« This week we introduced our fifth annual research study of the explosive talent management software market.
While we don’t try to summarize this complex space in a single « magic quadrant » or « wave » chart, what we have done is analyze market share, growth rates by segment and company size, vendor key strengths and weaknesses, vendor market position, and many capability details for dozens of vendors. «
The LMS market alone is reaching $2 billion worldwid
The recruiting software market has exploded with new players, despite the continued dominance of Taleo (Oracle), Kenexa (IBM), Lumesse, and LinkedIn
The HRMS market and Talent Management systems market are being integrated rapidly now
We are now well into the 7th year of the « integrated talent management » marketplace, so these products are becoming very integrated, with a new focus on mobile solutions, more social features, directory features, and new features for workforce management
companies want an integrated tool set as we all try to turn HR software into « Systems of Engagement. »
The Power of Connected Classrooms
« What is going to separate the successful students from the mediocre ones in the 21st century? One surprising answer may lie in how they use their cell phones and other technology. «
In a competitive work environment, future employees must have both outstanding technical skills and the dispositions needed for self-organization and self-management. I found that some employees had developed these skills independentl
In reality, those employees were valued more by their teams when they came up with thoughtful alternatives and trade-offs that improved individual and team decision-making using good judgmen
Something magical happens when every student and teacher has a mobile device with 24-7 access to the Internet. The lines between formal and informal learning start to blur. Barriers to guiding independent learners start to fall, and educators finally have the tools to teach in the best way they know how.
With connected mobile devices, students take advantage of down time in the classroom to learn in snippets of time using math apps, spelling apps, e-readers, and more.
The learning day is extended beyond the four walls of the classroom as students continue to work with each other and communicate from wherever they may be after school.
these outcomes are increasingly being reported in schools that support personal, connected mobile devices.
Did mobile devices cause these students to suddenly gain the skills they will need for modern life? No, but they mitigated the obstacles that prevented great teachers from fostering those skills and dispositions in each student while also preparing them with the specific knowledge of math, reading, and science needed to do well on standardized tests
« Last month, Stanford Universityâ€™s Rock Center for Corporate Governance released the results of a survey that examined how 180 top CEOs, senior executives, and corporate directors approach the opportunities and risks associated with social mediaâ€™s meteoric rise. The findings are startling: »
32 percent of their companies monitor social media to identify risks and only 14 percent utilize social media sentiment to measure corporate performance.
Only 24 percent of senior managers and 8 percent of directors request regular reports on the companyâ€™s social media engagement efforts and stakeholdersâ€™ social media sentiment
At the same time, 65 percent of respondents use social media for personal purposes and 63 percent utilize them for business purposes.
1. How do we use social media to engage with customers, open new markets & recruit the top talent?
2. How are our competitors utilizing social media to achieve the goals outlined above? What can we learn from their efforts?
3. How are our executives utilizing social media? Who are they communicating with? What are we allowing them to say?
4. What are our policies on employee use of social media? Are we appropriately training employees on in this critical brand protection and promotion area? How often do we update the policies to ensure they are keeping up with technology?
5. Does our social media outreach comply with existing and potential regulations? What are the implications in terms of Regulation Fair Disclosure?
6. Are we actively monitoring popular social media platforms for negative publicity about the company?
7. Are we actively monitoring plaintiffsâ€™, activistsâ€™, and regulatorsâ€™ social media activity for clues as to where our next crisis might arise?
8. What are we doing to build a burgeoning community of support in the social media space–one that is large enough to enable direct stakeholder communications that can circumvent the traditional media filter?
9. What is our strategy for reaching out to the most influential social media voices covering our industry? Are we treating them with the same respect we would show 60 Minutes or the New York Times?
10. How are we integrating social media strategy with our Search Engine Optimization (SEO) and Marketing (SEM) efforts? Are we taking steps to ensure that these critical initiatives support each other on an ongoing basis?
« I think there is something more to building a social business, yet in a way working in digital is actually a reasonable description of what social business is about. I have not yet discovered a new paradigm that social business would bring us. I am not ruling it out, such a paradigm may yet evolve. Still, for now I view it only as a tool: a tool that makes possible some of the things that people have thought of previously, but have been unable to create as effectively.
Social Total Quality Management: Social tools are perfect for many of the tenets of TQM. This represents an opportunity for the Western world to catch up to the quality ideals prevalent in Japan: TQM may have been too hard for us to adapt previously, but enterprise 2.0 tools make it somewhat easie
Social workplace democracy: Workplace democracy has been attempted every now and then, sometimes even quite successfully
Social Lean enterprise: Lean enterprises already have highly effective processes and information flow methods. Social tools can nonetheless further improve knowledge sharing and also create one thing Lean enterprises do not have in ample supply: serendipity
Social service-dominant company: When the goal is to co-create value together with your customer, the tools provided by social media offer some highly attractive value propositions to a company.
« Connected Learning â€œis an answer to three key shifts as society evolves from the industrial age of the 20th century and its one-size-fits-all factory approach to educating youth to a 21st century networked society.â€ »