Learning in the Social Workplace

Jane HartLearning in the Social Workplace Centre for Learning & Performance Technologies Social Learning Centre | Internet Time Alliance

© C4LPT, 2012 2

AgendaHow individuals areusing social mediaHow organisationsare using socialtechnologiesHow frameworksare guiding neworganisationalapproaches Available online at bit.ly/liswpwp C4LPT, 2011 3

INDIVIDUALS & SOCIAL TOOLS

Top 100 Tools for Learning 2011 List compiled from the Top 10 Tools contributions of 531 learning professionals worldwide

“Today already 47% of business technology users at North American and European companies report using one or more website(s) to do parts of their jobs that are not sanctioned by their IT department. We expect this number to grow to close to 60% in 2011 as frustrated workers work around IT to self-provision technology” Forrester Research, April 2011© C4LPT, 2011 6

“between one-third and two-thirds of your employees are meeting their needs by working around you” Jensen & Klein, Blind spots, CLO Magazine, April 2011© C4LPT, 2011 7

Smart WorkersC4LPT, 2011 8

8 key featureshow the Smart Workeruses social mediato work andlearnC4LPT, 2011 9

1 - The Smart Worker : recognises she learns continuously as she does her jobC4LPT, 2011 10

2 - The Smart Worker : wants immediate access to solutions to his performance problemsC4LPT, 2011 11

3 - The Smart Worker : is happy to share what he knowsC4LPT, 2011 12

Source: Intel Newsroom

4 - The Smart Worker : relies on a trusted network of friends and colleaguesC4LPT, 2011 14

ask and answer questions exchange ideas, resources and experiences brainstorm and solve problems together keep up to date with what their colleagues are doing and thinking learning from one another in many different ways – sometimes without realising itC4LPT, 2012 15

5 - The Smart Worker : learns best with and from othersC4LPT, 2011 16

6 - The Smart Worker : keeps up to date with his industry and professionC4LPT, 2011 17

7 - The Smart Worker :constantly strives toimprove her productivityC4LPT, 2011 18

8 - The Smart Worker : thrives on autonomy "A sense of autonomy has a powerful effect on individual performance and attitude.“ “Control leads to compliance; autonomy leads to engagement.”C4LPT, 2011 19

ORGANISATIONS AND SOCIAL TOOLS

Adoption curve ofuse of social tools in organisations ban all Bring Your Own social media marketing access to Device strategy and use of social tools social business ad hoc functional use

“A Social Business isn’t just acompany that has a Facebookpage and a Twitter account. ASocial Business is one thatembraces and cultivates a spiritof collaboration and communitythroughout its organization—both internally and externally.” IBM, 2011

“Social is not a feature. Social is not an application. Social is a deep human motivation that drives our behaviour almost every second that we’re awake … The leading businesses are recognizing that the web is moving away from being centred around content, to being centred around people. That is the biggest social thunderstorm, and all of us are going to have to understand it to succeed. So stop talking about social as a distinct entity. Assume it in everything you do.“ Paul Adams, Stop talking about social© C4LPT, 2012

FRAMEWORKS

Training/ Workforce Development Services Framework 1/5 Instructional Services SERVICES Performance Support designing, delivering Services and managing training, Social e-learning and/or Collaboration blended learning Services events supporting providing access to, collaborative working and supporting use of and the building of a range of resources internal networks, Performance (content and people) Consulting communities and for performance Services collaboration spaces improvement finding the mostappropriate solutionto a performance or learning problem v3, Mar 2012 Jane Hart, C4LPT 26

Oscar Berg’sCollaboration Pyramid

Training/Instructional Social Collaboration Services ServicesPerformance Support Services Social HELPING TEAMS WORKCollaboration COLLABORATIVELY Services & FACILITATING LEARNING THROUGH COLLABORATIVE WORK encouraging workers to connect and collaborate and engage in new collaborative practices developing new collaboration and community skills (by modelling not shaping) Success measured in change in performance not in acquisition of skills and/or knowledge Version 2, Mar 2012 Jane Hart, C4LPT.co.uk

“… as for the new social and collaboration skills that you simply can’t train workers require, well people to be social! What was required was getting down and dirty and helping people understand what it actually meant to work collaboratively in the new social workplace, and the value that this would bring to them. My Internet Time Alliance colleague refers to this as modelling not shaping” Jane Hart, Collaboration and community skills are the new workplace skills© C4LPT, 2012

CONTACT JANE HART Email: jane@janehart.com Centre for Learning & Performance Technologies www.C4LPT.co.uk Social Learning Centre learning in the social www.SocialLearningCentre.co.uk workplace Internet Time Alliance www.InternetTimeAlliance.com Twitter: @C4LPT whitepaper available as web or PDF Facebook: facebook.com/C4LPT at bit.ly/liswpwp LinkedIn: linkedin.com/in/c4lpt© C4LPT, 2012 34