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Copyright © 2009 Bersin & Associates. All rights reserved.
Social Media:WhatWorks® in Corporate Learning & Talent Management
Seven Stories of Success
Josh BersinPresident and CEO
Copyright © 2009 Bersin & Associates. All rights reserved. Page 2
Who We Are• Industry’s leading research and advisory
services firm focused on What Works® in enterprise learning and talent management
Our Business• Comprehensive best-practices research,
advisory services, and benchmarking in all aspects of talent management, leadership development, training, and strategic HR.
• More than 5,000 clients, 71 of the Fortune 100, consulting expertise in more than 200 major businesses
Offerings• Research Membership Program• Advisory Services• Workshops and Education• Benchmarking• Strategic Consulting
About Us
Research. Insights. Results.
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Agenda
Social Media: What it All Means• External social networking• Internal social networking
Seven Key Solutions• Recruiting, Employee Branding (Hyatt, Ernst & Young)• Training and knowledge sharing (Federal Reserve)• Technical information sharing (BT, Sun)• Leadership Development (Cisco, IBM, Qualcomm)• Succession and Workforce Planning (Pemex)
Issues to ConsiderHow to Learn More
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Growth in Social MediaFacebook: 90 Million visitors in October,+97%Myspace: 77 Million visitors in October, +2%Twitter: 24 Million visitors in October, +2600%LinkedIN: 10th most visited website in US, November48% of Mobile devices can access social media
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What “Social Media” DoesEnables Connections, Conversations, Content, and Collaboration among worlds of people
Conversations
Connections
Collaboration
Content
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Tools for Internal Social NetworkingAlfresco Golightly LiveWorld Ramius Trampoline
Systems
Atlassian GroveSite Media Defined SelectMinds Vignette
Awareness HiveLive MindTouch Six Apart VisiblePath
BEA IBM Mzinga Small World Labs VMIX Media
Blogtronix Igloo Neighborhood America SocialText Web Crossing
BlueKiwi introNetworks NewsGator Sparta Social Networks WorkLight
CentralDesktop Jive Software nGenera SuiteTwo Yammer
Communispace KickApps Open Text Telligent
ConnectBeam Leverage Software Outstart Tomoye
CustomerVision Lithium Q2 Learning Traction Software
Enterprise Social Software 2009: http://www.bersin.com/socialsoftware
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Tools for Internal Social Media
A Few MajorProviders
Many Small Toolsand Software Providers
Embedded Solutionswithin
Applications
Other BusinessApplicationsMany tools, some
nearly free (e.g. Ning)
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Top Talent ChallengesCulture, Leadership, Skills now Top Priorities – Increased focus on Globalization
6%
25%
25%
38%
33%
32%
46%
51%
66%
65%
9%
27%
29%
33%
27%
39%
52%
64%
66%
63%
0% 10% 20% 30% 40% 50% 60% 70%
Rapid Hiring Due to Growth
Retention in Key Positions
Retirement of Key Workers
Low engagement or employee dissatisfaction
Managing layoffs and downsizing
Difficulty Filling Key Positions
Skills Gap in Critical Positions
New Skills for Product and Business Changes
Gaps in the Leadership Pipeline
Creating a Performance-Driven Culture
What Are Your Organization’s Top Talent Challenges for 2009? (% urgent+important)
+23%
+12%
-18%
© Bersin & Associates, Corporate TalentWatch® Research, Senior HR and Business Executives, 10/09
-13%
May 2009
October 2009
29% citedglobalization as an
urgent or critical challenge
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Today’s Focus on LeadershipOrganizations with Strong Leaders Endure and
Grow
Poor Leadership Structures Inhibit Growth and Profitability
Elements of SuccessBoard level commitmentClear Leadership competenciesRich development modelClear HIPO identificationContinuous investmentAlignment with business strategy
Critical Topics We See for 2010Bench Strength, MobilityInnovationDeep SpecializationGlobalizationEngagement and Diversity
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Weakened LeadershipWeak skills in line management, young workers, and sales roles
59%
57%
55%
46%
42%
38%
31%
18%
9%
4%
6%
5%
2%
2%
Top Executives
Engineering-Professional
Director-Level
Customer Service
Sales representatives
Entry-Level
Line Managers % World Class % Excellent
Readiness to Execute: Skills Levels by Role
Wea
kest
© Bersin & Associates, Corporate TalentWatch® Research, Senior HR and Business Executives, 10/09
Organizations feelLine managers haveLower readiness andSkills than entry-level
employees!
