This document discusses improving employee engagement through social learning. It argues that social learning enables the key drivers of engagement by allowing employees to share knowledge, network with peers, and collaborate in shared spaces. It provides examples of how organizations have used social tools like discussion forums, blogs, and expertise networks to create learning communities and drive better business outcomes through increased engagement. The presentation recommends that companies develop a pro-sumer learning model, employee social networks, and shared learning spaces to harness the power of social learning for engagement.
2. YOUR PRESENTER: THOMAS STONE
âș 12+ years in the L&D / TM space
âș Experience in research and
analysis, popular industry writer and
speaker, product strategy, learning content
development, instructional design
âș Areas of expertise include social learning
and mobile learning
âș 60+ speaking engagements
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3. Did you know?
âș Earnings per share of top quartile companies is 2.6
times greater than below average companies
âș 59% of engaged employees feel that their job
âbrings out their most creative ideasâ vs 17% of
unengaged employees and 3% of disengaged
âș 74% of engaged employees âshare new ideas
with customers,â only 13% of disengaged
âș Disengaged workers cost the economy about $328
billion annually
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4. HOW DOES ENGAGEMENT DRIVE RESULTS?
âș More productive workers
âș Higher profit
âș Safer workers and less risk
âș Stronger customer relationships
âș Longer tenure and less dysfunctional turnover
âș Nimbleness and agility in times of change
âș More positive work environment
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5. WHAT DRIVES ENGAGEMENT?
âș Relationship with peers
âș Opportunity to grow and develop
âș Opportunity to excel by using unique skills and
talents
âș Clear direction and communication about role,
objectives, success
âș Recognition and reward for excellence
âș Trust in management and peers to take risks
âș Employee self-direction and ownership
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7. TRUST IN SOCIAL NETWORKS: A EUROPEAN PERSPECTIVE
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8. CONSIDER: ENCYCLOPEDIAS
âș How often did you consult Encyclopedia Britannica?
âș How often do you consult Wikipedia?
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9. THE EVOLUTION OF TRAINING AND LEARNING
1:1 1 : Many Many : Many
Model
Time ï 1900âs 1900âs 2000 ï
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10. SO WHAT IS SOCIAL LEARNING?
Functional Definition:
Social learning is learning through your interactions with
others and through the knowledge and expertise of
others.
Techniques:
âą User-generated content
âą Social networking, expertise discovery
âą Collaboration and sharing
Tools:
Blogs, wikis, microblogs, social networking, discussions
Ratings and reviews, file sharing, video, podcasts
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11. POLL
Which of these tools do you use to enable greater Social
Learning in your organization today?
âș Discussion forums
âș Blogs
âș Wikis
âș Microblogs / activity streaming
âș Social networking profiles
âș Content ratings and reviews
âș YouTube-like internal video portal
âș Podcasting (subscribable audio)
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12. SOCIAL LEARNING & ENGAGEMENT â BIG PICTURE
1. Develop a pro-sumer model to give all employees a
voice and validation
2. Develop employee social networks to deepen
relationships, peer commitment and trust
3. Create shared spaces where employees can
collaborate on company initiatives or share
expertise
4. Create shared spaces where groups can connect
based on common interests or identity
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13. DEVELOP
LEARNING
PROSUMER
MODEL
1. COPYRIGHT 2009
14. DEVELOP A PRO-SUMER MODEL
âș Everyone is a producer and consumer of
learning, rather than dependence on âtraining teamâ
âș Techniques?
â File and link sharing infrastructure
â Video recording and sharing â HD Video Cams are cheap!
â Discussion forums
â âOpenâ course authoring tools
â Blogs, wikis, and microblogs
â Ratings and reviews
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15. LEARNING CULTURE
âą Training group is a
MUCH smaller subset of
the larger organization
âą Training group canât
possibly keep up with
âallâ of the training
needs of the org
âą Itâs a scale problem
âą Other examples of
industries where scale
has changed from social
contributions?
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16. LEARNING CULTURE
âą So what if the whole org
were âthe training
groupâ?
âą Why do we explicitly
look to a small sub-set
of people for education
and new information?
âą What happens if we
expect everyone to
share what they know?
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17. LEARNING CULTURE
âą What if we went
outside the org?
