HR: beyond Compliance through Collaboration

 

  One of my E2.0 sessions was a panel looking a how HR can move out of its compliance role through the use of collaborative / 2.0 technologies.

I thought this was a good panel session, and was pleased that we seemed to come to the conclusion that HR is complex, not simple, and that getting beyond compliance means accepting, tolerating, and navigating through this complexity.

It’s a conclusion that is very different from that generated by many HR conferences at the moment – which is maybe down to this conference’s focus on collaboration, and the additional complexity inherent in dealing with teams, networks and communities rather than just the traditional focus of HR ie the individual employee.  Also see Rawn Shah’s summary on this:

“Mr. Ingham described another dynamic that HR is not yet ready for: the shift of emphasis from interactions between two individuals, to interaction in collaborative groups. I readily agree that this makes things much more complex. In fact, I would point out that there is a basic lack of understanding in what constitutes collaborating groups. More simply, there is a lot of talk about working in a ‘community’ but little agreement on what constitutes a community.”

 

This is why I do rather disagree with my co-panellist, Danny Portillo (from Rypple)’s suggestion that we drill down, using analysis, to identify simple HR actions we can take.

To me, strategic people management, particularly of the collaborative kind, requires synthesis (understanding of the system – the people, and particularly the relationships between people) rather than it does analysis.

 

Some of the tweets:

joningham: @dporillo (Rypple) @joshbersin Michelle Johnston @olivermarks on HR beyond Compliance #e2conf #e2conf-11 #cipd10

rypple: Rypple is a great social tool to help development, it supports diff org structures and lets people choose coaches #e2conf

swylie650: I've never met a company that failed because their employees were over-empowered @Josh_Bersin HR track at #e2conf

MeganMurray: Getting into the guts of human issues, HR and collaboration in M1. #e2conf

ryanvesely: #e2conf collaboration is impactful when HR processes and org culture are aligned. Think about how you bring collab to performance

 

Picture credit: Alex Dunne (Josh Bersin, me, Michelle Johnston CPP, Oliver Marks – sorry Danny Portillo Rypple’s been cut off)

Technorati Tags: Dan Porillo,Rypple,Josh Bersinm Michelle Johnston,Oliver Marks,HR,Compliance,Strategy,Enterprise 2.0,conference,Santa Clara

 

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HR Collaboration Strategies at E2.0 Conference

 

  After this Summer’s E2.0 conference in Boston, where I suggested that people were trying to develop something that was basically designed to develop collaboration in a fairly non-collaborative sort of way – eg without much input from the HR profession – I proposed to speak on HR at the follow-up conference in Santa Clara.

I didn’t expect much of a positive response, and certainly didn’t expect to see HR turning into a track of its own at the West coast conference, so full credit to TechWeb for listening and having the imagination to try something new.

I ended up being on two panels and will post on these shortly, and I  also presented on Culture (I’ll put my notes on this up at Social Advantage).

But first, I just wanted to make a hat tip to the opening keynote, and the session on real-world HR problems I didn’t participate on.  Here are some of the tweets from these:

joningham: @billmcnee @olivermarks @ciaramsmyth Tony Treglia HR meets E2.0 and the Cloud #e2conf starting next http://tv.e2conf.com #cipd10

joningham: @petefields @bethrivera @leighlevensaler Lisa Ackerman @olivermarks on real world HR problems #e2conf-14 #e2conf #cipd10

mikegotta: When HR groups see themselves in a strategic (vs. admin) role - they can be a key champion and sponsor of E2.0 initiatives #e2conf

joningham: Needs to be included RT@MikeGotta E2.0 enables workers to gain reputation score/rank/rating - impact performance reviews? Risk item? #e2conf

joningham: @ciaramsmyth HR professionals need to be capable in explaining how 2.0 supports productivity etc #e2conf #cipd10 #connectinghr #chrchat

joningham: ciaramsmyth HMH piloting E2.0 = "Executive 2.0" - reverse mentoring programme! #e2conf #cipd10

cflanagan: RT @gialyons: #e2conf Houghton-Mifflin is implementing reverse mentoring for their execs this year <-- GREAT #e20 tactic 4 trad'l cultures!

