Att ha engagerade medarbetare är avgörande för en väl fungerande organisation. En studie från IBM visar också att företag med de högsta nivåerna av engagemang ger ett resultat per aktie som är fem gånger högre än de minst engagerade företagen. Men varifrån kommer engagemanget och hur kan man utveckla det? Vilka spakar kan man dra i för att engagera personalen genom hela dennes karriär?
IBM Social Learning - dra nytta av ert befintliga kunskapskapital
1. IBM Social Learning Suite
Ett sätt att dra nytta av ert
befintliga kunskapskapital
Ola Carlbom, Solutions consultant, Smarter
Wokforce
2. Vaddå
“Sosjall Lörrning”?
Socialt lärande kan definieras som ett
utbyte av information och idéer,
kompletterad genom interaktion med
en personlig eller professionell nätverk
av samarbetspartners. Därför måste
ett program för social inlärning ge
anställda med omedelbar tillgång till
relevant innehåll och tillgång till
erfarna experter som kan förmedla
sin kunskap. Förutom innehåll och
experter, kräver ett program för social
inlärning användning av social
teknik för att låta de anställda att
samarbeta i naturliga sätt som är en
del av deras typiska dagliga
affärsrutiner.
From people perspective we have experienced that people learn in different ways....
So the new questions regarding learning are?
How can we encourage learning on the job? ongoing learning?
How can we support learning at the point of need?
How can we balance the need for authoritative structured content and social knowledge sharing?
How can we encourage anywhere learning?
How can we support more autonomy in learning?
So if we talk about our social learning and collaboration practises and experiences in implementation of social tooling, then we need to say that tooling itself does not generate these effects... Even use of tools does not garantuee value. It needs to be embedded in day to day work practises of business users.
People need to experience these new tools and way if working. In our own IBM jourrney we
Our vision arouns social learning is based on role of learning moving from mostly topdown orchestrated towards bottom up – facilitated learning
The idea is behind is that formalized learning learning will never be just WHAT I need and just WHEN I need
Most of the time expertise is found OUTSIDE the content of learning -----
A relevant question we ask to organization is how they think will survive when their smart people leave.
Where is knowledge reside? How do people get to it? Ho do they leverage? Then you need social tools to capture the knowledge of people and connect.
Traditional definition from, “Social learning is the process through which individuals learn to modify their behaviour by observing the outcomes of othersʼ actions”, Albert Bandura
By identifying your top employees based on critical job roles, tough competition for talent in the marketplace, and performance ratings, you can take your merit budgets and bonus pools and spend them on those key employees to reduce turnover and improve engagement. Employees who believe they are paid fairly are twice as engaged as those who aren’t and we know nothing affects business outcomes more than workforce engagement.
I’d like to share a quick story about investing wisely in people. We did some work within IBM, honing in on a specific population of IBMers by using advanced predictive modeling to identify a list of employees thought to be at a high risk of leaving the company within the next 12 months.
The decision was made to make a really strategic investment. When you consider the cost of turnover, the cost of replacement the time and costs of onboarding a new employee, the time to productivity, losing employees is very expensive.
So what if we made a real targeted investment in the form of a retention bonus? We wanted to pilot this concept. We offered the bonus to half of the people on the list.
The outcome? Those people who we determined based on all of our analytics to be at high risk for turnover and in whom we made a strategic investment - they stayed. Not only did they stay, they became the most engaged they’ve ever been in their careers with the organization working at a measurably higher level.
The pilot worked. And it was a minor investment in comparison to the massive losses that we would have seen from a turnover perspective. And when we examined the group that didn’t receive the bonus, most had left the organization and we had to go through the process of bringing on new people and incur all the associated expense and time.