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How HR Connects the Workforce and Transforms the Enterprise with Systems of Engagement
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Speakers: Mary Ann Johnson World Wide Business Value Executive Consultant IBM Salman Sheikh Product Manager IBM Elyse Anchell Product Manager IBM
How HR Connects the Workforce and Transforms the Enterprise with Systems of Engagement
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Sarah Sipek Associate Editor Workforce magazine
How HR Connects the Workforce and Transforms the Enterprise with Systems of Engagement
#WFwebinar
Mary Ann Johnson World Wide Business Value Executive Consultant IBM
How HR Connects the Workforce and Transforms the Enterprise with Systems of Engagement
Salman Sheikh Product Manager IBM
Elyse Anchell Product Manager IBM
HR Driven Systems Of Engagements Salman Sheikh, Product Manager
© 2014 IBM Corporation 11
Social Engagement at every stage of an employee’s journey
Candidate
New Hire
Employee
Leader
“67% of new employees plan to leave when they feel
unsupported, like they aren’t even a team member.” 2
“1 in 6 job-seekers tribute social media for helping find their
current job.” 1
“More employees feel recognized in organizations that use social
collaboration technology.” 3
“The most commonly used learning resource is coworkers or subject matter experts within the
organization.” 4
Source: 1. Brandwatch.com; 2, 3,4 WorkTrendsTM 2013 U.S.
© 2014 IBM Corporation 12
Systems of Engagement 101
CONVERSATIONS COLLABORATION
KNOWLEDGE SHARING SOCIAL NETWORKING
FORUMS
CHAT
COMMUNITIES
ACTIVITIES
VIDEO
MICROBLOGGING
FILE SHARING
CONTACTS
EXPERTISE
FOLLOWERS
© 2014 IBM Corporation 13
How do we attract the best candidates?
How do we know they will fit
our culture?
How do we build a pipeline of good talent that we can tap
when the hiring need arises?
How do we avoid losing good applicants to the
competition?
What’s it like to work here?
What kind of people are successful here?
Why would I want to work for
this company over the competition?
Recruiting processes are so
impersonal, what will the interview process be like
here?
Candidate New Hire Employee Leader
© 2014 IBM Corporation 14
External Talent Community • An extension to the career site • Candidates can sign-up to get access
to exclusive, behind-the-scenes info about the company
• Provides an engaging environment to convert passive candidates into active job seekers
• Builds pipelines of prime passive talent that recruiters can tap into when the hiring need arises.
Applicant Engagement Tools • Social networking and social media to
keep applicants engaged during the hiring process
Candidate New Hire Employee Leader
© 2014 IBM Corporation 15
Candidate New Hire Employee Leader
Talent Communities As a Job Seeker
I visit a career site for a prominent business to explore opportunities I’m impressed to learn about the company’s forward thinking values, culture and work
environment But wonder if this is just good marketing?
I notice a registration link for their Talent Community so I sign up and discover … Blogs from leadership describing an outlook for future growth and opportunity Q&A between other candidates and Recruiters – which help answer my questions Videos from real employees describing what its like to work and succeed here
Intrigued by one of the videos, I post a question and begin an online dialog Now …
I am building connections within the organization and not likely to be swayed by competition My tweets and likes about the company attract other prime candidates to the community
© 2014 IBM Corporation 16
Candidate New Hire Employee Leader
Extending the Interview As a Hiring Manager
Prior to inviting key applicants for interviews, I connect with them via the social network and... Request them to share their portfolio and sample work I share product/process documentation and test their understanding by asking for their
ideas on improvements After the interview
My team and I continue with follow-on questions to help further refine our evaluations I answer any follow-up questions the applicant may have My team comment, rate and tag on specific attributes of the applicant profiles
Now … My selection team has greater insight into an applicant prior to investing in face to face time Impersonal and detached hiring practices are replaced by a continuous engagement with
prime applicants
© 2014 IBM Corporation 17
Complete new hire paper work faster and reduce time
to productivity.
How do we keep new hires from getting wooed by the
competition?
Prepare new-hires to hit the ground running on Day 1.
Ensure new-hires are aligned with business priorities and
vision.
Did I make the right decision to join this company?
Who can I go to if I have a
question?
I can’t be the only one who’s run into this problem.
Who will I be working with
and what will my role in the team be?
Candidate New Hire Employee Leader
© 2014 IBM Corporation 18
Pre-Hire Community • External Onboarding Community that
provides key company, process and job information to new hires.