mikegotta: Interesting session some of the "behavioral" discussion calls out the need perhaps for orgs to have people versed in sociology etc #e2conf

cflanagan: Some co's use social tools to promote brand, yet block employee access. Must match action. Move beyond fear. Trust employees #e2conf

mikegotta: "relationship onboarding" - we need to get employees connected more effectively to peers, teams, communities, etc - E2.0 helps #e2conf

TylerCagni: Collaboration platform must answer THE question 'does this help ME do my job better?' HR track #e2conf

 

All the conference tweets are available here.  Also see David Sparks’ write-up on the keynote.  And Rawn Shah’s summary of this and the track sesions in Forbes.  Or this list of all the blog posts from the conference.

Videos of all the keynotes are available at http://tv.e2conf.com.

The track whitepaper is at http://www.e2conf.com/whitepaper/HR.

 

Picture credit: Alex Dunne (Oliver Marks, Eric Lane (Intuit), Ciaram Smyth (Houghton Mifflin Harcourt / HMH), Tony Treglia (Aviva), Bill McNee (Saugatuck Technology)

Technorati Tags: Enterprise 2.0,conference,HR,collaboration,technology,strategies,keynote,panel,Oliver Marks,Eric Lane,Intuit,Ciara Smyth,Houghton Mifflin Harcourt,HMH,Tony Treglia. Aviva,Bill McNee,Saugatuck Technology

 

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Socialising the CIPD Annual Conference

 

  I’m not at the CIPD annual conference today as I’m presenting tonight at the HR 2.0 track at the Enterprise 2.0 conference in San Francisco.

But I sent the CIPD some inputs on the conference this Summer and thought it might be worth reviewing how things have progressed in the conference this year.

So, I wrote:

1.   You could do with social media being on the conference agenda.  This is one of the biggest trends impacting organisations now and HR / the CIPD are still well behind the curve.  Ideally you'd have one or more sessions on quite early, followed by the tweet-up etc to drive interest in this.

-   Social recruiting / social learning

-   HR supporting social media in the business

-   Another opportunity would be a session with a bloggers panel, like SHRM did in 2009 when they woke up to social media.

How have they done?  Well, they’ve got Charlie Johnston from Cisco presenting what should be a great session, and CIPD  staff are talking about 2.0 in the exhibition but that’s it.

And yes they are following up with an event on ‘web 2.0 recruitment’ shortly afterwards, but this agenda needs to be included in the main event as well.

….

2.   And you could have some practical workshops on using social media as well as sessions during the exhibition - how to use Twitter etc

Not included.

 

3.   You might want to proactively invite some more bloggers to attend as press rather than waiting for them to apply (and feeling that you probably won't be interested).

I did get a press invite to the conference this year – the first time I’ve not had to push for one – so a big tick for this one.

 

4.   The tweet-ups have been fine, they'll continue to grow.

… as you can see from the booking list… (I think there were only about ten of us last year).

 

5.   You could have some twitter stream displays up - like you did at HRD a few years ago (I don't think this was very successful then but there are more people tweeting now).  And perhaps even some displays up as a backchannel during sessions, particularly those on social media.

Don’t know – hopefully someone will comment and let me know…

 

6.   If you see the conferences as a way to engage with your membership rather than a revenue generator (which is what most of your members think you this of it as!), you want to live broadcast some of the sessions too eg the keynotes, particularly those presented by Jackie et al, and any focusing on social media again.  Don't charge for access!

Not being done (but perhaps it was asking a lot!)

 

7.   You need to do something to get the conference attendee community sites working better.

Don’t know…

 

8.   Use interactive devices to involve the audience - eg Spotme / Crystal Interactive.  What are those devices people can wear which ping when you get close to someone with similar interests to you.  Some of those.

Doubt it!

 

9.   You need more CIPD people to sponsor use of social media too.  You've got a lot of people blogging and tweeting but they're not doing it at the conference.  They should be.  And listening to what other people are blogging and tweeting.  And responding to their tweets.

