O slideshow foi denunciado.
Seu SlideShare está sendo baixado. ×

Digital technology and the Future of Human Resources

Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Web Technology and Human ResourcesA Corporate Strategy<br />James Moffat, Organic Development<br />
Page 2<br />About Organic Development<br />Four years<br />Wide range of clients directly and through partners<br />Team ...
Page 3<br />Web Techology and Human Resources<br />The Behavioural Revolution<br />1<br />2<br />Communities and complex ...

Vídeos do YouTube não são mais aceitos pelo SlideShare

Visualizar original no YouTube

Vídeos do YouTube não são mais aceitos pelo SlideShare

Visualizar original no YouTube

Vídeos do YouTube não são mais aceitos pelo SlideShare

Visualizar original no YouTube

Carregando em…3
×

Confira estes a seguir

1 de 65 Anúncio

Digital technology and the Future of Human Resources

Baixar para ler offline

A Must See presentation that look at the impact that the latest developments in Digital Technology are going to have on Human Resources operations in Corporates and Large organizations. Covering the behavioral revolution, communities and complex adaptive networks, seven game changing trends in technology, a strategy for success and practical examples employed in Corporate HR.

A Must See presentation that look at the impact that the latest developments in Digital Technology are going to have on Human Resources operations in Corporates and Large organizations. Covering the behavioral revolution, communities and complex adaptive networks, seven game changing trends in technology, a strategy for success and practical examples employed in Corporate HR.

Anúncio
Anúncio

Mais Conteúdo rRelacionado

Diapositivos para si (18)

Quem viu também gostou (20)

Anúncio

Semelhante a Digital technology and the Future of Human Resources (20)

Mais recentes (20)