âą To the extended
enterprise?
âą Shouldnât we also
be sharing with
partners, clients,
suppliers, etc�
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18. ENGAGEMENT BENEFITS FROM A PRO-SUMER MODEL?
âș Everyone becomes a creator and a consumer
âș Everyone has a chance to share their unique
expertise, knowledge or skills
âș Everyone has a chance to share their voice
âș Employee can discover new connections and
strengthen existing ones
âș Highly engaged employees can find new avenues to
add value
âș Unengaged workers may find a voice and new
opportunities to become engaged again
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21. DEVELOP EMPLOYEE NETWORKS
âș Turn potential ties into weak ties, turn weak ties into
strong ties, and develop denser networks
âș Techniques?
â Linking content to people and people to content
â Expert and expertise location
â Ratings and reviews
â User-generated content
â Microblogs
â Activity feeds / Walls
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22. HIERARCHIES VS. NETWORKS
McKinsey Quarterly
Harnessing the power of informal employee networks, 2007 TALENT INTELLIGENCE
Lowell L. Bryan, Eric Matson, and Leigh M. Weiss
23. WHY NETWORKS MATTER: WEAK TIES
Sales Marketing Production R&D HR and Legal
Weak ties
This person has strong
connections to multiple
groups (weak ties) which
enables her to act as a
conduit between N C E
T A L E N T I N T E L L I G E teams.
24. WHY NETWORKS MATTER: STRONG TIES
Sales Marketing Production R&D HR and Legal
Strong ties
She is also tied to
multiple people within
her own group (strong
ties).
She is quite likely the
most influential person in
this E N T I N T E L L I G E N C E
T A L company.
25. BENEFITS OF CONVERTING POTENTIAL TIES TO WEAK TIES
Sales Marketing Production R&D HR and Legal
Learning from network
âą Discovering potential ties
and increasing the density
of the network
âą Increasing the flow of
information
âą Increasing the number of
connections to other
groups
âąDiversity of perspective
andLinnovationI G E N C E
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26. ENGAGEMENT BENEFITS OF LEARNING NETWORKS?
âș Reflects expectations of Millennials
â McKinsey research shows networks = retention
â Millennials move in tribes, grown up with networks
â GenX = biggest user of LinkedIn and Twitter
âș More connections = greater resiliency, agility
âș Connections = relationships = trust = engagement
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29. DEVELOP A SHARED SPACES MODEL â LEARNING COMMUNITY
âș Shared spaces around topics and initiatives
âș Shared spaces around user attributes
âș Techniques?
â File and link sharing infrastructure
â Dedicated pages for updates, announcements etcâŠ
â Discussion forums
â Blogs and wikis
â Microblogs
â Social networking
â Activity feeds
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30. THE LEARNING INVERSION
Learning On-the-Job Official Spending
20% 20%
Formal Learning
Informal Learning
80% 80%
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31. KNOWLEDGE WORKERS = EXPERTS AND EXPERTISE
âș âCommand and controlâ evolving to âPersuade and influenceâ
âș âTop-down communicationâ evolving to âManaged viral
communicationâ
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32. SELF-ORGANIZATION, ENGAGEMENT, AND LEARNING
âș In a world of knowledge workers, does expertise still
primarily come from above?
âș What happens when learners share expertise with
each other?
â Opportunity to grow and develop
â Opportunity to be recognized
â Opportunity to connect with peers
â Development of a true learning culture
â Learning culture = self-efficacy = engagement
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33. EXAMPLES?
Communities of practice since 1999
$75 million in savings as of 6 yrs ago
Deloitte, Sabre
Holdings, EMC, Booz
Working womenâs network for Allen
professionals dealing with leave Hamilton, Marathon
of absence and related issues Oil, Nokia, Capital
One, Mayo Clinic, and
many more!
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34. 1. Engagement has a direct impact on key business metrics.
2. Engagement is tied to employee voice, opportunities to
learn, reward & recognition, relationships with peers, and self-
directed behavior.
3. Social learning is an enabler of all of these engagement drivers.
4. Three ways to use social learning to drive engagement:
a. Provide infrastructure and tools for users to share.
b. Provide opportunities for users to network with each other.
c. Create shared spaces where learners can collaborate.
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