“BROOKLYN, NY â€“ February 3, 2012 – The Human Capital Institute (HCI), a global association for talent management, and the Management Innovation Exchange (MIX) have announced the three winners of their 2nd annual HCI Human Capital M-Prize, which rewards innovation in the field of leadership development. The winners were selected from over 45 submissions of stories and ideas from organizations all over the world.”
- Mr. Becher set out to boost the companyâ€™s culture by increasing trust and depoliticizing the decision-making process. His proposal can be found in full here:
- Dominique Dejonghe and Frank Debrunye discovered that by inviting team leaders to observe and comment on orchestral rehearsals, both conductor and businessman gain new insights into their own development processes â€“ and how they can be bettered. His proposal can be found in full here
- So for 6 to 8 weeks, new managers as part of their training are required to live and travel through the most rural parts of India, overseeing projects, and buying, eating and drinking the same products as their consumers. The company found a myriad of benefits to this practice, including deeper understanding of consumer habits and culture, development of goodwill between buyer and seller, and perhaps most of all, acquiring a sense of meaning for their work.
“I led the group through a 5-minute brainstorm on major obstacles and we regrouped into the 3 categories below. Then we went into 3 huddles to identify ways around the obstacles. This was fast work, all wrapped up in 45 minutes. The three obstacles:
Management resistance (top and middle, each with different concerns)
Culture and change resistance (which is a bigger question than the intranet itself)
Internal communicator resistance (uncomfortable losing control)”
- Top management is focused on numbers, outcomes, added value.
- Middle management fears lack of control, donâ€™t fully understanding whatâ€™s happening, wonder who is working if everyone is using social media.
- Because this is about people, change and culture, weâ€™re talking about something bigger than the intranet. Your intranet is not going to change everything.
- Involve work councils and other people who will cause the biggest headaches because once you get them on board, they are the ones who will help drive the culture change and drive change in their departments.
- Internal communicators often resist this change, saying â€œWe own this part of the company, this process, the intranet itself.â€ They have a traditional way of doing things. They push information out and are not used to the social approach.
- The need to understand it does not mean the end of their jobs, the end of control, the end of validated information.
- Bring in people from the business, HR and other departments so that there are other voices besides just the internal communications.
- All of these things can happily co-exist. There still remains a very traditional, validated corporate communication stream that can be improved and made better by social features.
“Is it time for human resources professionals to go beyond the â€˜toe-dippingâ€™ stage with social media recruitment?
A survey at the end of last year by online recruiter Simply Hired found more than half of UK jobseekers now use social media to assist them in their job searches. Meanwhile, research firm Potentialpark has found that in Europe close to 100% of young jobseekers would like to interact with employers online, and that in the UK, Facebook (64%) is favoured over LinkedIn (52%) as a good place for employers to be present.
Some recruiters are using the leading social media channels simply to search and advertise, while others are building longer-term strategies, such as investing in permanent, interactive online talent pools.
- “Facebook, LinkedIn and Twitter provide a cost-effective way of advertising jobs to people at all levels and in quite a targeted way,
- Successes such as this demonstrate the potential for social media to drive long-term results in recruitment, provided employers are able to make lasting connections with relevant people in their sector. “This means using social media to build a tightly managed talent pool, creating content and facilitating ongoing communications with participants,”
- Each jobs page has been equipped with social sharing buttons for LinkedIn, Facebook and Twitter, to allow us to be part of the wider employment conversation and to stimulate conversations about working for the company, our brands and the industry.”
- Twitter works particularly well in niche career specialisms. “If you can build up a loyal and relevant Twitter following, it means you find great people through conversations that take place,
- Our advice to employers though is not to build a strategy with one or other platform because the social landscape is constantly shifting. Social media should be viewed as just one tool, working as part of a larger comms strategy for recruitment.
- social talent pools will deliver long-term value only if well managed. “So we are seeing organisations invest in candidate relationship management systems, to ensure the right people are in the pool and being communicated to in the right ways,” he says. “Systems now will spot those people who are most avid followers of the outgoing communication, who responds, and who stops opening emails and therefore has probably lost interest.”
- Many HR experts say the only way to ensure your talent platform is engaging and genuinely social is to allow your own employees to be visible and vocal –
- Potentialpark found the challenge of open, uncontrolled content is what holds many organisations back. “For many employers, it is not about whether Facebook is right or not,” says Julian Ziesing, head of research at Potentialpark, “but how to get the internal support from management and corporate communications. Employers need to say goodbye to yesterday’s concept of one-way communication –
- it is important for HRDs to take a long-term view and focus on the benefits of building trust over time: “The people you are talking to on these networks today could be your industry leaders of tomorrow.”