Anúncio

Digital technology and the Future of Human Resources

  1. 1. Web Technology and Human ResourcesA Corporate Strategy<br />James Moffat, Organic Development<br />
  2. 2. Page 2<br />About Organic Development<br />Four years<br />Wide range of clients directly and through partners<br />Team of ten experts across the range of digital strategy<br />Experts in Social Media<br />Help you use online technology to improve you business<br />1<br />Help you communicate within your business and with customers<br />2<br />Help you utilise the power of informal communities in your business <br />3<br />Provide insight, expertise, intelligence and control<br />4<br />Help provide you with the right mix of skills within your team<br />5<br />
  3. 3. Page 3<br />Web Techology and Human Resources<br />The Behavioural Revolution<br />1<br />2<br />Communities and complex adaptive networks<br />Seven Game Changing trends in Technology<br />3<br />A Strategy for Success<br />4<br />Practical Examples<br />5<br />Q&A<br />6<br />
  4. 4. Page 4<br />Web Techology and Human Resources<br />The Behavioural Revolution<br />1<br />2<br />Communities and complex adaptive networks<br />Seven Game Changing trends in Technology<br />3<br />A Strategy for Success<br />4<br />Practical Examples<br />5<br />Q&A<br />6<br />
  5. 5. Page 5<br />The Behavioural Revolution<br />What is the behavioural revolution? <br />
  6. 6. Page 6<br />The Behavioural Revolution<br />People are changing their behaviour. <br />Technology is allowing people to behave in different ways<br />
  7. 7. Page 7<br />The Behavioural revolution<br /> So whats changed? <br /> 1. Access<br />Everyone has a little Rupert Murdoch lurking inside them…<br /> 2. Control<br />The internet is unregulated… you can publish ANYTHING<br />
  8. 8. Page 8<br />The Behavioural Revolution<br />An example of people power & new technology VS big business<br />
  9. 9. Page 9<br />The Behavioural revolution<br /> IMPORTANT: Its about people, not about technology<br /> People are the at the heart of your organisation….<br /> …the technology is easy to implement<br />
  10. 10. Page 10<br />The Behavioural Revolution<br />Who are the people?<br /> <br />‘Is there a difference with different age groups in how they engage with the new technology?’ <br />Jane Watkinson<br /> <br /> <br />…Generation Y is coming<br />New behaviours are here to stay and your organisation will have to adapt. <br /> <br />
  11. 11. Page 11<br />The Behavioural Revolution<br />Generation Y is coming<br />
  12. 12. Page 12<br />The Behavioural Revolution<br />Who is Generation Y?<br /><ul><li>Only know rising prosperity
  13. 13. An only child
  14. 14. Doesn't understand 'wait your turn’
  15. 15. The world is small - travel and communications are at their fingertips
  16. 16. Spends more time on Facebook than with their families
  17. 17. The average 21 yr old has`:
  18. 18. Exchanged 250,000 emails
  19. 19. Spent 5000 hours playing games,
  20. 20. Spent 10,000 hours on their mobile
  21. 21. Change their mind at will
  22. 22. They think for themselves </li></ul> <br />
  23. 23. Page 13<br />The Behavioural Revolution<br />Who is Generation Y?<br /><ul><li>Work isn’t their life
  24. 24. They get bored after 4 years in a job
  25. 25. 30% leave a job in the first year 1
  26. 26. They live technology… </li></ul> …but avoid commitment <br />
  27. 27. Page 14<br />The Behavioural Revolution<br />What does this mean for your organisation? <br />Your organisation needs to adapt<br /><ul><li> Generation Y won’t accept old working practices…</li></ul> … they don’t need to<br /><ul><li> The current generation wont understand the need to adapt</li></li></ul><li>Page 15<br />The Behavioural Revolution: Good and bad behaviours<br />A quesiton I was asked recently:<br /> <br />On the behavioural point, I would be interested in any learning to date about 'good' and 'bad' behaviours have arisen (employees;customers etc) so that some of the opportunities/challenges can become clearer in our minds.<br />The answer…<br /> There aren’t good and bad types of behaviours, there are just a NEW, DIFFERENT set of behaviours.<br />
  28. 28. Page 16<br />The Behavioural Revolution: Good and bad behaviours<br />What does this mean for your organisation? <br />The challenges<br />The opportunities<br /><ul><li>You don’t control the agenda
  29. 29. The conversations are already happening
  30. 30. You don’t control the space
  31. 31. You arent listening
  32. 32. You arent engaging
  33. 33. You can enable responsible use of these channels
  34. 34. You can create spaces to monitor and measure
  35. 35. You can listen to what is being said
  36. 36. You can engage with customers and employees
  37. 37. You can be more customer centric </li></li></ul><li>Yammer: A collaboration and micro blogging platform<br />Page 17<br />