The CIPD has got its fair share of bloggers, although I think including all their blogs at cipd.co.uk limits their creativity.  And there are some ‘meet the CIPD blogger’ sessions in the exhibition (a bit of a strange combination of meet the CIPD, and a meet the bloggers panel).  But I doubt they’ll be doing much blogging or tweeting at the conference.

 

10.  Building on this point, can't you get CIPD people to actually look at and talk to delegates as they're walking around instead of looking like they're far too busy to do anything as menial as actually talk to their members!  And not hiding away in the speakers lounge.

I’ll need some comments on this…

 

11.   And this is nothing about social media but all about being social also basic conference design.  Don't allow your speakers, particularly CIPD people (eg your Next Generation HR session) to run out of time for questions!  Nothing turns an audience off like it.

We’ll see whether there’s an improvement here compared to last year….

 

If you’re not at the conference either and in the absence of video streaming still want to follow proceedings from afar, the best people to follow will probably be Mike Morrison @rapidbi and Charlie Elise @charlie-elise.  The hashtag is #CIPD10.

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For more about socialising conferences, see this recent post from Andy Headworth at Sirona Says.

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Technorati Tags: CIPD,CIPD10,Annual,Conference,ACE,Manchester,social,media,2.0

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Why I support Influencer lists

 

  I particularly enjoyed this post from ‘TheHRD’ earlier this week.  But I’ve already commented to say that I don’t totally agree with him.

Given my connection to this topic (having just been blogging on it quite extensively, and being one of the people on one of the lists as well) I wanted to expand on my reasoning for suggesting it’s important.

 

Measurement

HR is now obsessed (I’d suggest too obsessed) with measurement.  And we know we should be measuring more of what’s important.

So are we saying influence isn’t important?  That would be dumb.  It is and it always will be – it’s just the way influence is exerted that’s changing.

So if it’s important, we should try to measure it.  As I said in my comment to the HRD, I don’t think our current ways of measuring it work that well.

Actually, I was with Sian Harrington from HR Magazine on the day the HRD’s post came out and explained to her that I wasn’t criticising their research methodology.  (I was criticising the nous of HRDs who had unthinkingly selected people who had, for example, left the UK years before (and have no noticeable impact on the global stage).

But I don’t think we should criticise our desire to measure it – within our organsiations – and across our profession as well.

 

Social

Influence is changing.  It’s becoming more social, and more online as well.

John Sumser is leading the way in new ways of measuring both of these kinds of influence.  His lists are also, and deservedly, criticised – but again, I don’t think we should criticise the attempt.

Yes, there are better ways of measuring influence - I’m a fan of social network analysis for example (and can conduct one in your organisation for you).

But no one has figured out to conduct an SNA across a whole profession, so at the moment, John’s HRExaminer lists are about the best thing that we have (see more on influence in HR Examiner here and here.

 

Talent

The last reason I think we should support HR influencer lists is their connection to talent management.

Linked to my point on social influence, talent is increasingly less about individual ability to have an impact, and much more about having impact through networks and relationships.

Yet in his work on SNAs, Rob Cross suggests just 10-20% of those the most connected, key influencers in most organisations are members of these organisations’ talent pools.

We need to better understand influence, so that we can be sure we’re identifying and measuring talent in the right way.

 

Technorati Tags: John Sumser,HR Examiner,influence

 

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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.

.

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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How to… Develop an HR 2.0 Strategy

  I’ve got an article on HR 2.0 in the current edition (volume 9 number 6) of Strategic HR Review.
I suggest that HR practitioners wanting to gain benefits from social media need to:

1. Develop a vision of the future
2. Take their first steps towards the vision
3. Provide governance and training
4. Sponsor HR 2.0 themselves
5. Monitor and improve.

There are good examples of organisations following this sort of approach in the journal – although it’s a shame that some of them are rather similar to each other eg a US based retailer (presumably Safeway Stores) and a UK / EMEA based retailer, River Island, both introducing social recruiting approaches.
The most interesting article to me are ones on Alfa Laval’s virtual strategy process which describes virtual working and leading as something you need to learn as a new discipline but also notes Ashridge research showing that entirely virtual processes can be extremely effective for team building: “Several participants interviewed afterwards said they that although they originally felt that the face-to-face was needed, they now thought that the process would only work if completely virtual”.
This echoes my own experience – I think we can do a lot more over technology than we often believe we can.
It’s a worry then that a short review of research conducted by Google and the Future Foundation suggests that:

• Only 12% of employees express satisfaction with the technology available to them at work
• 44% say the technology they use in their personal lives is better than that available to them in the office.