- “Through having Tweet, Share and Facebook-like buttons on each job page, we have introduced the ability to share. This means if someone sees a job or video about a role they like, they’ll share it among their friends, so jobs often go viral,” says
- People want to know what we do, and we want them to have the best possible candidate experience,” he adds. Accordingly, the site includes video tutorials on skills needed for event safety steward and custodial policing roles, interview techniques etc
“As business leaders pick up the post-recession pieces, I’m increasingly asked how companies can restore trust with employees. My answer: only by instituting new talent management approaches that reflect the reality of today’s relationship between employees and the corporation.”
- Bottom line: the organization should not implicitly promise protection and care that it realistically can’t and won’t provide.
- These vestiges of organizations’ former commitment to long-term protection and care aren’t consistent with today’s reality. They just don’t make sense.
- Many times managers feel compelled to convey messages about organizational stability (“no more lay-offs”) that the listeners â€” and probably the speakers themselves â€” don’t believe. These well-intentioned managers are trying to restore the old equation â€” but, in reality, are further decreasing trust by amplifying a tone of unreality.
- . Restoring trust requires establishing a new, realistic relationship â€” one both sides believe â€” translated into talent management practices and leadership behaviors that reflect that new equation
- Talent management practices that provide individuals with more choice in their work arrangements will be central to this shift.
- Employee loyalty, whether to the organization overall or to the individual boss, can lead to conformity and dependence, rather than a sense of exploration and innovation. It can foster protectionist competition, rather than a willingness to share ideas broadly.
- Finally, we can’t overlook changing the metrics of success. The assumption that longevity is important has caused organizations to optimize around lower transaction costs (hiring, firing) rather than finding the person with the best possible skill for the specific task at hand.
“gone are the days where Customer Support is done just via phone calls, email and discussion forums. Today people expect real-time, engaging experiences with brands on social networks like Facebook and Twitter. When they post they want answers, and if they don’t get them they may lose interest in the brand. “
- The responses used today on phone calls and emails will have to be updated to work with channels like Facebook and Twitter, and staff will need training in social media etiquette.
- The best vendors will not only create social media monitoring solutions, they will also need to provide services that help customers understand how to evolve their current practices to include these new channels.
“The Pew Research Center has released a new report on its long-term Internet & American Life Project, this time focusing on how millennials will be affected by the hyperconnectivity of their lives by 2020. This is based on interviews with over a thousand select thought leaders on the subject.
This study by Janna Quitney Anderson of Elon University and Lee Raine of the Pew Research Center released a few days ago has some particularly interesting observations and comments from the people interviewed. The report is based on interviews, and therefore an aggregate view of how many predict the future of the newest working generation”
- They do not suffer notable cognitive shortcomings as they multitask and cycle quickly through personal- and work related tasks. Rather, they are learning more and they are more adept at finding answers to deep questions, in part because they can search effectively and access collective intelligence via the internet.
- Some 42% agreed with the opposite statement, which posited:
- They do not retain information; they spend most of their energy sharing short social messages, being entertained, and being distracted away from deep engagement with people and knowledge. They lack deep-thinking capabilities; they lack face-to-face social skills; they depend in unhealthy ways on the internet and mobile devices to function.
- The assumption is that on average more people will exhibit one tendency or the other. I would like to believe the positive outcome occurs more often than the negative. Perhaps, people mistake shallow understanding and too many interests as a failure of maturity and prioritization.
“Jennifer J. Deal, qui a menÃ© une vaste recherche sur 12 ans avec 13.000 salariÃ©s dâ€™entreprises et dâ€™organisations Ã buts non lucratifs, explique que ces clichÃ©s concernant les enfants du millÃ©naire au travail sont infondÃ©s. Sur la base de cette recherche, elle dÃ©monte 5 mythes courants Ã propos de la gÃ©nÃ©ration Y :”
- les 5.000 sujets de la gÃ©nÃ©ration Y Ã©taient plus dâ€™accord avec lâ€™affirmation Â« Les employÃ©s devraient faire ce que leur responsable leur demande, mÃªme quand ils nâ€™en voient pas la raison Â» que les sujets des autres gÃ©nÃ©rations.
- Les recherches ont dÃ©montrÃ© quâ€™en fait, lâ€™engagement des gÃ©nÃ©rations Y pour leur entreprise Ã©tait le mÃªme que ceux des autres gÃ©nÃ©rations. Le mythe provient probablement de la tendance des jeunes gens Ã quitter leur emploi plus frÃ©quemment que les plus Ã¢gÃ©s
- Cependant, elles ont rÃ©vÃ©lÃ© que les gens des plus bas niveaux hiÃ©rarchiques Ã©taient en gÃ©nÃ©ral lÃ©gÃ¨rement moins motivÃ©s que les autres.
