“Each year Jane McConnell produces a report looking at Digital Workplace Trends. The 2013 edition was released recently and provides an interesting insight into the state of social business today. The report highlights a number of key areas impacting upon the digital workplace this year.”
Slightly worryingly though the report also found that just over 1/3 organisations align their social strategy with high-level strategic goals.
What is clear however is that the digital workplace is not something thatâ€™s up for debate. 86% of large organisations either have one already or are in the process of building in the tools necessary.
The report found that whilst many senior managers provide vocal support, significantly fewer actually walk the walk
mobile will play a big part in social business in 2013
Whilst early adopters regularly use instant messaging, video conferencing, co-created content, expertise directories and internal communities, the majority lag some way behind.
“â€œThereâ€™s a lot of value to be created and added through data analytics,â€ she says, â€œwhether itâ€™s doing a better job spotting talent outside to attract to the company, or doing predictive analysis of who is likely to leave and what are the factors, so you can intervene before that point is reached to try to change the trajectory. Thereâ€™s a ton of opportunity there.â€”
What weâ€™ll find is a reinvention of some very traditional processes in companies and a rethinking of how HR gets done
â€œYou can literally drill down to where itâ€™s happening,â€ says Axelrod. In addition to seeing departmental or managerial hotspots for leaving, eBay can identify other, less obvious factors. â€œIf somebody has been in a role for three years, hasnâ€™t been promoted, and hasnâ€™t changed roles, thereâ€™s a far higher probability of attrition than someone who doesnâ€™t have those circumstances,â€ she says
When you say it out loud, it may sound obvious. But until you look at the data, it doesnâ€™t necessarily compel you to find the people who have that situation and go have a career conversation with them
The company has also used analytics to reduce employee attrition following maternity leave by identifying policies to adjust,
In many ways, the biggest obstacle to leveraging Big Data in the search for talent may be HR practitioners themselves.
Even if many HR professionals donâ€™t have a data background, â€œthere are other places in their company this talent exists
itâ€™s a tremendous way for HR to have an impact on the performance of a business
“My theory: Teens eschew Facebook and Twitter for Instagram, Tumblr, Snapchat and other apps not because they’re a new, different generation, but because they don’t yet have much of an identity to boast of.”
a large percentage of Tumblr users actually donâ€™t WANT an audience. They do not want to be found, except by a few close friends who they explicitly share one of their tumblogs with.
Facebook and Twitter are means for people to shape, extend, and inflate their personal identity
As for the fact that teens seem so fond of “sexting” and sharing provocative photos, the kinds of things that aren’t often done on Facebook and Twitter, there’s an easy explanation for that: While teenagers lack opinions, knowledge, self-confidence and personal identity, they’re entering their peak years of physical fitness and health. Distasteful as it may be, their physicality is probably the most impressive thing they have to share with one another
“Now lets shift our focus from the customer to the employee and ask ourselves the same question. Can analysis of the employee and their interactions help the business make better decisions? If we truly understood what was going on across the enterprise (e.g the interactions and activities that closed a deal) and not just the end result (e.g the deal closed), how would that inform future decisions? Some customers talk about this as analtyics-driven decision making where they need a Watson-esque answer to a variety of questions ranging from â€œwhich customer should I touch base with this morning?â€ to â€œhow many units of X should I order for the NYC store?â€ to â€œhow can I minimize attrition across all key skill areas?â€.”
. HR is already starting to make the transition â€œfrom data hoarders to data analyzersâ€ with projects ranging from predictive recruitment to learning forecasting to retention analysis. However I believe they are missing their true potential by looking purely to HR scenarios and maybe not recognizing that what they are building is more broadly valuable to the business.
In order for HR to be able to predict recruitment, assess skills & learning, or evaluate attrition risks and actions, they need to grab data from multiple applications across the enterprise; project management systems, development tools, sales applications, and our best friend (perhaps the most valuable of all systems) the Enterprise Social Network
And once they start applying analytics to that data, initially for their own purposes, they start generating much broader value to the business
No-one has yet stepped up to take ownership of the enterprise social graph. I know I would have never assumed it could be HR based on their track record of innovation, but maybe? I
“Ok â€“ so thatâ€™s pretty hard, we have established but few ground rules, and it looks like weâ€™ll wander another 10 or 20 years or so in the desert till its really as true as weâ€™d like to to be, but it does seem inevitable, and so it is. But we could speed it along with more rigorous research and learning. We need to stop trying to ferret out bits of good news and start ferreting out learning. In other words, we need to take our own advice about facing both good and bad news with equanimity and an authentic learning orientation.”
First â€“ the organization, the intranet and collaborative teams are NOT the same thing.
Second â€“ streams are nice. I adore twitter. I adore our internal corporate tools that are similar to it. And here weâ€™ve seen great adoption. Weâ€™ve turned our org into a giant chat room -an extension of Instant messenger or chat for all. Nice. thereâ€™s benefit in that. Ambient awareness has huge benefits and is one of the key elements in making remote work work. But thatâ€™s not a â€˜wirearchyâ€™, it does not make work visible in an actionable way, it does not cement team bonds, it connects only a modest set of dots, it is, in short, inadequate to change how we work, though its a nice addition. We need to build the semantic, statistical, psycho-social and otherwise tools that goose the gods of serendipity?
Hereâ€™s one hypothesis to begin the discussion. There are (at least) 5 different kinds of teams.
1. Structural. these are the teams that we can see on the org chart. Marketing, HR, R&D, etc. In larger orgs, these break down even further â€“ hierarchically. 2. Cross functional â€“ these are the teams that collect people from across the organization for various purposes. In my world, these are often product teams. 3. Project â€“ these are people that have come together for a very specific and time bound purpose and deliverable. 4. Interests and Communities of Practice â€“ these are groups that support one another emotionally, socially or professionally, and youâ€™ll see many of them within an organization. 5. Swarms â€“ these are the long lists of people, many of whom youâ€™ve never met, who are on the cc line of that last reply-all-urgent email trail you were on. You feel this pain like I do, right?
Today is the day to stop â€œprovingâ€ weâ€™re right, and start thinking about whatâ€™s next.
“First draft for a metrics framework for the E20 project evaluation
As explained in early contribution I am always distinguishing three different stages in the E20 project course: the exploration stage, the mass adoption stage and the transformation stage. Along this project course we can measure and evaluate the direct and indirect effects on the business activitiy, the corporate behavior and the individual working performance. (You have to read the table from the bottom left to the top right!)”