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The Social Transformation of HR

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Presentation deck from when I spoke to the Akron / Cleveland Women in HR. March 6, 2012.

Publié dans : Business, Carrière
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The Social Transformation of HR

  1. 1. The Social Transformation of Human ResourcesElizabeth LupferThe Social Workplace@socialworkplace
  2. 2. In 2008 it was web 2.0 In 2009 it was social mediaIn 2010 it was social media in the workplaceToday it is about beingsocial in the workplace
  3. 3. The Invasion of Social Media• Employees have their own access via smart phones during the work day.• You may want employees to use some social networking tools for valid business reasons• Social media doesn’t stop at the end of the work day. What happens outside of work can create just as much concern.• 95% of employees use at least one personally purchased device for work.• Employees use an average of FOUR consumer devices a day.
  4. 4. Time to Wake Up, HR! Only 20% of policies are written by HR. But 100% of them will sooner or later involve HR.
  5. 5. Elements of an Effective Policy• Creates a culture of trust and emphasizes employee ownership of social media responsibilities.• Aligns with your other company policies.• Protects the interests of BOTH the organization and the employee.• Stresses importance of company loyalty during and after core business hours.• Includes guidelines on the company’s stand on using personal devices for business-related matters.• Reviews company policy on usage, the impact of personal usage and what that entails.
  6. 6. Elements of an Effective Policy• Differentiates use of internal-facing social networking sites from external-facing ones.• Lists all corporate branded profiles, and who is authorized to speak on the company’s behalf.• Has been adapted for those who are authorized to social network during business hours from those who aren’t. (marketing, human resources)• States that employees must use professional judgment (common sense) where no policy or guidelines exist.• Explains how even the most innocent of remarks can influence share price, and ramifications of doing so.• Explains consequences for violations.
  7. 7. Maintaining Your Policy• Update your policy annually.• Include in your onboarding process.• Consider having employees re-acknowledge their understanding of the policy every 60 – 90 days.• Train and educate on how to comply with your policy, adapting your training for your audience as appropriate.• Teach employees to differentiate their personal identity from their business identity.
  8. 8. Control versus Empowerment• To have a policy is not the same as to police.• Risk is unavoidable, but can be managed. Employees are loose cannons, right? They could just say anything. Or not.• Treat your employees like adults. Set expectations of what “proper” communication looks like for your company regardless of the medium used.
  9. 9. HR will never bethe same again!
  10. 10. That was then…• In the past, HR Transformation mostly focused on making existing HR services more efficient, effective, and compliant.• The unspoken assumption was that HR was already doing all of the things that needed to be done.• Needed to do them more effectively, faster, and cheaper.
  11. 11. … this is NOW.• Although efficiency, effectiveness, and compliance are still important goals, they now represent the bare minimum that HR is expected to deliver.• Social HR technologies are more than just Facebook, Twitter or LinkedIn for recruiting, it’s about organizational transformation and enabling business strategy.• Enable business growth by developing new staffing models that fit a modern workforce, increasingly based on offshore talent, contingent workers, and global mobility.• Deliver forward-thinking capabilities that help respond more timely and effectively to changes in the business environment, expand global footprint, and increase revenue and margins.
  12. 12. Real Challenges: Ineffectual leadership• Disagreements or mixed messaging among top leaders (particularly between the HR Leadership and Business Leadership teams) resulting in misunderstanding, inconsistency and lack of clarity?• Leadership is insular in its outlook and is part of a traditional corporate culture which could prevent the recognition of risks and opportunities?• Minimal involvement by senior leaders in the change management resulting in reduced adoption and enthusiasm?
  13. 13. Real Challenges: Poor Timing• Are there attempts to complete broad changes simultaneously (either across the business or within HR) that create total disengagement?• Is there the risk of a premature satisfaction with initial successes which could halt the change momentum (complacency)?
  14. 14. Real Challenges: Behaviour Management• Are there disengaged groups who could become islands of resistance, preventing the broad promotion of change?• Are there silent resistors who could undermine the change vision by promoting personal agendas?• Is there a poor alignment between rewards and expectations that can present an ambiguous change message and discourage changed behavior?