• Provides a way for new hires to get answers to their questions from HR and their future Managers.
• Enables new hires to start learning about the company, it's values, it's culture and its people.
• Prepares new-hires to hit the ground running on their first day on the job.
• Accelerates the onboarding process with supplemental access to resources and experts.
Candidate New Hire Employee Leader
© 2014 IBM Corporation 19
Social Onboarding As an HR Manager
I have established a community that provides new hires access to key resources and people to further integration into the company, it’s culture and it’s teams: Welcome video from the CEO sharing key corporate messages around mission and values Central access to handbooks, policies, guidelines & FAQs Training resources Forums for Questions & Answers Access to upcoming orientation events
Each new hire is added to this community and enrolled into an Activity that walks them through the necessary information and resources
Now, new hire’s … Feel confident about their first day on the job Are self-sufficient to get answers they need to be productive
Candidate New Hire Employee Leader
© 2014 IBM Corporation 20
Starter Network As an Hiring Manager
Every time I hire a new employee … I write a welcome message on their Personal Wall introducing them to key colleagues:
“Hi Jessica! Welcome to the Team! I wanted to take a few minutes and introduce you to @Tom Hamlin and @Amber Green who you will be working with very closely in the coming weeks. Also, please meet @Brian Schactman, who recently joined the team as well and can help you get oriented and can answer any questions as you start to settle into your new role.”
Now, the new hire can quickly … Learn about and get connected with key individuals to accelerate onboarding Get engaged using the social platform to advance their learning curve
Candidate New Hire Employee Leader
© 2014 IBM Corporation 21
Market and business needs change frequently, employee
goals need regular alignment.
Ensure business goals and
objectives are cascaded down to employees.
Provide frequent and
constructive feedback to keep employees motivated.
Create a feedback rich
culture.
Which tasks will provide the greatest benefit to the
business.
How is my work impacting others? And does my
manager know about it?
What areas can I improve on?
My goals become quickly outdated compared to my
actual tasks.
Candidate New Hire Employee Leader
© 2014 IBM Corporation 22
Social Performance • A social twist to Goal definition and
execution. • Goals are defined and managed as
part of the social platform. • Leaders and employees share their
Goals to promote communication, transparency and to inspire
Social Feedback • Online tools that enable real-time
feedback from peers and managers in context of work.
Candidate New Hire Employee Leader
© 2014 IBM Corporation 23
Candidate New Hire Employee Leader
Social Goals As an Employee
When its time to define performance goals, I am presented with recommendations based on: My manager’s goals Business objectives set by our leadership Team or peer goals Past goals defined by other, more senior employees in my line of work
For each goal, I can view its impact and quickly adopt it as my own
Now … I am inspired to create goals that align and utilize my unique expertise to further my career Executives can immediately communicate new strategy and see how the workforce has
shifted to support it
© 2014 IBM Corporation 24
Candidate New Hire Employee Leader
Continuous Feedback As an Employee
By using ‘Social Goals’ I am able to share my goals and view the goals of those I work with As I collaborate (though Communities, File Sharing, etc.) with others to achieve my goals, my
activities are captured against the goals Social feedback (Shares, Likes and Downloads) is organically captured on my contributions I can explicitly request feedback as well as provide it to my peers along the way
Now I am fully engaged as …
I receive immediate and continuous in-context coaching and recognition from those impacted by my work
My performance discussions with my manager are supported by a clear picture of past contribution
© 2014 IBM Corporation 25
How do we get everyone at the same level as our top
performers?
Empower employees to self manage their success.
Keep the top performers engaged and challenged.
How can I learn from others in my field that have been
successful in this organization?
Who are the best mentors for
me to work with?
Candidate New Hire Employee Leader
© 2014 IBM Corporation 26
Social Learning • Platform for experts to share their
knowledge as engaging rich video content.