  38. 38. Google Videos<br />Page 18<br />A video channel for your business<br />Video sharing makes important communications like internal trainings and corporate announcements more engaging and effective.<br />Keep videos secure and private<br />Employees can securely share videos with colleagues without exposing confidential information.<br />Anytime, anywhere access<br />Google Video is securely powered by the web, so you can access company videos from your desk, on the road, and at home.<br />Works across operating systems<br />Google Video works in the browser on PC, Mac and Linux computers. <br />
  39. 39. Page 19<br />Web Techology and Human Resources<br />The Behavioural Revolution<br />1<br />2<br />Communities and complex adaptive networks<br />3<br />Seven Game Changing trends in Technology<br />A Strategy for Success<br />4<br />Practical Examples<br />5<br />Q&A<br />6<br />
  40. 40. Page 20<br />Communities and complex adaptive networks<br />Your business is network of communities and always has been<br /> ...people only made money out of records for a very, very small time. When we started out, we didn’t make any money out of records because record companies wouldn’t pay you! They didn’t pay anyone.<br /> Then, there was a small period from 1970 to 1997, where people did get paid, and they got paid very handsomely and everyone made money. But now that period has gone.<br /> So if you look at the history of recorded music from 1900 to now, there was a 25 year period where artists did very well, but the rest of the time they didn’t.<br />Mick Jagger, Rolling Stone Frontman<br /> Graduate of Economics, LSE<br />
  41. 41. Page 21<br />Communities and complex adaptive networks<br /> Your organisation is a collection of dynamic, changing communities that come together in different forms to undertake specific tasks.<br /><ul><li>Around the water cooler
  42. 42. In meeting and board rooms
  43. 43. Down the pub
  44. 44. In online spaces</li></ul>…These communities are spontaneous and appear at will <br />
  45. 45. Page 22<br />Communities and complex adaptive networks<br />Understanding these communities<br />Complex adaptive systems<br /><ul><li>Your organisation is a network of individuals who can change and adapt to deal with problems or tasks
  46. 46. This exisits IN SPITE OF traditional organisational structures
  47. 47. These communities have always been there
  48. 48. Technology is making them visible
  49. 49. Technology allows you to tap into these communities</li></li></ul><li>Page 23<br />Communities and complex adaptive networks<br />The features of a Complex Adaptive System<br />Emergence: Rather than being planned or controlled the agents in the system interact in apparently random ways. Yet there is no grand plan.<br />Co-evolution: They change to fit their environment, and their environment changes to suite them<br />Sub optimal: A complex adaptive systems does not have to be perfect in order for it to thrive within its environment. It only has to be slightly better than its competitors and any energy used on being better than that is wasted energy. <br />Requisite Variety: The greater the variety within the system the stronger it is. Strength comes from diversity<br /> <br />
  50. 50. Page 24<br />Communities and complex adaptive networks<br />The features of a Complex Adaptive System<br /> 5. Simple Rules: Complex adaptive systems are not complicated but have rich variety<br />Iteration: Small changes in the initial conditions of the system can have significant effects<br />7. Self Organising: There is no hierarchy of command and control in a complex adaptive system. There is no planning or managing, but there is a constant re-organising to find the best fit with the environment. <br /> <br />8 Nested Systems: Most systems are nested within other systems and many systems are systems of smaller systems.<br />
  51. 51. Page 25<br />Communities and complex adaptive networks<br />The features of a Complex Adaptive System<br />THE GOLDEN RULE: Connectivity<br />The ways in which the agents in a system connect and relate to one another is critical to the survival of the system, because it is from these connections that the patterns are formed and the feedback disseminated. The relationships between the agents are generally more important than the agents themselves.<br /> <br />
  52. 52. Page 26<br />Communities and complex adaptive networks<br />How do you manage and create a culture and environment that helps your CAS of communities flourish?  <br />The answer…<br /> 1. Create appropriate containers (technology and environment)<br /> 2. Understand significant differences (knowledge)<br /> 3. Facilitate transformation exchanges. (Communication and training)<br /><ul><li>In CAS, managers set guidelines for workers to interpret, and use to self-organise: EG Google Video