  15. 15. Four Factors for Successful Change• Assessed what processes are currently broken, identify your key supporters, engage stakeholders across the business.• Clearly defined not only HR’s added value proposition but also the employee value proposition (how do you brand your organization to your own employees)• Developed your change management and communications plan: – Constructing a new HR vision / mission – Redesigning work processes – Redesigning jobs and organization structure – Building new competencies – as your company changes, you must also re-evaluate the skills each employee will need to be successful in their jobs• Create and agree with the business (and across HR) the road map for change needed to turn the strategy into a realistic action plan.
  16. 16. A social workplace considers employee behavior in order to create a truly collaborative and integrated social experience
  17. 17. Created by The Social Workplace Created by The SocialWorkplace Created by The Social Workplace Created by TheSocial Workplace Created by AttractionSocial Workplace Created by TheThe Social Workplace Created brand The Social Workplace • Great employer by ensures candidates applyCreated by The Social Workplace Created by The Social Separation before you need them RecruitmentWorkplace Created by The Social Workplace Createdhire The • Gather Feedback • Faster time to bySocialReputation Mgmt • Workplace Created by The Social Workplace cost per hire • Lower Created byThe Social Workplace Created by The Social WorkplaceCreated by The Social Employee Life Created by The Social WorkplaceWorkplace Created by The Social Workplace Created by The Cycle Retention OnboardingSocial Workplace Created by The Social Workplace Created by (24 mn to ( First 2 weeks) disengagement)The • Benefits Social Workplace Created by The Social Workplace • Accelerate time toCreated & by The Social Workplace Created by engagement and • Compensation • Reward Recognition The Social productivity • BuildWorkplace Created by The Social Workplace Created by The loyaltySocial Workplace Created by The Social Workplace Created by Growth & Development EnablementThe Social Workplace Created by The to 6 mon) (6mn to 24 mn) ( 2wksSocial Workplace • Clear career path • Ensure new hire as • Productive relationships skills and tools needed • Innovation thrives to succeed
  18. 18. Why Is the Employee Cycle the Key to Everything?• Acts as a roadmap for assessing judicious use of social technologies for your organization based on the needs of both the employee and the business• Once you’ve identified the base camps of your organization’s employee life cycle, you can craft a strategy you know will enhance employee satisfaction, increase productivity, reduce redundancies, and drive unnecessary cost out of the business• Accounts for real work goals and processes and focuses on improving performance, increasing employee capacity and productivity, and on learning about learning, in settings that matter• Involves all the people who have the power (and who are necessary) to take action: HR, Communications, IT, Legal
  19. 19. Employees’ Thoughts on Referral Programs
  20. 20. Attracting Talent Attraction• Peer to Peer Recruitment - A key area that social really enables. Allows companies to use their own employees as brand advocates and give potential hires a unique perspective into the culture of the company they are thinking of joining• Reputation and Brand - Managing and listening to conversation and gauging sentiment of your company’s brand, culture and solutions• Referral Schemes – Tap into the digital social and professional graphs of employees and networks• Talent Communities - Connecting job seekers Source: Recruiting Future @Matt Alder http://recruitingfuture.com/2011/03/08/redefining-social-recruiting-for-2011/
  21. 21. Recruiting Talent Recruitment• LinkedIn overwhelmingly trumps Facebook and Twitter as the social network recruiters use to search for job candidates, with 48 percent using LinkedIn alone, according to a recent study by Bullhorn, Inc.• Facebook is the least-used network by recruiters, although more candidates are looking to use it as a professional tool.• And job recruiters might not be tapping all of Twitters potential. The study found that a recruiters Twitter followers are three times more likely to apply to a job posting than a LinkedIn connection. Source: http://www.businessinsider.com/infographic-most-recruiters- are-completely-ignoring-facebook-and-twitter-2012-2#ixzz1oIojqurX
  22. 22. Solution Providers
  23. 23. Onboarding Onboarding ( First 2 weeks)• Role Specific Groups - Living, breathing documents based on a users role, enabling new hires to comment and provide critical feedback on the document to enhance subsequent users experiences.• Discussions Boards (think Quora) – Question posed by new hire that are answered by others who have faced the same challenges• Tip / Tricks from the Community – Allow new hires and long time employees to contribute tips to help others through the process.• Track Search Terms and Refine - As new hires search for information, search terms should be saved and analyzed. This will help to illustrate any large gaps in material that they are attempting to locate as they get started within the company.