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Today’s Workforce DemographicsProfile of Most Organizations
25-34 35-44 45-54 55-64 65+
RecruitingNew Hire Training
Onboarding
Succession PlanningIdentification
of Key LeadersManagement & Leadership
Training
Critical Talent ManagementCapturing and Sharing
KnowledgeMentoring
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Workforceand WorkplaceHas Changed
Manager
Employee
Mentor
Peer
Partner
Customer
Workforce Workplace
Multi-Generational Interconnected
Global DynamicInterconnected Performance-driven
Mobile New Leadership
Transient More Specialized
New Models for Career New Models for HR
Candidate
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Why this is Urgent, not Optional
Employees are already using social mediaCandidates are already using social mediaCustomers are already using social mediaBusiness partners are already using social mediaSocial media is a very low cost way to communicate
If you don’t build a strategy to leverage this new set of technologies and solutions social media will still be used within,
around, and by your organization.
Copyright © 2009 Bersin & Associates. All rights reserved. Page 14
Agenda
Social Media: What it All Means• External social networking• Internal social networking
Seven Key Solutions• Recruiting, Employee Branding (Hyatt, Ernst & Young)• Training and knowledge sharing (Federal Reserve)• Technical information sharing (BT, Sun)• Leadership Development (Cisco, IBM, Qualcomm)• Succession and Workforce Planning (Pemex)
Issues to ConsiderHow to Learn More
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Hyatt ResultsAn end-to-end approach to social media
• Employee brand, communications, recruiting, marketing
Corporate: • 3 people – one Facebook, One LinkedIN, One Twitter• Corporate recruiting director manages the process
80% reduction in job board spendingEmployees are actively engaged in the company
• Facebook – employees interacting with each other• Employee referral program part of Facebook – link all candidates
to current employees
Taleo being used to post real-time job ads and help with communications between these sites
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Ernst & Young Career Site34,000 Fans
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Job Boards Vs. Social Media
Job Boards
Social Networking Sites
Cost High-cost, except for specialized sites
Low-cost
Search and Targeting
Solid Search Engines
Excellent search and targeting
Network Follow-up phone calls and emails
Easy to connect and followup
Target Audience
Active candidates
Active and Passive Candidates
Employer Branding
Little Extensive
Copyright © 2009 Bersin & Associates. All rights reserved. Page 29
Agenda
Social Media: What it All Means• External social networking• Internal social networking
Seven Key Solutions• Recruiting, Employee Branding (Hyatt, Ernst & Young)• Training and knowledge sharing (Federal Reserve)• Technical information sharing (BT, Sun)• Leadership Development (Cisco, IBM, Qualcomm)• Succession and Workforce Planning (Pemex)
Issues to ConsiderHow to Learn More
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The Federal Reserve
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The Bank Examiner: Critical Role
40% have <5 years experience40% have more than 20 years of experienceOnly 20% have 5-20 years of experience
Solution: A Knowledge Sharing Culture, System, and Program
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Culture and Systems for Knowledge Sharing and Deep Expertise
New Examiner commissioning processAssigned coaches and peers for all new examinersLessons learned videos posted by expertsQuizzes required after each video is viewedVolunteers contribute information to each lessonCollaboration daysCommunities of practiceAfter-Action Reviews Internal Social Networking
and Knowledge Sharing
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Lessons LearnedNeed for “Chief Culture Officer” to tie together rewards, incentives, rules, and programs for knowledge sharingLearning Executive Council to drive change and ongoing investment
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Agenda
Social Media: What it All Means• External social networking• Internal social networking
Seven Key Solutions• Recruiting, Employee Branding (Hyatt, Ernst & Young)• Training and knowledge sharing (Federal Reserve)• Technical information sharing (BT, Sun)• Leadership Development (Cisco, IBM, Qualcomm)• Succession and Workforce Planning (Pemex)
Issues to ConsiderHow to Learn More
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Value of Informal Learning
3%
4%
8%
14%
28%
33%
36%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Corporate documentation
User generated materials
Formal training - outside provider
Peers, friends, personal networks
Formal training - company provided
Coaching by supervisor
On the job mentoring, projects, rotation
On the job experience
Which learning approaches drive the greatest business value in your organization?
