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Leveraging the 4Cs of Social

Software to Drive Talent


Management Adoption

Leighanne Levensaler
Director of Talent Management Research
July 2008

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About Us
 Who We Are

• Bersin & Associates is an industry research and advisory services company dedicated to
helping organizations implement enterprise learning and talent management strategies
for business performance improvement.

 Research Areas

• Enterprise Learning
• Learning Technology
• Informal Learning
• Leadership Development
• Performance Management
• Career and Succession Management
• Workforce Planning
• Sourcing and Recruiting
• Talent Management Systems
• Talent Strategy

 Offerings

• In-Depth Studies and Reports


• Research Memberships
• Advisory Consulting
• Benchmarking
• Workshops

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What we will cover…
 The 4 Cs of Social Software
 How social software drives adoption of modern
talent strategies
 Examples in leading organizations
 Potential barriers to success
 Best practices for getting started now

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Today’s Workplace: Connectedness
Peer

Manager

Mentor
Employee Peer

Expert

Partners

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Challenge for Knowledge Workers
 Consumption of information

Bersin & Associates


Learning OnDemand 2008

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What is Social Software?
Social Blogs
Networks
Peer

Manager

Wikis Mentor
Employee Peer

Expert

Partners
Social
Content

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Social Software is…

 Social Media – New ways to Converse.


 Social Networks – New ways to Connect.
 Social Content – New ways to create /
discover / share Content.
 Social Work – New ways to Collaborate on
common goals or tasks.

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The Social Graph

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4 C’s of Social Software

Blogs User Profiles


Forums Social Graphs
Micro-blogs / Friends/Contacts
Life-streaming Conversations Connections People Matching
Chat/IM
VOIP

Content Sharing Wikis


Content Management Workspaces
Tagging / Rating Project / Process Support
Content Collaboration
Social –Bookmarking Innovation / Idea Generation
Syndication Calendars & Events

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Who Provides Social Software?

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Why Talent Management?
Top Talent Challenges Q2 2009 – TalentWatch®
Talent Acquisition:
 Maintaining talent pipelines for
replacements and future growth
 Managing constant turnover

Onboarding:
 Connecting workers with each other
and information

Performance Management:
 Supporting continuous feedback
 Providing timely feedback
 Enabling feedback outside traditional
organization structures Overall:
 Capturing and maintaining quality and
consistent information about the state of “talent”
 Increasing alignment and employee
engagement

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Integrated Talent Management Systems

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Focus On People, Not Technology
 Avoid the tendency to “Fondle the Hammer.”

 One of my ‘a-ha’ moments is the impact on SMEs who are


sharing, who are being tapped as leaders, it’s been so well
received … eliciting some pride, increase in stature. It’s
enhanced our retention of experienced employees. We have
people falling over themselves to be volunteers, to be experts.
People have come to see that hoarding is not job security – the
culture here is the opposite. If you don’t share, your job is in
trouble – if you don’t collaborate with peers, you aren’t doing
your job.
- KM Manager, Federal Reserve Bank of Cleveland

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Modern Talent Management
Strategies
Implement
Manage Develop Talent
Integrated Talent
Risk & Uncertainty Markets
Systems

Support Focus on We not


Design for Talent Me
Customized
Mobility
Careers

Modernize Proactively
Leadership Dev. Manage
Programs Transitions

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Employee Directory/Search

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Employee Directories In Action

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Value of Talent Information
Development Planning:
Recommendations

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Social Learning

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Learning Portal In Action

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Learning Portal In Action

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Mentoring

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Strategic Onboarding: In Action

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Strategic Onboarding: In Action

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Corporate Concerns for ESS
• Loss of Control
• Loss of Time
Risk • Loss of Information
• Loss of $

• Realized Biz Value


Reward • Participation
• Engagement

• What will it take?


Resources • Will it take too much?
• Will it distract us?

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Risks: Knowledge is Power
• Authority – Who has the right to share? Who has the
right to view?
• Authenticity – Who is sharing? Who is viewing? How
certain are we of the answers to these questions?
• Accuracy – Is what’s being shared correct? By what
standard?
• Applicability – Is what’s being shared useful? By whose
standard?
• Alignment – Is all of this really in sync with the
organization’s goals and interests?

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Example Implementation Paths

Option #1: “The PILOT” Option #2: “The WEDGE*”


 Build a comprehensive  Use only one function to serve
community around single, high- a single purpose (such as Q&A)
value program using all across entire audience.
functions.  Spreads exposure to system
 Provides easy entry. rapidly.
 Drives deep participation.  Drives wide participation.
 Add users over time.  Add uses over time.

 (-) May not self-sustain.  (-) May not adequately prepare


 (-) May not have enough for using each feature.
applicability beyond scope of  (-) May not allow enough time
project to spawn further use. for admins to gain required
skills. * Courtesy of Tomoye

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Social Software Best Practices

Focus on
Design with People,
Architect Success
the End in Measure
Participation Not
Mind
Technology

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Take Away
 Social software is far more than a set of tools.
 Social software is changes the hierarchical nature of HR business
processes.
 Social software is disruptive to this generation of HR software
systems.
 Social practices do not eliminate the need for formal, systematic talent
management practices.
 Social software applications present a “gold mine” of talent analytics
and measurement information for the assessment of skills and
capabilities, succession management, evaluation, and possible talent
mobility applications.
 Social software gives organizations the ability to tightly link their
salaried workforce with contingent workers, contractors, semi-retirees,
and alumni.

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How to Learn More
 Enterprise Social Software
2009 available now for
purchase or to members!
 Questions? Need more info?
Contact info@bersin.com

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Bersin & Associates
Research Membership
 Access to the largest collection of
WhatWorks® research in learning and
talent management
 Networking with hundreds of global, best
practice organizations
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strategy and implementation
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expert industry analysts
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company size
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 Hundreds of case studies in all major
industries
 Profiles and analysis on hundreds of
solution providers in systems, content, For more information:
outsourcing and consulting
http://www.bersin.com/membership
 Strategic consulting on all major talent
and learning programs
Or send an email: info@bersin.com

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Thank You!
Q&A

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