  24. 24. Learning and Development Development ( 2wks to 6 mon)• Allows employees to set specific development goals with a focus on training.• Establish learning communities to connect employees with one another who are on similar development plans, connecting employees who are registered for the same learning course before, during and after the course actually occurs
  25. 25. Growth through Growth & Enablement Innovation (6mn to 24 mn)• Higher levels of engagement are strongly related to higher levels of innovation.• 59% of engaged employees say that their job brings out their most creative ideas against only 3% of disengaged employees. (Gallup)• Foster and support innovation that have acknowledged results – Establish a platform for idea submission – Create a council that reviews the submissions and who is accountable for reviewing them with senior leaders – Realize and act on ideas that are realistic and executable for the business
  26. 26. Solution Providers
  27. 27. Retaining Employees Retention (24 mn to disengagement)• Sentiment – what do your employees think means just as much as what they do• Productivity – giving employees the tools necessary to learn, plan and do their work and personal lives• Self Service – enabling day to day transactions and making them available both inside and outside the firewall• Knowledge Management – collaboration, information sharing, instant communication
  28. 28. Compensation Retention (24 mn to disengagement)• Using Social Business Tools/Platforms give employees an idea of how their actions impact on overall company performance helps them exceed their own objectives.• Providing features like endorsements and strong individual analytics will go a long way toward having employees use this data to support them meeting and exceeding their objectives.
  29. 29. The Future of Performance Management 49% of your employees would leave their current job for a company that clearly recognized them.
  30. 30. Social Recognition Retention (24 mn to disengagement)• Companies who strive to create a culture of innovation must reward and recognize employees in innovative ways.• Rewards and recognition tends to be event driven; either by service anniversary or annual review.• The actual reward has no value to the employee• Current programs are extremely isolated and do not allow for recognition by peers. Using a social layer, not only can the employee see the recognition, but any colleague that is within that employees’ network can see that the employee has received a recognition message as well.• The burden of executing a rewards and recognition program falls solely on the shoulders of Human Resources.
  31. 31. What’s in a Social Retention (24 mn to Intranet? disengagement)• Collaboration sites and Knowledge Share – Internal Twitter, employee blogs, threaded conversations, Idea Generation• Gamification – Point-based Social Recognition and Achievement• Smart technology – RSS feeds, Enterprise Search; Social Tagging (employee-generated keyword tagging of intranet content)• Mobility and External Access• Social Sharing – ability to share projects, successes and stories instantly and across multiple platforms• Not just instant messaging, but real time and threaded conversation streams
  32. 32. Social Mobility = HR Agility Retention (24 mn to disengagement)• Employee Directory - search by name, title, location, etc. org charts, full worker profiles, social networking, and the ability to complete simple employee actions such as small job changes, updating of a goal, etc.• Workforce Communications – important comms through mobile RSS, extranet content• Workforce Analytics - mobile dashboards off information coming from data sources like Excel• Recruiting -- inform candidates of upcoming interview schedules, provide background on the organization, the people they are interviewing with, sharing of recruiting collateral like videos, and if an offer is extended, you can provide an updateable list of pre- boarding activities.
  33. 33. What’s Not Ready Retention (24 mn to for Mobile disengagement)• Mobile applications are great for taking one to two actions such as an approval and adding a comment to that approval.• Some human resources applications are just too time intensive for workers or just too complex to have on a mobile device. – Performance Reviews – Approval of performance reviews, creating / modifying performance reviews, responding to the worker’s review, or co-workers providing 360-degree feedback – Compensation Planning or very complex transactions – stay away from replicating large pieces of functionality on different mediums because it is very cost and time prohibitive
  34. 34. Maintaining Relationships Separation• Just because an employee leaves doesn’t mean you can’t work to maintain the relationship• Manage your reputation as much as possible and establish closely governed alumni communities for employees who have left the company.• When your employees separate from the company it is a great time to collect feedback and to include that into your sentiment dashboard
  35. 35. Are you ready to transform?• HR Strategy – setting the globalization strategy and identifying partners• HR organization -- HR Leadership team, HR business partners and generalists• Workforce analytics – the numbers behind HR, benchmarking• Service delivery – improve efficiency on existing and emerging technologies• Functional areas – Talent, Payroll, Benefits and Compensation
  36. 36. Solution Providers• Complete list of Who’s Who in Social HR Technology, visit: – http://www.thesocialworkplace.com/2012/01/ 24/whos-who-in-social-hr-technology/
  37. 37. Thank you!• The Social Workplace – http://www.thesocialworkplace.com• @socialworkplace