference

 

   I’ll be presenting in a couple of sessions at this November’s Enterprise 2.0 conference in Santa Clara on Tuesday 9th November:

 

Human Resources professionals are at the center of managing the most valuable asset a company possesses - its people - and how to get them to interact and collaborate more effectively. Enterprise 2.0 planning typically straddles the intersection between Line of Business needs, Human Resources and Information Technology.

While Line of Business and IT typically have specific and often urgent needs, the realities and complexities of human resources can have longer term implications. And in today's economy, scale is key whether in terms of growth, downsizing, or merger and acquisition strategies. Keeping the nucleus of a business collaborating while blending other cultures into the mix is a challenge often underestimated by strategists who assume the 'boxes are checked' in software solutions.

The HR Collaboration Strategies track will discuss how to ensure the HR voice and perspective is heard in strategic planning, and that the Enterprise 2.0 technology being contemplated is appropriate for your company size and personnel profiles. We will focus on realizing business value from collaboration tools, and how to strategize around building on existing technology foundations—including payroll, comps, benefits, incentives and training/learning—to transition into a more connected and aware culture and organization. The realities of staff types, ages and workflow needs will be addressed, including how to shape them so they evolve over time to meet your business goals.

 

Keynote - Human Resources Meets Enterprise 2.0 and the Cloud

Human Capital Management is rapidly evolving and broadening its focus. Today’s mission revolves not only around helping shape culture, and managing compensation and benefits, but on acquiring, developing and retaining key talent, aligning employee performance with business results, and supporting organizational innovation and change. In support of this evolving mandate, companies are leveraging a variety of social and collaboration technologies combined with Cloud architectures that are delivering bottom line results. This panel of senior business and IT executives will examine how they are applying and realizing value from the use of modern technologies to solve specific HCM and related problems.

Moderator - Bill McNee, Founder and CEO, Saugatuck Technology

Keynote Panelist - Oliver Marks, Blogger, Sovos Group, ZDNet

Customer - Ciara Smyth, Executive Vice President, Chief Human Resources Officer, Houghton Mifflin Harcourt Publishing Company

Customer - Tony Treglia, Senior Vice President, HR Service Delivery, Aviva USA

 

Measuring HR Performance - What to Apply Analytics & Metrics Against

The strategic design and tactical roll out of HR related collaborative Enterprise 2.0 initiatives requires analytic measurement to justify budget and measure success. This session explores case history examples, insights, and the new analytical measurement tools from which performance and quality of data metrics are extracted.

Moderator - Oliver Marks, Blogger, Sovos Group, ZDNet

Panelist - Jon Ingham, Executive Consultant, Social Advantage

Panelist - Raymond Chong, Director of Learning Systems and Services, NetApp

 

Getting Beyond Compliance: Elevating HR's Enterprise Wide Strategic Role

Many HR staff are frustrated at never being able to get past core responsibilities: hiring and firing, compliance against governance policy and merger and acquisitions fire drills. This session will explore how to imbue modern Enterprise 2.0 thinking into these core competencies, while leveraging the power of collaborative thinking to accelerate business performance strategically.

Moderator - Oliver Marks, Blogger, Sovos Group, ZDNet

Panelist - Josh Bersin, CEO and President, Bersin and Associates

Panelist - Michelle Johnston, Regional Consultant, CPP

Panelist - Jon Ingham, Executive Consultant, Social Advantage

 

Common 'Real World' HR Problems

This session will focus on the issues keeping HR experts up at night, and the problems that urgently need solving including:

• Records management and retention, and the impact of employee online social activities on employment law
• Privacy and information security
• Policy strategy: Do you embed 'social' policies into existing policies or create standalone governance?
• Succession management and recruiting synergies
• Employee use of external social media and internal business networking, monitoring, remediation, support and training

This 'real world' session will explore the realities of legacy technologies and explore the blending of new and old ideas around HR.

