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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


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.


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


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


What “Social Media” DoesEnables Connections, Conversations, Content, and Collaboration among worlds of people

Conversations

Connections

Collaboration

Content


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


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)


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


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


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!


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


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


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.


Agenda





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


Ernst & Young Career Site34,000 Fans


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


Agenda





The Federal Reserve


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


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


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


Agenda





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


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


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


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%


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®


Social Learning Environments


Dare2ShareWe are measuring an ongoing process, not a program…


Why Informal Learning?Your outcomes and goals may be different… and even better!


Driving the Right CultureWe need to measure drivers of contribution and sharing


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


What is the “ROI” of informal?It’s different but very large…


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


Agenda





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


Cisco New Leadership Competencies

Forward-Reaching

Customer-Centric


Cisco EALF


Cisco Action Learning


Sun Leadership Development


Sun Leadership Connections


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


Agenda





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


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


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


Rich Employee Profiles

Internal consultant pages designed to promote project skills and expertise

Communities of Practice, simulated exercises, real-world experiences, discussion among experts


Agenda





Issues to Consider

Tools to useEEO ComplianceManaging Employee InvolvementIncreasing (or decreasing) involvementBranding and marketingIntegrated communicationsDisgruntled EmployeesMeasuring the ResultsCreating the right level of transparency


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


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….


Access to the largest collection of WhatWorks® research in learning and talent managementNetworking with hundreds of global, best practice organizationsDecision support models and tools for strategy and implementationSystem selection tools, vendor profiles and product analysisEmail and phone consultation with expert industry analystsBenchmarking metrics by industry and company sizeAnnual IMPACT® research conferenceHundreds of case studies in all major industriesProfiles and analysis on hundreds of solution providers in systems, content, outsourcing and consultingStrategic consulting on all major talent and learning programs

For more information:http://www.bersin.com/membership

Or send an email: [email protected]

WhatWorks® Membership Program

http://www.bersin.com/membership


For More Information

Research, Best-Practices, Consulting

• www.bersin.com• (510) 347-4300

Bersin & Associates Research Conference

• IMPACT 2010: April 6-8 2010

• http://impact.bersin.com

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