Presentation deck from when I spoke to the Akron / Cleveland Women in HR. March 6, 2012.

1. The Social
Transformation of
Human Resources
Elizabeth Lupfer
The Social Workplace
@socialworkplace

2. In 2008 it was web 2.0
In 2009 it was social media
In 2010 it was social media
in the workplace
Today it is about being
social in the workplace

3. The Invasion of Social Media
• Employees have their own access via smart
phones during the work day.
• You may want employees to use some social
networking tools for valid business reasons
• Social media doesn’t stop at the end of the work
day. What happens outside of work can create
just as much concern.
• 95% of employees use at least one personally
purchased device for work.
• Employees use an average of FOUR consumer
devices a day.

4. Time to Wake Up, HR!
Only 20% of
policies are
written by HR.
But 100% of
them will sooner
or later involve
HR.

5. Elements of an Effective Policy
• Creates a culture of trust and emphasizes employee
ownership of social media responsibilities.
• Aligns with your other company policies.
• Protects the interests of BOTH the organization and
the employee.
• Stresses importance of company loyalty during and
after core business hours.
• Includes guidelines on the company’s stand on using
personal devices for business-related matters.
• Reviews company policy on usage, the impact of
personal usage and what that entails.

6. Elements of an Effective Policy
• Differentiates use of internal-facing social networking
sites from external-facing ones.
• Lists all corporate branded profiles, and who is
authorized to speak on the company’s behalf.
• Has been adapted for those who are authorized to
social network during business hours from those who
aren’t. (marketing, human resources)
• States that employees must use professional
judgment (common sense) where no policy or
guidelines exist.
• Explains how even the most innocent of remarks can
influence share price, and ramifications of doing so.
• Explains consequences for violations.

7. Maintaining Your Policy
• Update your policy annually.
• Include in your onboarding process.
• Consider having employees
re-acknowledge their understanding
of the policy every 60 – 90 days.
• Train and educate on how to comply
with your policy, adapting your
training for your audience as
appropriate.
• Teach employees to differentiate their
personal identity from their business
identity.

8. Control versus Empowerment
• To have a policy is not the same
as to police.
• Risk is unavoidable, but can be
managed. Employees are loose
cannons, right? They could just
say anything. Or not.
• Treat your employees like
adults. Set expectations of what
“proper” communication looks
like for your company
regardless of the medium used.

9. HR will never be
the same again!

10. That was then…
• In the past, HR Transformation mostly
focused on making existing HR services more
efficient, effective, and compliant.
• The unspoken assumption was that HR was
already doing all of the things that needed to
be done.
• Needed to do them more effectively, faster,
and cheaper.

11. … this is NOW.
• Although efficiency, effectiveness, and compliance are
still important goals, they now represent the bare
minimum that HR is expected to deliver.
• Social HR technologies are more than just Facebook,
Twitter or LinkedIn for recruiting, it’s about
organizational transformation and enabling business
strategy.
• Enable business growth by developing new staffing
models that fit a modern workforce, increasingly
based on offshore talent, contingent workers, and
global mobility.
• Deliver forward-thinking capabilities that help respond
more timely and effectively to changes in the business
environment, expand global footprint, and increase
revenue and margins.

12. Real Challenges: Ineffectual
leadership
• Disagreements or mixed messaging among top
leaders (particularly between the HR Leadership
and Business Leadership teams) resulting in
misunderstanding, inconsistency and lack of
clarity?
• Leadership is insular in its outlook and is part of a
traditional corporate culture which could prevent
the recognition of risks and opportunities?
• Minimal involvement by senior leaders in the
change management resulting in reduced
adoption and enthusiasm?

13. Real Challenges: Poor Timing
• Are there attempts to complete broad
changes simultaneously (either across the
business or within HR) that create total
disengagement?
• Is there the risk of a premature satisfaction
with initial successes which could halt the
change momentum (complacency)?

14. Real Challenges: Behaviour
Management
• Are there disengaged groups who could
become islands of resistance, preventing the
broad promotion of change?
• Are there silent resistors who could
undermine the change vision by promoting
personal agendas?
• Is there a poor alignment between rewards
and expectations that can present an
ambiguous change message and discourage
changed behavior?

