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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BNHRA - October 27, 2010 - Steve Boese
- 1. BNHRA HR Strategies for the Road to Recovery Steve Boese Rochester Institute of Technology October 27, 2010
- 2. 2 Biography HR Technology Instructor – RIT HRIS Manager - PAETEC Enterprise Systems Consultant Oracle Consultant Independent Consultant Barbecue enthusiast HR Technology Blogger
- 3. Change
- 6. Why?
- 7. “One who works primarily with information or one who develops and uses knowledge in the workplace.”
- 9. How much time do you spend on email each day?
- 10. “I only use email to get a hold of old people like you” - Every teenager or college student you know
- 12. 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
- 13. 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
- 14. Who?
- 15. Close Colleagues
- 17. Ad-hoc Teams
- 18. Partners
- 19. Customers
- 20. Public
- 21. What?
- 22. Content Creation
- 23. Content Creation
- 27. Network Analysis
- 28. Crowdsourcing
- 30. Forums
- 31. Forums
- 32. Blogs
- 35. When?
- 42. Learning
- 44. Content Centered
- 45. Employee Aligned
- 48. Social Networking - Corporate
- 51. Where?
- 52. Ownership Models
- 53. On-premise
- 55. Mobile
- 56. It’s an App world
- 58. How?
- 60. Who cares about this? Who can solve this? Who needs to be involved?
- 61. How are they connected? Enterprise 2.0 – Andrew McAfee
- 63. Tools
- 64. Structure Deploy
- 66. Barriers
- 67. 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
- 68. 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?
- 69. Patience
- 70. Constraints
- 71. Opportunity…
- 72. Resources
- 73. Vendors SuccessFactors – www.successfactors.com Innocentive – www.innocentive.com Socialtext - www.socialtext.com Inmagic – www.inmagic.com Oracle – www.oracle.com Ideastorm – www.ideastorm.com Vanilla Forums – www.vanillaforums.org Wordpress – www.wordpress.org Jobvite – www.jobvite.com SilkRoad – www.silkroad.com Skillsoft – www.skillsoft.com Cornerstone – www.cornerstoneondemand.com NewsGator – www.newsgator.com Confluence – www.atlassian.com Saba – www.sabasoftware.com SelectMinds – www.selectminds.com Yammer – www.yammer.com Box.net – www.box.net Mindmeister – www.mindmeister.com
- 74. Contact Twitter – www.twitter.com/SteveBoese LinkedIn – www.linkedin.com/in/steveboese Email – steveboese@gmail.com Steve’s Blog – www.steveboese.squarespace.com HR Happy Hour Show – www.hrhappyhour.net Delicious - http://delicious.com/steveboese/bnhra
Notes de l'éditeur
- 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 http://www.hrotoday.com/ 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. http://www.flickr.com/photos/vitorcastillo/2994723741/
- 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 Flexible Searchable Common
- 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 - http://www.blogsouthwest.com/ Zappos - http://blogs.zappos.com/blogs
- 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 – www.jobs2web.com – Best Buy Standout Jobs JobVite – TIVO - http://www.tivo.com/abouttivo/jobs/index.html Newton – www.newton.com 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 – www.tomoye.com Select Minds – www.selectminds.com Jive software – www.jivesoftware.com
- Alumni as boomerang hires Role models Sources for other referrals Engagement as consultants
- http://www.flickr.com/photos/hitchster/3060447004/
- 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% http://www.flickr.com/photos/dccxlix/402981172/
- 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 http://www.flickr.com/photos/mozul/320565490/
- Confluence mobile
- Integrated Real-time Shared data model Seamless and transparent Interface Background Batch mode Programming Translation Updates
- 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 Seed Feed Weed Adapt Measure
- 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 Easy 100% Deployed (or close) Familiar Private Channel 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 But Technology drive Complex Expensive 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. http://www.flickr.com/photos/aarongeller/360135019/
- In large organizations the HRIS functions can have many, many constraints Budget 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 http://www.flickr.com/photos/publik15/3335452887/