72% of companies believetheir most valuable
learning approachesare informal, yet only
30% of resourcesare focused here
Bersin & Associates High ImpactLearning Practices, n=1050, © 2009
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Realization that expertise drives competitive advantageSpecialization improves quality and reduces costDeep skills are developed through “deliberate practice” and reinforcementSpecialization takes a 100% commitment from your organizationDeep skills come from a wide range of learning and development experiences
You Cannot Competewith these organizations
Need for Deep Specialization
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Learning on DemandExpert
Novice
Time
The Learning On Demand ModelSupports the way adults truly learn at work
Traditional Training
TrainingEvent
JobAids
SupportMaterials
SelfAssessment
CareerCurriculum
CoachingPrograms
Communitiesof Practice
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Social
Learning Programs
Formal
Disciplines
Tools and Technology
Culture
Learning Architecture
Org
aniz
atio
n, G
over
nanc
e, a
nd M
anag
emen
t
Audiences and ProblemsA
ppro
ache
s
Bersin & Associates Enterprise Learning Framework®
1
2
3
4
5
On-Demand Embedded
Informal
20% 80%
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EmbeddedPerformance Support
FeedbackRotational Assignments
After Action ReviewsQuality Circles
Development Planning
SocialWikis, Blogs, Forums
Expert DirectoriesSocial Networks
Communities of PracticeConferences &Colloquium
Coaching & Mentoring
On-DemandE-Learning
SearchBooks, Articles
VideosPodcasts
Learning/Knowledge Portals
Disciplines
LearningPrograms
FormalInstructor Led Training
Virtual Classroom Games
SimulationsTesting & Evaluation
E-Learning
Tools & Technology
Culture
Learning Architecture
Org
aniz
atio
n, G
over
nanc
e, a
nd M
anag
emen
t
Audiences &Problems
App
roac
hes
GeographiesJobs Business ProblemsRoles DemographicsProficienciesCompetencies
Management TechnicalProfessional Sales IT Skills
LeadershipDevelopment
CustomerService
Project and Process
CareerDevelopment
Compliance
Onboarding
ProductKnowledge
Systems
Virtual Classroom
Reporting andAnalytics
LMS, LCMSLearning Portals
Talent Mgt.Systems
Collaboration
EmployeeFeedback
Learning integratedWith Business Planning
ExecutiveSupport
KnowledgeSharing
Performance andTalent Management
Learning from Mistakes
Mentoring andKnowledge Sharing
CustomerListening
DevelopmentPlanning
InnovationPrograms
Performance Consulting
Instructional Designs
Information ArchitectureKnowledge Management
Content Development
Program Management
Change ManagementCommunity Management
Measurement &EvaluationBusiness
Intelligence
Content Development
ContentManagement Mobile
Rich Media
SocialNetworking
PerformanceSupport
MeasurementSustems
Preferences
Search,Tagging
Assessment
CustomerEducation
ChannelTraining
Informal
Bersin & Associates Enterprise Learning Framework®
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Social Learning Environments
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Dare2ShareWe are measuring an ongoing process, not a program…
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Why Informal Learning?Your outcomes and goals may be different… and even better!
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Driving the Right CultureWe need to measure drivers of contribution and sharing
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Rewarding Sharing
All knowledge sharing sites have ratings and rankingsTop ranked contributors are rewarded publically by the CEO or VP of EngineeringInformation sharing is added to performance plans of technical and process experts
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What is the “ROI” of informal?It’s different but very large…
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Impact of Learning CultureHow would you rate your organization’s learning culture?
3%
18%
52%
24%
3%
2%7%
22%
32% 37%
World ClassValued atall levels
PoorWe do not
value learning
FairA few locationsvalue learning
GoodLearning valued
in some locations
ExcellentLearning is
highly valued
All Organizations
High-Impact Organizations
High Performing Organizations are3X more likely to have a strong learning
culture
Copyright © 2009 Bersin & Associates. All rights reserved. Page 48
Agenda
Social Media: What it All Means• External social networking• Internal social networking
Seven Key Solutions• Recruiting, Employee Branding (Hyatt, Ernst & Young)• Training and knowledge sharing (Federal Reserve)• Technical information sharing (BT, Sun)• Leadership Development (Cisco, IBM, Qualcomm)• Succession and Workforce Planning (Pemex)
Issues to ConsiderHow to Learn More
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IBM’s New Leadership TraitsInnovation that matters -- for our company and for the world
Thinking horizontally: Leverages IBM's enterprise capability to address client or market opportunities in new ways.Informed judgment: Synthesizes disparate sources of information to make an informed judgment regarding a strategic decision with both immediate and long-term implications.Strategic risk-taking: Innovates to create exponential growth, using multiple resources from around IBM.
Dedication to every client's successBuilding client partnerships: Builds ongoing, collegial relationships with key clients based on mutual strategic interests.Collaborative influence: Creates interdependence, building genuine commitment across organizational boundaries to a common purpose.Embracing challenge: Proactively builds in others the belief that they can innovate and grow the business.