Moderator - Oliver Marks, Blogger, Sovos Group, ZDNet

Panelist - Leighanne Levensaler, VP, Human Capital Management Solutions, Workday

Panelist - Lisa Ackerman, Sr. Director of Human Resources, Saba Software

Customer - Beth Rivera, Senior Vice President, People and Culture, UBM TechWeb

Customer - Pete Fields, Manager, Team Member Portal, Wells Fargo Corporation

 

People, Culture, Behavior

The most valuable assets a company possesses are its people, but politics and divisions between them significantly weaken many companies over time, particularly at scale. Combining E 2.0 tools with other HR based approaches to create social outcomes, helps define and develop a social approach to collaboration and innovation. This session will explore how to take advantage of the value of E 2.0 tools and craft a more cohesive business entity that encourages interaction and awareness.

Speaker - Jon Ingham, Executive Consultant, Social Advantage

Speaker - Margaret Schweer, Vice President, Insight and Advisory, nGenera

 

There’s an associated white paper too.

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Technorati Tags: HR,Enterprise,2.0,Sovos,Oliver Marks,Collaboration,Technology,Strategy,E2conf,Santa Clara,November,2010

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Did you miss? (on Social Advantage during August)

 

   I was largely away from blogging during August, but you might still want to check out this recent post from my other blog if you’ve not already seen it:

• Social Future: the Connected Organisation

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Technorati Tags: Matt Alder,Recruiting,Social,Future,connected,organisation

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Kenexa Euro conference presentation

 

   I told attendees at Kenexa’s European summit that I’d provide them with the links I used in my presentation on social media, HR, engagement and collaboration.  So here you go:

 

Social HR / HR 2.0 (we focused on recruitment since this was a recruitment and retention conference, and the greatest number of people – about 20 – already used social media in their recruitment):

• Blog (Daxko): www.daxkonation.com (great stuff Kris, also see Kris’ two leading personal & team blogs: www.hrcapitalist.com and www.fistfuloftalent.com
• Twitter (Hyatt): http://twitter.com/hyattcareers and http://twitter.com/hyattjobs (see the full case study at Bersin – trial membership required)
• Social network (E&Y): http://www.facebook.com/ernstandyoungcareers
• Integration (Sodexho – US): http://www.sodexousa.com/usen/careers/network/network.asp

 

Social engagement:

• Video (Deloitte): http://www.youtube.com/watch?v=id0uHBuhXtY
• Video (Microsoft):  case study

 

We also talked about the benefits of extending this socialisation outside of the organisation:

• Twitter (Best Buy): http://twitter.com/twelpforce
• Blog (Zappos): http://blogs.zappos.com (also Twitter – see http://twitter.zappos.com and follow http://twitter.com/ZAPPOS)
• Social network (Asda): http://greenroom.asda.com/

 

Social collaboration:

• Yammer: https://www.yammer.com
• Social network (O2): case study (you’ll also find a case study on McDonalds in the US there, though Nicky Ivory-Chapman confirmed they’re still using OurLounge vs StationM in the UK)
• Wiki (BT): case study

 

We then spoke about the opportunity to combine social media with other activities to enhance eg collaboration.  See these posts on Cisco’s collaborative structures:

• Cisco’s collaboration framework
• Cisco leading from the middle
• Cisco’s management experiment

 

More posts following the conference coming up shortly.

 

If you were at the summit, do comment below.  And join up on Twitter / follow me at @joningham.  Then continue the conversation at the Connecting HR tweet-up (after-work meet-up for HR people interested in using Twitter and social media) in London on 24 June.

 

PS:

• J Keith Dunbar recommended a recent blog post by Peter Cappelli on social media
• You might also be interested in this recent post and presentation by Michael Specht (I particularly like slide 3!)

 

Technorati Tags: Kenexa,EuroSummit,Euuropean,conference,social,media,collaboration,engagement,HR,2.0

 

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