15. Four Factors for
Successful Change
• Assessed what processes are currently broken, identify your key
supporters, engage stakeholders across the business.
• Clearly defined not only HR’s added value proposition but also the
employee value proposition (how do you brand your organization
to your own employees)
• Developed your change management and communications plan:
– Constructing a new HR vision / mission
– Redesigning work processes
– Redesigning jobs and organization structure
– Building new competencies – as your company changes, you must
also re-evaluate the skills each employee will need to be
successful in their jobs
• Create and agree with the business (and across HR) the road map
for change needed to turn the strategy into a realistic action plan.

16. A social workplace considers
employee behavior
in order to create a truly
collaborative and
integrated
social experience

17. Created by The Social Workplace Created by The Social
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The
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• Great employer by
ensures candidates apply
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Separation before you need them Recruitment
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• Gather Feedback • Faster time to
by
SocialReputation Mgmt
•
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Created by The Social Employee Life Created by The Social
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Retention Onboarding
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(24 mn to
( First 2 weeks)
disengagement)
The • Benefits
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Created & by The Social Workplace Created by engagement and
• Compensation
• Reward Recognition
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productivity
• Build
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Growth &
Development
Enablement
The Social Workplace Created by The to 6 mon)
(6mn to 24 mn)
( 2wksSocial Workplace
• Clear career path • Ensure new hire as
• Productive relationships skills and tools needed
• Innovation thrives to succeed

18. Why Is the Employee Cycle
the Key to Everything?
• Acts as a roadmap for assessing judicious use of
social technologies for your organization based on the
needs of both the employee and the business
• Once you’ve identified the base camps of your
organization’s employee life cycle, you can craft a
strategy you know will enhance employee satisfaction,
increase productivity, reduce redundancies, and drive
unnecessary cost out of the business
• Accounts for real work goals and processes and
focuses on improving performance, increasing
employee capacity and productivity, and on learning
about learning, in settings that matter
• Involves all the people who have the power (and who
are necessary) to take action: HR, Communications,
IT, Legal

19. Employees’ Thoughts on
Referral Programs

20. Attracting Talent Attraction
• Peer to Peer Recruitment - A key area that social
really enables. Allows companies to use their own
employees as brand advocates and give potential
hires a unique perspective into the culture of the
company they are thinking of joining
• Reputation and Brand - Managing and listening
to conversation and gauging sentiment of your
company’s brand, culture and solutions
• Referral Schemes – Tap into the digital social and
professional graphs of employees and networks
• Talent Communities - Connecting job seekers
Source: Recruiting Future
@Matt Alder
http://recruitingfuture.com/2011/03/08/redefining-social-recruiting-for-2011/

22. Recruiting Talent Recruitment
• LinkedIn overwhelmingly trumps Facebook and
Twitter as the social network recruiters use to
search for job candidates, with 48 percent using
LinkedIn alone, according to a recent study by
Bullhorn, Inc.
• Facebook is the least-used network by recruiters,
although more candidates are looking to use it as
a professional tool.
• And job recruiters might not be tapping all of
Twitter's potential. The study found that a
recruiter's Twitter followers are three times more
likely to apply to a job posting than a LinkedIn
connection.
Source: http://www.businessinsider.com/infographic-most-recruiters-
are-completely-ignoring-facebook-and-twitter-2012-2#ixzz1oIojqurX

23. Solution Providers

24. Onboarding Onboarding
( First 2 weeks)
• Role Specific Groups - Living, breathing documents
based on a user's role, enabling new hires to
comment and provide critical feedback on the
document to enhance subsequent user's experiences.
• Discussions Boards (think Quora) – Question posed by
new hire that are answered by others who have faced
the same challenges
• Tip / Tricks from the Community – Allow new hires
and long time employees to contribute tips to help
others through the process.
• Track Search Terms and Refine - As new hires search
for information, search terms should be saved and
analyzed. This will help to illustrate any large gaps in
material that they are attempting to locate as they
get started within the company.