- aucune corrÃ©lation entre les personnes vraiment motivÃ©es par ces aspects et la gÃ©nÃ©ration Ã laquelle elles appartenaient, mais elles montrent que les gens aux plus bas niveaux hiÃ©rarchiques sont plus intÃ©ressÃ©s par les rÃ©compenses matÃ©rielles. T
Cette assertion est vraie, mais elle est partagÃ©e par les salariÃ©s de la gÃ©nÃ©ration X, et correspond davantage Ã un changement culturel apparu dans les annÃ©es 1970 et 1980.
“BASF is a well-known German company with over 100,000 employees worldwide. A few years ago, when I visited German companies and participated in Enterprise 2.0 events in the country, there was considerable skepticism that collaboration based on social media would ever achieve significant uptake in a conservative business culture that is highly traditional as well as very hierarchical. Fortunately, this turned out not to be the case. These days, itâ€™s easy to come across successful examples of European (and German) Enterprise 2.0 initiatives, however BASF has become one of the most well-documented and compelling.”
- The staffing for the effort consists of two global community managers and three regional community managers plus part time involvement of staff for governance and solution stakeholders/owners. There are also numerous advocates who volunteer time to spread awareness and best practices across the company, as well as users that build and help facilitate communities of practice.
- he platform went from a literal handful of users at the beginning of 2010 to over 15,000 users by the end of that year. Last year saw a continuation of rapid and steady growth, reaching nearly 30,000 users within the company in another year, with the bulk of adoption happening in the last 18 months. Along the way, users of the social business platform created more than 2,300 special purpose communities in which to work
- BASFâ€™s effort is notable in the multi-aspect communication plan used to convey connect.BASFâ€™s purpose and uses. Formats included Webinars, learning events, demonstrations, and even internal consulting when necessary
- Since the use of connect.BASF was voluntary, the effort relied highly on role models in the organization demonstrating how best to use the platform by example.
- In addition, BASF has numerous specific examples of useful outcomes using the social tools it has put in place and I urge you to review the deck provided above.
“In the context of internal collaboration specifically, this report from Charlene Li at The Altimeter Group illustrates just how insufficient the progress has been for general purpose social business in the enterprise. And when you benchmark the technology category of social business software (that includes employee, customer and partner engagement) against say CRM, or BI or ERP, its even more striking how nascent the sector is compared to its predecessors. “
- To be fair, there is realized benefit but given all the options in Fig 5, you would expect to see at least some categories get a â€œsignificant impactâ€ rating, six years after Professor Andrew McAfee coined the term Enterprise 2.0 which laid the groundwork for new approaches to connect enterprises.
- The report does a good job of highlighting what the typical organization considers to be value drivers of â€œsocial businessâ€ but I think thats exactly the issue here. If practitioners canâ€™t draw connectors between strategic and tactical objectives and how social networks facilitate execution, end users and executives wonâ€™t get experience the needed aha moment.
- . No Context? No Collaboration: The thing that nags me the most about this is that we have an incomplete skill set involved in defining, evangelizing and executing what â€œsocial businessâ€ (or what ever term you use),
- â€œMore and faster collaboration across the company, frequency of use, lowering reliance on emailâ€ are hardly things youâ€™re going to hear at your annual shareholders meeting.
- But thereâ€™s massive untapped opportunity out there to revise the value proposition for those numbers-driven businesses who will want to understand how all of this enhances what theyâ€™ve invested in for the last decade. Until then, this massive bucket of executives will treat â€œsocial businessâ€ as another Mickey Mouse program until they see how it matters to revenue increase, cost reduction and risk mitigation.
“Michael Porter has done us all a service in identifying that the wealth of modern economies comes from the productivity, innovation and high wages found in their clustered industries â€” those industries that are found only in certain geographic areas and trade most of their output outside their home areas, both nationally and internationally. Wages in these clustered industries (like pharmaceuticals or business services) are dramatically higher than in dispersed industries (like primary medical care or consumer services).”
- Creativity-oriented jobs happily have gone from just over 10% of the economy to over 30% of the economy while routine-physical jobs have gone from almost 60% of the economy to 25% of the economy as the manufacturing economy has given way to the service economy
- But it is way, way better to have a creativity-oriented job in a dispersed industry than a routine job in a clustered industry (78% higher wages).
- However, the real challenge for the U.S. economy is what to do with routine-oriented jobs in dispersed industries. That category makes up almost half of the jobs in America and the average employment income for these jobs is under $25K. That is a big chunk of America that is just scraping by economically.
- we have to rethink how we utilize workers in our advanced economy. We fear that job structuring and classification becomes entirely self-sealing for many American workers. Once a job is defined as routine, it becomes routine and the individual in it doesn’t exercise judgment or decision-making. That employee then becomes by definition low-productivity and both can’t be paid much and is easier to think of as a candidate for off-shoring.