Trust and personal responsibility in all relationshipsEarning trust: Does what is right for the long-term good of relationships inside and outside of IBM.Enabling growth: Changes systems or processes that impede growth and performance.Passion for IBM's future: Gets others energized to realize IBM's unique potential.Developing IBM people and community: Takes accountability for investing in the future leadership of IBM
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Cisco New Leadership Competencies
Forward-Reaching
Customer-Centric
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Cisco EALF
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Cisco Action Learning
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Sun Leadership Development
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Sun Leadership Connections
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Emerging Leader Program• Individual
contributors with no direct reports
Management Skills Program (MSP)• New managers to
role or QC with 0-3 years experience
Leadership Skills Program (LSP)• Sr. mgrs or mgrs
with 3-5 years experience and that have taken MSP
Exec Leadership Essentials• Top performing or
high potential Directors/ Sr. Directors
New Manager Workshop
Leading Technical Professionals
Leaders Teaching Leaders
Leadership 2009 for Executives
Executive Insights
Managing Successfully @ Qualcomm
Individual Contributor Manager Senior Manager Director &
AboveRol
eFl
agsh
ip P
rogr
ams
Add
ition
al L
earn
ing
Opp
ortu
nitie
s
Harvard ManageMentor
Ninth House Online Content
Leadership 2009 for Managers
Qualcomm Management & Leadership Development
55
Copyright © 2009 Bersin & Associates. All rights reserved. Page 56
Agenda
Social Media: What it All Means• External social networking• Internal social networking
Seven Key Solutions• Recruiting, Employee Branding (Hyatt, Ernst & Young)• Training and knowledge sharing (Federal Reserve)• Technical information sharing (BT, Sun)• Leadership Development (Cisco, IBM, Qualcomm)• Succession and Workforce Planning (Pemex)
Issues to ConsiderHow to Learn More
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PEMEXTalent Profile Enables Exploration PerformanceStaffing the largest oil field in North America in Gulf of Mexico
Demographic informationJob position informationWork historyProject history Education historyCredentialsTraining planTraining historyCareer plan
Career plan history Professional expectationsCompetency results Competency chart Management abilitiesPsychometric evaluationPerformance evaluation
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Pemex Talent Profile
Rich social networking profileSupplemented with data from LMS, TM System, Psychographic evaluation and Performance EvaluationUsed for internal recruiting, succession, and critical staffing
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Talent Mobility in ActionRedefining the Concepts of Succession Management
Close of Manufacturing
Plant
New BusinessUnit
Restructureof HQ
Reduce HeadcountEliminate Positions
Grow HeadcountNew skills
New leadership
RestructureChange rolesReduce costs
New talent Departingtalent
AlumniNetwork
ContingentPart-Time
Copyright © 2009 Bersin & Associates. All rights reserved. Page 60
Rich Employee Profiles
Internal consultant pages designed to promote project skills and expertise
Communities of Practice, simulated exercises, real-world experiences, discussion among experts
Copyright © 2009 Bersin & Associates. All rights reserved. Page 61
Agenda
Social Media: What it All Means• External social networking• Internal social networking
Seven Key Solutions• Recruiting, Employee Branding (Hyatt, Ernst & Young)• Training and knowledge sharing (Federal Reserve)• Technical information sharing (BT, Sun)• Leadership Development (Cisco, IBM, Qualcomm)• Succession and Workforce Planning (Pemex)
Issues to ConsiderHow to Learn More
Copyright © 2009 Bersin & Associates. All rights reserved. Page 62
Issues to Consider
Tools to useEEO ComplianceManaging Employee InvolvementIncreasing (or decreasing) involvementBranding and marketingIntegrated communicationsDisgruntled EmployeesMeasuring the ResultsCreating the right level of transparency
Copyright © 2009 Bersin & Associates. All rights reserved. Page 63
Best Practices in Social MediaWhat we have learned so far…
Develop a governance model, including HR, legal, marketing.Focus on developing a self-policing internal culture.Utilize moderation functionality in online blogs and forums.Identify leaders and SMEs to serve as community moderators, instigators, and stewards. Don’t forget to provide this group training in these roles.Place thoughtful limits on content authoring, sourcing, and rating.
Use version control schemes for all content published.Publish clear “Safe Harbor Statements.”Do not allow anonymity.Encourage freshness and frequency with content updates.Provide incentives for utilization and good behavior.Keep social tools focused on specific projects, initiatives, or business issues. Invest in the tools and technologies to stay ahead
Copyright © 2009 Bersin & Associates. All rights reserved. Page 64
Additional Bersin Research
Social Media as a Recruitment ToolSocial Networking PrimerSocial Networking Applications in Talent ManagementEnterprise Social Software 2009: Facts, Practical Analysis, Trends, Provider ProfilesTalent Management Systems 2010Many Case Studies
• 7-11• Hyatt• Qualcomm• Federal Reserve• Sun….
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Or send an email: [email protected]
WhatWorks® Membership Program
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