25. Learning and Development
Development
( 2wks to 6 mon)
• Allows employees to set specific development
goals with a focus on training.
• Establish learning communities to connect
employees with one another who are on
similar development plans, connecting
employees who are registered for the same
learning course before, during and after the
course actually occurs

26. Growth through Growth &
Enablement
Innovation (6mn to 24 mn)
• Higher levels of engagement are strongly related
to higher levels of innovation.
• 59% of engaged employees say that their job
brings out their most creative ideas against only
3% of disengaged employees. (Gallup)
• Foster and support innovation that have
acknowledged results
– Establish a platform for idea submission
– Create a council that reviews the submissions and
who is accountable for reviewing them with senior
leaders
– Realize and act on ideas that are realistic and
executable for the business

27. Solution Providers

29. Retaining Employees Retention
(24 mn to
disengagement)
• Sentiment – what do your employees think
means just as much as what they do
• Productivity – giving employees the tools
necessary to learn, plan and do their work
and personal lives
• Self Service – enabling day to day
transactions and making them available both
inside and outside the firewall
• Knowledge Management – collaboration,
information sharing, instant communication

30. Compensation Retention
(24 mn to
disengagement)
• Using Social Business Tools/Platforms give
employees an idea of how their actions
impact on overall company performance helps
them exceed their own objectives.
• Providing features like endorsements and
strong individual analytics will go a long way
toward having employees use this data to
support them meeting and exceeding their
objectives.

31. The Future of Performance
Management
49%
of your employees would leave
their current job for a company
that clearly recognized them.

32. Social Recognition Retention
(24 mn to
disengagement)
• Companies who strive to create a culture of innovation
must reward and recognize employees in innovative ways.
• Rewards and recognition tends to be event driven; either
by service anniversary or annual review.
• The actual reward has no value to the employee
• Current programs are extremely isolated and do not allow
for recognition by peers. Using a social layer, not only can
the employee see the recognition, but any colleague that is
within that employees’ network can see that the employee
has received a recognition message as well.
• The burden of executing a rewards and recognition program
falls solely on the shoulders of Human Resources.

33. What’s in a Social Retention
(24 mn to
Intranet? disengagement)
• Collaboration sites and Knowledge Share
– Internal Twitter, employee blogs, threaded
conversations, Idea Generation
• Gamification – Point-based Social Recognition and
Achievement
• Smart technology – RSS feeds, Enterprise Search; Social
Tagging (employee-generated keyword tagging of intranet
content)
• Mobility and External Access
• Social Sharing – ability to share projects, successes and
stories instantly and across multiple platforms
• Not just instant messaging, but real time and
threaded conversation streams

35. Social Mobility = HR Agility Retention
(24 mn to
disengagement)
• Employee Directory - search by name, title, location, etc. org
charts, full worker profiles, social networking, and the ability to
complete simple employee actions such as small job changes,
updating of a goal, etc.
• Workforce Communications – important comms through mobile
RSS, extranet content
• Workforce Analytics - mobile dashboards off information coming
from data sources like Excel
• Recruiting -- inform candidates of upcoming interview schedules,
provide background on the organization, the people they are
interviewing with, sharing of recruiting collateral like videos, and if
an offer is extended, you can provide an updateable list of pre-
boarding activities.

36. What’s Not Ready Retention
(24 mn to
for Mobile disengagement)
• Mobile applications are great for taking one to
two actions such as an approval and adding a
comment to that approval.
• Some human resources applications are just too
time intensive for workers or just too complex to
have on a mobile device.
– Performance Reviews – Approval of performance
reviews, creating / modifying performance reviews,
responding to the worker’s review, or co-workers
providing 360-degree feedback
– Compensation Planning or very complex
transactions – stay away from replicating large
pieces of functionality on different mediums
because it is very cost and time prohibitive

37. Maintaining Relationships Separation
• Just because an employee leaves doesn’t
mean you can’t work to maintain the
relationship
• Manage your reputation as much as possible
and establish closely governed alumni
communities for employees who have left the
company.
• When your employees separate from the
company it is a great time to collect feedback
and to include that into your sentiment
dashboard

38. Are you ready to transform?
• HR Strategy – setting the globalization
strategy and identifying partners
• HR organization -- HR Leadership team, HR
business partners and generalists
• Workforce analytics – the numbers behind
HR, benchmarking
• Service delivery – improve efficiency on
existing and emerging technologies
• Functional areas – Talent, Payroll, Benefits
and Compensation

39. Solution Providers
• Complete list of Who’s Who in Social HR
Technology, visit:
– http://www.thesocialworkplace.com/2012/01/
24/whos-who-in-social-hr-technology/

40. Thank you!
• The Social Workplace
– http://www.thesocialworkplace.com
• @socialworkplace