For more on HR 2.0 strategy, see this previous post.
Or look out for new posts from the HR track at the Enterprise 2.0 conference next week.
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Technorati Tags: HR,2.0,technology,social,media,recruiting,Strategic HR Review

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HR Metrics for Business Improvement and Strategy Alignment

 

  I’ll also be delivering this programme on HR Metrics for UMI on 6th and 7th December 2010:

Measurement is an increasingly topical and important field for all HR practitioners to understand. However, the need is not simply to know the measures and metrics which are most commonly used to support different areas, but to understand which metrics can be used to support different business contexts, HR strategies and other requirements. In addition, practitioners need to understand how analytical tools can be used to further support the chosen measures.

This short course considers how HR metrics can be selected to align with strategic needs and drive business performance. The course will include inputson best and emerging practices as well as practice in using the approaches and techniques that are presented. The course leader will discuss various case studies within each section of the course and will encourage participants to share their own experiences and insights into the use of appropriate metrics.

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Technorati Tags: Metrics,measures,measurement,ROI,scorecard,KPIs,HR,talent management,HCM,UMI

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Managing Reorganisations, Restructures and Redundancies

 

  I mainly only deliver open workshops in Asia and the Middle East, but there are also a couple of UK sessions where you can catch me over the next couple of months.

The first is a workshop on reorganisation and restructuring for JSB on 23rd November:

In an environment where change is the only constant, it is crucial that businesses are designed to respond and accommodate change. And as businesses are under increasing pressure to gain – and maintain – a competitive edge, reorganisations are now more commonplace than ever before. Yet businesses are often not fully equipped to plan, prepare and manage restructurings and reorganisations, potential redundancies, mergers and business transfers.

As well as the legal aspects involved in restructures, it is just as important for HR to understand and be able to implement the critical non-legal aspects of restructurings. Reorganisations are one of the biggest changes a business, and its workforce, can undergo. Dealing with staff morale, motivation, productivity and communication of change initiatives is just as important as legal compliance –effective management of change has shown to affect both the short-term and long-term performance of the business post-restructure. HR professionals must develop the skills and knowledge to successfully manage reorganisations and deal with the associated legal and people challenges.

 

I’ll also be delivering another session on HR and social media for JSB on 27th January 2011.

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Technorati Tags: Change,restructuring,reorganisation,redundancies,workshop,JSB

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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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XpertHR HR and Social Media conference

 

    I’m also going to be chairing the XpertHR HR and Social Media Conference in London on Thursday 2 December 2010.

By attending this conference, you will:

• Learn strategies to engage with and promote social media within your organisation. Hear from the experts - Rick Mans, Senior Consultant and Social Media Strategist, Capgemini and our conference chair Jon Ingham, author, blogger, consultant Social Advantage
• Improve employee communication through social media via intranets, wikis, internal and corporate blogs. Hear from Graham White, Director of HR, Westminster City Council
• Harness the business benefits of social learning and knowledge management. Learn more about the tools and resources available for formal and group learning from Yvette Gyles, HR Officer, Allen and Overy
• Make social recruiting a reality. Understand the investment needed to make social channels work for resourcing: Identifying contacts, building a worthwhile network with Martin Cerullo, Director, Resourcing Communications & Innovation, Alexander Mann Solutions
• Prepare to mitigate the potential risks social media poses by developing the right strategy for your organisation. Sarah Bull, Solicitor, Bates Wells and Braithwaite London LLP will show you how.

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Technorati Tags: XpertHR,HR,social media,recruitment,learning,December,2010

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• Consulting - Research - Speaking  - Training -  Writing
• Strategy  -  Talent  -  Engagement  -  Change and OD
• Contact  me to  create more  value for  your business
• jon  [dot] ingham [at] strategic [dash] hcm [dot] com

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