« I’m speaking to 1000 attendees here at KMWorld in Washington DC, on building your social business in the right way. I’m here to share Altimeter’s recent research on Social Business Readiness (read full report) which researched how advanced companies are preparing internally, you can read the whole report, and see slides below. «
« Our fifth annual survey on the way organizations use social tools and technologies finds that they continue to seep into many organizations, transforming business processes and raising performance. »
- When adopted at scale across an emerging type of networked enterprise and integrated into the work processes of employees, social technologies can boost a company’s financial performance and market share, respondents say, confirming last year’s survey results.
- But this is a very dynamic environment, where the gains from using social technologies sometimes do not persist, perhaps because it takes so much effort to achieve them at scale.
- Many believe that if organizational barriers to the use of social technologies diminish, they could form the core of entirely new business processes that may radically improve performance.
« To unleash the creative potential of teams, HR leaders must help set a solid foundation, provide insights so team members can successfully cope with differences and coach team leaders on positive ways to approach the collaboration so the team will be high-performing, «
- Human resource executives can help their organizations use teams more effectively by providing resources for team leaders to deal with friction, dissension and dissatisfaction head on. When this happens, teams not only produce outstanding results but also unleash the creativity of team members and build commitment to the organization and its goals.
- Lack of support for a team culture. This shows up in various ways, all of which are damaging. For example, management « empowers » the team, but still demands that everything be cleared through senior leadership, or management refuses to decrease other responsibilities for people participating on the team.
- Lack of effective or shared leadership. A high-performing team is one in which leadership is shared, and each and every member is responsible for team functioning. The goal of the team is to be self-managing.
- * Poor use of teams. Not all organizational challenges require a team; some are better handled by individuals. A team is appropriate when multiple skills and perspectives are needed to accomplish the goal.
- Purpose. This is the most central piece. What is the work of the team? Why is it important and whom does it serve? This provides a guide for assigning goals, roles and strategies. It’s the glue that holds the team together and makes the team members mutually accountable. The purpose should be an overarching, motivating goal focused on meeting the customer’s needs.
- Values and Norms. Values are the enduring beliefs that guide team actions. Values define what is fundamentally right and important.
- Team Initiatives are broad areas of focus derived from the team’s purpose. They include specific goals (measurable outcomes) with timelines and roles that define individual responsibilities.
- Another way that HR leaders can help a team perform better is to provide training and guidance for effectively dealing with differences. This includes reminding the team that differences are inevitable when passionate people work together. It’s important that teams view friction and disagreement as a healthy stage of team development instead of something to avoid.
- As an HR professional, the main goal at this stage is to remind team leaders that people want to be heard and to build an environment that allows that.
- Mistrust or uneven communication. If some people on the team are dominating the conversation while others sit silent or appear to have dropped out, a leader might stop the process and ask each person what he or she needs from others to feel effective in the group.
- Approaching team leadership from a servant leader mind-set. In the same way that a human resource executive serves as a resource to teams within the organization, they also need to help team leaders see themselves in that same light.
Lorsque l’on évoque Médias Sociaux et de Ressources Humaines, on pense encore trop souvent au seul recrutement. Or, les médias sociaux, parce qu’ils modifient en profondeur les méthodes de travail et les relations professionnelles entre collaborateurs, sont (ou devraient) être au coeur des problématiques de nombreux acteurs RH, et pas uniquement ceux en relation avec les candidats. »
- bien que concernés depuis longtemps, les recruteurs ont encore un usage hétérogène des réseaux sociaux comme outil de communication de recrutement ou comme vivier de candidats.
- Les relations écoles : ces relations directes avec les étudiants font des campus managers des candidats idéaux pour les médias sociaux. E
- Rien n’est plus facile que d’associer présence physique et à distance en fonction d’une définition d’écoles prioritaires et d’autres de moindre priorité. Et ici aussi les interlocuteurs sont déjà présents : la plupart des écoles ont intégré un community manager.
- Les gestionnaires des hauts potentiels : combien de ces équipes RH ont intégré dans les parcours de leurs collaborateurs cibles le sujet des médias sociaux ? Ces hauts potentiels ont pourtant une responsabilité centrale dans la préparation de l’avenir de l’entreprise.
- Mais cela ne doit pas empêcher de s’y préparer : il est aisé d’imaginer les opportunités que pourront représenter les réseaux d’entreprise pour identifier, faire grandir les compétences et matcher les stratégies globales des entreprises avec les aspirations individuelles des collaborateurs.
« Indeed: the marketing organization has put social media technologies to work with very visible effect.
But we need to break out social media and talk about more than marketing and technology. Instead, we need to talk about what social media enables: the ability to collaborate in new ways €” which is particularly important for business leaders interested in creating more collaborative, innovative, and engaging organizations. «
- An executive may boast, « We have Twitter and SharePoint, and we’re on Facebook. » But if you were to ask the executive how social media is positively impacting business results, you may raise a significant issue
- To achieve those ends €” we’ve described these as attributes of a « social organization » €” it takes more than setting loose the technology and praying that something good will happen.
- Mass collaboration gives an organization the ability to amplify its capabilities by raising the engagement, innovation, and involvement of people, internally and externally.
- Social media requires more than new technology, and its application can breathe new life into business processes, practices, and challenges.
- If we don’t break out social media from marketing, it will likely join other technologies that remain popular buzzwords but have fallen short of their potential value
- So as a business leader, talk about social media technology, celebrate the marketing results it achieves, but recognize that this is just a start. Break out social media from its marketing beachhead. Think about how you can create mass collaboration and become a social organization.