NHRD_Social Learning_Deloitte_Rohit_Oct 2012

Social Learning
Old Wine for
Generation Next
Speaker: Rohit Kumar
Oct 2012

Copyright © 2012 Deloitte Development LLC. All rights reserved.1
The Purpose of Social Learning
should primarily be to connect
like-minded people.
Purpose
Connect
Learning
Collaborate Create

The only value we have to offer
the marketplace is the skills
and capabilities of our talent, so
it’s vital that we dedicate
ourselves to our people’s
career-long development.
Approaches
Formal and
Informal
Personal and
Social

Paper-based
communication
Paperless
communication
Channels have evolved

Smartphone /
iPad
Social Media
Apps ?
Did we evolve enough ? (Poll)

The problem is not with the
options but with the Choices to
be made from the options
available
Options vs Choices – A world of Social Learning
Measure what matters – whether learning truly makes a difference
in giving the capabilities you need

• Technical skills specific to your particular job or group
• Industry skills pertaining to your insight about client industries and
sectors.
• Professional skills that are not job-specific but required for you to deliver
exceptional service (e.g., project management, communications)
• Leadership skills that help you establish direction and lead people and
projects, including influencing others and building strong relationships
TIPL
Technical Industry Professional Leadership

The Need
Connect
Learning
Collaborate Create
Store Share
Aggregate
Collect Process
Analyze
ExternalInternal
Listen and extract value from the interactions/feedback
Map and measure the value generated

The Million Dollar question
New ideas on how to do more with less time and resources

Embracing the latest innovative thinking
Ask Us and get an answer Via……

Staying on track – ensure employees, teams and projects are aligned
with the corporate vision and are in sync with the organizational goals.
Encourage employee networking – provide employees with a means to
find other employees with common interests both within and even outside
of the company
Project-based workforce –help identify teams to connect outside of their
location, skill level, department, etc., removing the chain of command
from the process and allowing virtual teams to execute tasks quickly.
How Can Companies Benefit?
Online discussions are a great way to share how and why it is that
you are the best at what you do

• Build and Leverage Capability
• Aim, Fire, Adjust
• Learn by Doing
• Hear to be here
• .. it is ‘out think’ and ‘out execute’
Takeouts
Engaged Community is Healthy community

Social Business: Should Leaders Stand Back or
Jump in?
Point Counter-Point
Wait and see.
Many companies have invested a lot of time and money on
social technologies without significant results. We will wait
until a demonstrated business case emerges for our industry.
Start now, but start smart.
Leaders who hold back now could have a hard time catching
up later. Start by thinking through how social business can
support the business strategy and focus efforts there.
It’s a big distraction.
Social business is a big, expensive diversion from time-tested
communication channels. We’ve built a strong market
presence with traditional customer research and advertising –
there’s no reason to jump ship. As for employee
communication and collaboration, email works just fine.
It enhances the business.
Social business can provide deeper insight into what
employees and customers say about companies and
products, which can complement more traditional channels
Our plates are full.
Executives don’t have time to participate in collaborative
forums. They can’t even keep up with their emails. How do
you expect them to find time to read and comment on a social
network?
Social business can be a leadership tool.
Some business leaders use social business software as a
tool to generate innovative ideas from employees, gain
feedback and build a more collaborative culture.
It’s too risky. We’d lose control.
Social business networks don’t have a role in our workplace.
The potential threat of viruses and data leakage is just too
great. And, in any case, how can you control what employees
may say in a public forum?
It’s risky to not do anything.
Some employees may already be talking about their work in
their social networks – and your competitors may be listening.
A broad social business plan should incorporate training, data
security and controls that allow you to participate in
conversations, rather than ignore them.
Source: Deloitte.com

About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of
member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed
description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about
for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest
clients under the rules and regulations of public accounting.
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited

NHRD_Social Learning_Deloitte_Rohit_Oct 2012

NHRD_Social Learning_Deloitte_Rohit_Oct 2012

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