training journal conference slides

Dr Andrea CorbettSoc ia l Bus iness Consu l tan t

Copyright m-hance 2011 2

Today’s lessonEnterprise Social Networks

Conclusion

Using Enterprise Social Networks to support learning and development

Current challenges to learning

What is an Enterprise Social Network (ESN)

Benefits in relation to learning and development

How to make an ESN work for learning and

development


Current challenges to learning


The nature of work has changed

~ 19th Century

20th Century

21st Century

ArtisansHierarchies Networks

Source: Jay Cross


Industrial Revolution

Frederick Winslow TaylorScientific Management (1911)

Functional management

Standard methods

Enforced adoption

Organisational hierarchies


Collaborative revolution

Learning embedded within normal

workflow collaboration systems

Dizzying rate of changeIncreasing complexity

Intangibles are becoming the primary source of value

Work and learn smarter in new and varied ways


So what is Collaborative Learning?

• Knowledge is created through the interaction and collaboration of individuals

• Everyone is a teacher and a student

• Driven by need and accountability

• Integrated into the flow of work

• Provides avenues for employees to engage

• Can be explicit or implicit


Learning timeline

Traditionaltraining

Computeraided training

Learningmanagement

systems

Informal &blendedlearning

Collaborative &Social learning

1990

2000

2005

Today


How learning has changed

Individual learning

Formal learning

Collaborative learning


Grades

Competence

Obedience

Alone

Unchanging knowledge

Independence

Groups

Knowledge is transitory

Hierarchy Network

Push learningPull learning

Passive student Active learner

Courses, workshops Conversation, discovery

Others set the curriculum Learner defines content


“Teach people how to fi sh or better yet, teach them how to learn to fi sh

themselves.”

Harold Jarche


What is an Enterprise Social Network?

13

Mind the Gap

The Enterprise

Consumer web

The enterprise is getting left behind and is struggling to

adapt to current

changes in behaviour and

technology

• Trapped in email

• Legacy systems

• Old ways of working

• Not efficient

• Command/Control

• Hard to navigate

• Not adapting

• Scared

• Disengaged

• Knowledge silos

• New tools/behaviour

• Transparency

• Easy to use

• Innovation

• Easy to find, connect, share, create, consume

• Evolving

• Bold

• Engaged

• Collaborative

14

• Email goes out to 5 Colleagues

• First user sends a direct reply but does not copy in other 4.

• Another user sends a different response but copies in everyone.

• Originator replies but does not copy everyone in.

• Another user replies to all but does not realise that someone else has said the same thing because they have not opened up that email yet.

• Originator sends direct email back to let them know they already have the answer.


Organisation

Formal learning

Water cooler

ColleaguesTeam

Mentors

High performers

Performancesupport

Learn from mistakes

Where do we learn?


"if only HP knew what HP knows, we would be three times more productive."

Lew PlattFormer chief executive of Hewlett-Packard (HPQ)


• Supports the concept of a rich user profile.

• Allows users to communicate with each other in a way that is open and public by default.

• Is based primarily on relationships defined by organisational membership not ‘friendship’ (like Facebook).

Fundamental concepts


Enterprise Social Network

Integration withcorporate systems

People profiles

Tag cloud

Focussed topic groupsand discussionsMicroblogging

Mobile access

Files

Integration withsocial networks

Searching

#


The three C’s

Connect Contribute Cultivate

Build relationships Share your

experiences

Add

Community Share your insight Debate

Content Teach Innovate

Tools Build skills Comment

Experiences Build knowledge Improve

Necessary for your job Share ideas Application of ideas in

new contexts


David - Sales

Follow

Key Customers

Local Office

Company Info

Competitors

Products

Benefits:

• Customer / Product knowledge base• Better informed about product offers• Real time updates from ERP• Connected to Local office• Company Brand / Messaging• Competitor Knowledge / Battle cards• Increase Sales


Benefi ts in relation to learning and development


• Keeping remote employees in touch with the office

• Keeping distributed sites connected• Feeds from underlying systems• Knowledge base• Searching• Breaking down knowledge silos• Fewer meetings• Employee engagement• Getting views from grass roots• Top down communication• Lateral communication between

departments• Keeping in touch with industry

news/trends/legislation• People profiles• Focussed topic groups and

discussions• Social media monitoring• SharePoint integration• Connections outside the enterprise• On-boarding• Spot, recognise and reward talent• Flexibility and agility• Innovation support• Support enterprise culture• Drive more profitable behaviour• Improved productivity• Win more sales opportunities• Brainstorm ideas• Manage projects together• Solve customer issues• Connect with experts• Collaborate without boundaries

Benefi ts of an ESN


Benefi ts for Collaborative Learning

• Creates knowledge through the interaction and collaboration of individuals

• Everyone is a teacher and a student

• Copes with the increasing complexity of the enterprise

• Manages change

• Allows people to work and learn in smarter ways

• Driven by need and accountability

• Provides learning that is integrated into the flow of work

• Increases employees engagement

• No geographical or temporal boundaries


Intangibles are becoming the primary source of value

Enterprise Social Networks provide the platform for knowledge to be learned and shared in an enterprise.

Social capital and know-how have replaced plant and equipment as economic value creators.


The bottom line

$900 billion-1.3 trillion (annual value that could be unlocked via social technologies in 4 sectors)

2/3rds of thatvalue comes from

communication and collaboration

between and across enterprises…

That’s almost $600 billion-900 billion

20-25% improvement in knowledge worker productivity possible

Source: McKinsey, The social economy: Unlocking value and productivity through social technologies

From this

To This


How to make an ESN work for Learning and development


• Motivation• Culture• Behaviour• Influencers• Community Maturity

It is about:

Remember:the most effective solutions are content-centric, not technology centric.


• organizing and managing training for people – but helping teams and groups to self-organize the approaches that will work for them

• training people to use the social tools – but rather helping them to use them in the context of carrying out their work, and in doing so to work collaboratively and share their knowledge with one another

• training people to be social – but modelling the new collaboration and community skills that will be required

• tracking “learning” activity - but helping teams and groups monitor their own productivity and performance improvements

It is NOT about:


“If you have an apple and I have an apple and we exchange these apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas.”

Conclusion

George Bernard Shaw


Dr Andrea Corbett

Social Business [email protected]

www.esnsurgery.com@DrACorbett

www.m-hance.com

mailto:[email protected]

http://www.esnsurgery.com/

training journal conference slides

Technology

enterprise

user sends

helping teams

training people

enterprise

work

people

copyright