• Embedded social Q&A to provide in-context answers
Mentoring • Expertise location to enable
employees to find the best mentors • Content Playlists allow
mentors/experts to assemble a sequence of content to guide mentees over a period of time
Candidate New Hire Employee Leader
© 2014 IBM Corporation 27
Candidate New Hire Employee Leader
Learning from Experts As a Subject Matter Expert
I record and share video blogs to present my insight, my expertise and demonstrations of complex tasks
Video lets me be creative, expressive and personal in sharing my thoughts It also is an efficient use of my time as I can quickly articulate ideas and concepts that are
difficult to put down on paper My audience is able to share their sentiments through likes and comments as well ask
questions to get further clarifications
Now … I am recognized as an expert and leader in my field My sphere of influence has grown many folds as people all over the organization can benefit
from my expertise
© 2014 IBM Corporation 28
Candidate New Hire Employee Leader
Mentoring As an Mentor
My areas of expertise are identified through: Official certifications Contribution and experience Recognition by colleagues
I am sought out by employees through social search tools For each of my mentees I develop a Playlist of content and to-dos that I can continue to add to
based on my mentee’s ongoing needs As I attain more mentees I am able to clone the Playlist and personalize for each mentee
Now …
Finding mentors is not limited to who you know personally or personal introductions The best mentors can manage large number of mentees through the use of efficient tools
© 2014 IBM Corporation 29
Add engagement to all your existing Talent Management processes
Recruiting
Onboarding
Performance
Development
The Business Value of Systems Of Engagements Mary Ann Johnson, Executive Consultant
© 2014 IBM Corporation 31
Regarding systems of engagement, what are CHRO’s thinking? Financial outperformers are much more likely to identify themselves as effective in addressing workforce challenges
Source: CHRO1-How important is it for your organization to address the following workforce challenges today and in next 3 to 5 years?; n=320 [CHRO only]
© 2014 IBM Corporation 32
Employee engagement and commitment
Talent retention
Workforce productivity
Talent development
Sourcing and recruiting
Performance management evaluation
Collaboration and knowledge sharing
Talent management
Rapid development of workforce skills
87% 80%
68% 65%
60% 60% 58% 57% 55%
Talent development and employee engagement are on the CHROs’ radar…
Source: CHRO1-How important is it for your organization to address the following workforce challenges today and in next 3 to 5 years?; n=320 [CHRO only]
Importance of workforce challenges today
© 2014 IBM Corporation 33
Employee engagement and commitment
Talent retention
Workforce productivity
Talent development
Sourcing and recruiting
Performance management evaluation
Collaboration and knowledge sharing
Talent management
Rapid development of workforce skills
…with collaboration and rapid skill development an increasing focus over the next three to five years
Source: CHRO1-How important is it for your organization to address the following workforce challenges today and in next 3 to 5 years?; n=320 [CHRO only]
68%
55% 54%
44%
35% 32%
22%
14% 12%
Percentage change in importance of workforce challenges: today vs. 3–5 years
© 2014 IBM Corporation 34
By the numbers: Systems of engagement address top challenges
Accessing, Attracting, Retaining & Developing the best talent possible
Getting new hires started and making them productive as quickly as possible
Nurturing workforce creativity and increasing the speed & quality of decisions
Improving morale & job satisfaction and reducing turnover
Cultivating future leaders who are creative & collaborative
More revenue per employee generated by people-focused businesses* *Bersin Report – The Science of Fit
Faster new hire time to value
Increase in productivity attributable to reduced number of status meetings
Increase in employee retention
Improved engagement & satisfaction
Of global leaders cite talent and leadership shortages as their number 1 business challenge * *Bersin and Associates – Talent Trends, Fall 2002
© 2014 IBM Corporation 35
It’s not what you
KNOW; it’s what you
SHARE IBM
4
3 2
1
5
1 2 3 4 5Source references in speaker notes.
© 2014 IBM Corporation 36
Social Collaboration Technologies Make Finding Experts Easy
62%
76%
79%
80%
80%
81%
None of These(n=6,364)
File Sharing Toolsand Wikis (n=3,014)
Tele- and Video-Conferences (n=2,668)
Enterprise InstantMessaging (n=2,968)
Online Meetings orWebinars (n=3,108)
Social NetworkingCommunities (n=1,327)
Soci
al C
olla
bora
tion
Tech
nolo
gies
Use
d to
Sh
are
Info
rmat
ion
abou
t Em
ploy
ees
% of Employees Who Think it’s Easy to Find Experts
WorkTrends 2013 Global
• Eight out of ten (81%) employees say it’s easy to find experts when their organization uses social networking communities
• In organizations without social collaboration technologies, just six out of 10 (62%) of employees say it’s easy to find experts
Talent optimization
© 2014 IBM Corporation 37
Sennheiser
Tone technicians preparing for concerts need support on issues complicated by types of equipment, specs of venue, and musician preferences
• Identified and expanded global experts
• Engaged expertise with customer service and tone techs through social networks
© 2014 IBM Corporation 38
71% of CEOs:
See employees as the #1 source
of economic value
IBM
3
1
2
4
5
Replacement costs can reach
200%
of an employee’s annual salary
SHRM 2
© 2014 IBM Corporation 39
E-learning resources: Internet search most common, Learning Management System most useful
75% 75% 72% 72% 72% 70% 69%
64%
LearningManagement
System(n=5,824)
MobileTrainingModules(n=2,548)
Organization’s Intranet Search
(n=3,675)
SocialNetworkingWebsites(n=1,941)
MassiveOpenOnline
Courses…
OnlinePresentationsor Webinars(n=3,508)
OnlineHow-ToVideos
(n=3,402)
InternetSearch
(n=7,887)
% o
f Em
ploy
ees
Who
R
ecei
ve N
eede
d Tr
aini
ng
0% 10% 20% 30% 40%
Social Networking WebsitesMobile Training Modules
Online How-To VideosMassive Open Online CoursesOnline Presentations/WebinarsOrganization’s Intranet Search Learning Mgmt. System (LMS)
Internet Search
Which learning resources do you prefer to use?
