The Social Transformation of HR
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DESCRIPTIONPresentation deck from when I spoke to the Akron / Cleveland Women in HR. March 6, 2012.
- 1.The SocialTransformation ofHuman ResourcesElizabeth LupferThe Social Workplace@socialworkplace
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. The Invasion of Social Media Employees have their own access via smartphones during the work day. You may want employees to use some socialnetworking tools for valid business reasons Social media doesnt stop at the end of the workday. What happens outside of work can createjust as much concern. 95% of employees use at least one personallypurchased device for work. Employees use an average of FOUR consumerdevices a day. 4. Time to Wake Up, HR! Only 20% ofpolicies arewritten by HR. But 100% ofthem will sooner or later involveHR. 5. Elements of an Effective Policy Creates a culture of trust and emphasizes employeeownership of social media responsibilities. Aligns with your other company policies. Protects the interests of BOTH the organization andthe employee. Stresses importance of company loyalty during andafter core business hours. Includes guidelines on the companys stand on usingpersonal devices for business-related matters. Reviews company policy on usage, the impact ofpersonal usage and what that entails. 6. Elements of an Effective Policy Differentiates use of internal-facing social networkingsites from external-facing ones. Lists all corporate branded profiles, and who isauthorized to speak on the companys behalf. Has been adapted for those who are authorized tosocial network during business hours from those whoarent. (marketing, human resources) States that employees must use professionaljudgment (common sense) where no policy orguidelines exist. Explains how even the most innocent of remarks caninfluence share price, and ramifications of doing so. Explains consequences for violations. 7. Maintaining Your Policy Update your policy annually. Include in your onboarding process. Consider having employeesre-acknowledge their understandingof the policy every 60 90 days. Train and educate on how to complywith your policy, adapting yourtraining for your audience asappropriate. Teach employees to differentiate theirpersonal identity from their businessidentity. 8. Control versus Empowerment To have a policy is not the sameas to police. Risk is unavoidable, but can bemanaged. Employees are loosecannons, right? They could justsay anything. Or not. Treat your employees likeadults. Set expectations of whatproper communication lookslike for your companyregardless of the medium used. 9. HR will never bethe same again! 10. That was then In the past, HR Transformation mostlyfocused on making existing HR services moreefficient, effective, and compliant. The unspoken assumption was that HR wasalready doing all of the things that needed tobe done. Needed to do them more effectively, faster,and cheaper. 11. this is NOW. Although efficiency, effectiveness, and compliance arestill important goals, they now represent the bareminimum that HR is expected to deliver. Social HR technologies are more than just Facebook,Twitter or LinkedIn for recruiting, its aboutorganizational transformation and enabling businessstrategy. Enable business growth by developing new staffingmodels that fit a modern workforce, increasinglybased on offshore talent, contingent workers, andglobal mobility. Deliver forward-thinking capabilities that help respondmore timely and effectively to changes in the businessenvironment, expand global footprint, and increaserevenue and margins. 12. Real Challenges: Ineffectual leadership Disagreements or mixed messaging among topleaders (particularly between the HR Leadershipand Business Leadership teams) resulting inmisunderstanding, inconsistency and lack ofclarity? Leadership is insular in its outlook and is part of atraditional corporate culture which could preventthe recognition of risks and opportunities? Minimal involvement by senior leaders in thechange management resulting in reducedadoption and enthusiasm? 13. Real Challenges: Poor Timing Are there attempts to complete broadchanges simultaneously (either across thebusiness or within HR) that create totaldisengagement? Is there the risk of a premature satisfactionwith initial successes which could halt thechange momentum (complacency)? 14. Real Challenges: BehaviourManagement Are there disengaged groups who couldbecome islands of resistance, preventing thebroad promotion of change? Are there silent resistors who couldundermine the change vision by promotingpersonal agendas? Is there a poor alignment between rewardsand expectations that can present anambiguous change message and discouragechanged behavior? 15. Four Factors for Successful Change Assessed what processes are currently broken, identify your keysupporters, engage stakeholders across the business. Clearly defined not only HRs added value proposition but also theemployee value proposition (how do you brand your organizationto 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 mapfor change needed to turn the strategy into a realistic action plan. 16. A social workplace considers employee behaviorin order to create a trulycollaborative andintegrated social experience 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 byensures 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 tobySocialReputation 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 RetentionOnboardingSocial 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 RecognitionThe Socialproductivity BuildWorkplace Created by The Social Workplace Created by TheloyaltySocial Workplace Created by The Social Workplace Created by Growth & DevelopmentEnablementThe Social Workplace Created by The to 6 mon) (6mn to 24 mn)( 2wksSocial Workplace Clear career path Ensure new hire as Productive relationshipsskills and tools needed Innovation thrivesto succeed 18. Why Is the Employee Cycle the Key to Everything? Acts as a roadmap for assessing judicious use ofsocial technologies for your organization based on theneeds of both the employee and the business Once youve identified the base camps of yourorganizations employee life cycle, you can craft astrategy you know will enhance employee satisfaction,increase productivity, reduce redundancies, and driveunnecessary cost out of the business Accounts for real work goals and processes andfocuses on improving performance, increasingemployee capacity and productivity, and on learningabout learning, in settings that matter Involves all the people who have the power (and whoare necessary) to take action: HR, Communications,IT, Legal 19. Employees Thoughts onReferral Programs 20. Attracting TalentAttraction Peer to Peer Recruitment - A key area that socialreally enables. Allows companies to use their ownemployees as brand advocates and give potentialhires a unique perspective into the culture of thecompany they are thinking of joining Reputation and Brand - Managing and listeningto conversation and gauging sentiment of yourcompanys brand, culture and solutions Referral Schemes Tap into the digital social andprofessional 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. Recruiting Talent Recruitment LinkedIn overwhelmingly trumps Facebook andTwitter as the social network recruiters use tosearch for job candidates, with 48 percent usingLinkedIn alone, according to a recent study byBullhorn, Inc. Facebook is the least-used network by recruiters,although more candidates are looking to use it asa professional tool. And job recruiters might not be tapping all ofTwitters potential. The study found that arecruiters Twitter followers are three times morelikely to apply to a job posting than a LinkedInconnection. Source: http://www.businessinsider.com/infographic-most-recruiters- are-completely-ignoring-facebook-and-twitter-2012-2#ixzz1oIojqurX 22. Solution Providers 23. Onboarding Onboarding( First 2 weeks) Role Specific Groups - Living, breathing documentsbased on a users role, enabling new hires tocomment and provide critical feedback on thedocument to enhance subsequent users experiences. Discussions Boards (think Quora) Question posed bynew hire that are answered by others who have facedthe same challenges Tip / Tricks from the Community Allow new hiresand long time employees to contribute tips to helpothers through the process. Track Search Terms and Refine - As new hires searchfor information, search terms should be saved andanalyzed. This will help to illustrate any large gaps inmaterial that they are attempting to locate as theyget started within the company. 24. Learning andDevelopment Development ( 2wks to 6 mon) Allows employees to set specific developmentgoals with a focus on training. Establish learning