WorkTrends 2013 Global (n=19,337)
• Employees’ most preferred learning resource is internet search, followed by their organization’s learning management system (LMS)
• Employees are most likely to say their training needs are being met when they use their organization’s LMS and mobile training modules
• Internet search is associated with the lowest level of training needs being met
Talent optimization
Overall average (66%)
WorkTrends 2013 Global
© 2014 IBM Corporation 40
Creating a smarter workforce
Reduced e-mail by up to 25%, shortened on-boarding time by 50%, eliminated unnecessary travel and meetings expenses, and created new channels for engaging customers.
Improved customer service and employee communication
“TD Bank is committed to weaving social networking into
everything we do and how we do it.”
— Wendy Arnott, Vice President of Social Media and Digital Communications, TD Bank Group
Cutting onboarding time by 50%
TD Bank Group improved its internal teaming and its customer service across geographic & organizational barriers, by integrating social business solutions into their operations processes
© 2014 IBM Corporation 41
“The Social Network is
the New Production
Line”
1
2
3
4
5 IBM
1 2 3 4Source references in speaker notes.
© 2014 IBM Corporation 42
• Employees were asked whether their organization uses social collaboration technologies and to rate the level of collaboration in their work environment.
• Among the social collaboration technologies, real-time communication such as instant messaging increase collaboration the most.
• And each technology contributed to improved collaboration amongst coworkers.
• In fact, when all technologies were used, collaboration scores increased by 22 percent.
Multiple social collaboration technologies link to higher collaboration scores
Talent optimization
© 2014 IBM Corporation 43
Increased sales in multiple markets & cut costs by 33%
Russell's Convenience
• Expediting new stores with start-up Activities
• Community of franchisees, architects & builders
• ROI in less than 2 months
© 2014 IBM Corporation 44
Collaboratively find and connect the right candidate to the right position. Streamline assessment and hiring processes. Use externally and internally facing social capabilities to connect HR staff, hiring managers and candidates in the recruiting process.
Involve key stakeholders in delivering a shared vision of onboarding. Approach onboarding as an experience instead of a checklist of tasks and processes. Accelerate time to productivity, increasing the delivery of employee performance milestones.
Break down geographic and organisational barriers that keep employees from the collective intelligence of your company. Interact with your network to make the workday more effective and efficient. Don't limit the usage of tools to the office environment.
Inspire your workforce to make a difference, cultivate leaders and improve performance. Employees who see that their work is making a contribution to the goals of the organisation feel valued and motivated. Employees who get regular feedback feel more engaged and committed to the organisation.
Leaders are most successful when they have the fit to succeed within the organisation. Identify skills gaps and deliver the right content to the right people, at the right time. Spot leadership potential through usage of social tools and drive mentoring.
Examples of IBM HR Systems Of Engagements Elyse Anchell, Manager, IBM Smarter Workforce
© 2014 IBM Corporation 46
Candidate New Hire Employee Leader
© 2014 IBM Corporation 47
Candidate New Hire Employee Leader
© 2014 IBM Corporation 48
Candidate New Hire Employee Leader
© 2014 IBM Corporation 49
Candidate New Hire Employee Leader
© 2014 IBM Corporation 50
Candidate New Hire Employee Leader
© 2014 IBM Corporation 51
Candidate New Hire Employee Leader
© 2014 IBM Corporation 52
Candidate New Hire Employee Leader
© 2014 IBM Corporation 53
Candidate New Hire Employee Leader
© 2014 IBM Corporation 54
Candidate New Hire Employee Leader
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