  53. 53. There are already informal networks... You need to enable them to flourish</li></li></ul><li>Page 27<br />Web Techology and Human Resources<br />The Behavioural Revolution<br />1<br />Communities and complex adaptive networks<br />2<br />3<br />Seven Game Changing trends in Technology<br />A Strategy for Success<br />4<br />Practical Examples<br />5<br />Q&A<br />6<br />
  54. 54. Page 28<br />1. Cloud Computing<br />A place for tools and functionality<br />Cloud computing is<br /><ul><li>Rapid development and rollout
  55. 55. Easier to scale
  56. 56. Easier to support
  57. 57. Software on the internet
  58. 58. Using less hardware
  59. 59. Having less IT support / upgrades</li></li></ul><li>Page 29<br />2. The internet as a streaming medium<br /><ul><li>The internet is a real time environment
  60. 60. Conversaitons are happening all the time
  61. 61. People are talking about your brands right now
  62. 62. You need ways in which to monitor this</li></li></ul><li>Page 30<br />3. Mobile Interfacing<br /><ul><li>The majority of web ready devicies shipped from manufacturers in 2009 were mobiles
  63. 63. More new connecitons to the web in 2009 were from mobile devices than desktop computers
  64. 64. People can access the web from anywhere, at any time, to talk about anything</li></li></ul><li>Page 31<br />4. Social Media: A Social Phenomenon<br />What is Social Media?<br /><ul><li>Social Media is the spreading of information through social interactions on the internet.
  65. 65. Interactions are typically person to person but can be 1 to many or many to many
  66. 66. A new way in which people communicate in all areas of life
  67. 67. A set of online communication and relationship building tools
  68. 68. Social Media is powerful because it is ‘social’</li></li></ul><li>4. The Social Media Landscape<br />Page 32<br /><ul><li>A dynamic, complex and changing landscape
  69. 69. Lots of tools platforms and communities
  70. 70. Roughly divides into three types of activity
  71. 71. Content is the currency of the social media landscape
  72. 72. Content means text, video, audio, anything you can publish and share</li></li></ul><li>Page 33<br />5 & 6 The Power of people: The ON DEMAND organisation<br />Digital as a people focused, ‘bottom up’ channel<br />Ask youself this….<br /><ul><li>How do I manage the message if I do not control it?
  73. 73. How do I manage the culture change in my organisation
  74. 74. Who in my organisation can the the voice of my organisation online?
  75. 75. How to I skill my people effectively?
  76. 76. What does my company sound like online? </li></li></ul><li>Page 34<br />7. Augmented reality<br />
  77. 77. Page 35<br />Web Techology and Human Resources<br />The Behavioural Revolution<br />1<br />2<br />Communities and complex adaptive networks<br />Seven Game Changing trends in Technology<br />3<br />A Strategy for Success<br />4<br />Practical Examples<br />5<br />Q&A<br />6<br />
  78. 78. Page 36<br />A Strategy for Success<br />The Current Situation<br /><ul><li>You have two groups of people to serve: The technology haves and have nots
  79. 79. You organisation is made up of informal communities but this isnt recognised by IT or your formal business structures
  80. 80. Your current IT and policy strucutre is not designed to enable these communities
  81. 81. You have a new generation of IT tools available that you aren’t using</li></li></ul><li>QUESTION: <br />How can Digital Comms support & enhance key business functions?<br />ANSWER:<br />Your business doesn’t plug into Technology,<br />Technology needs to plug into your business.<br />
  82. 82. Planning for Technology Integration<br />I need to find a technology solution that is right for the job… Can I find a one size fits all solution? <br />Business Processes<br />Business Functions<br />Internal<br />Communications<br />Marketing<br />Customer<br />Service<br />HR<br />IT<br />Business<br />Dvlpmt.<br />Legal<br />Advertising<br />Collaboration<br />Customer<br />Support<br />Public<br />Relations<br />Measurement<br />Data Analysis<br />Reputation<br />Mgmt.<br />Research<br />Slide courtesy of The Brand Builder www.thebrandbuilder.wordpress.com<br />
  83. 83. Slide courtesy of The Brand Builder www.thebrandbuilder.wordpress.com<br />
  84. 84. A Strategy for Success: Implementation<br />Page 40<br />Step 1: Strategy& development<br />Identifying goals<br />Identifying key departments<br />Developing strategies and tactics<br />Setting targets and budgets<br />Clarifying intent<br />Providing direction<br />Step 2: Operational Deployment<br />Working with Legal, IT, HR, etc.<br />Creating guidelines <br />Developing the organisation<br />Continuous improvement<br />Getting departments up to speed<br />Training staff<br />Enabling technology and tools<br />Creating the internal infrastructure<br />Step 3: Management & Execution<br />Community management<br />Online reputation management<br />Monitoring <br />Measurement<br />Digital customer support<br />Internal collaboration<br />Etc.<br />Slide courtesy of The Brand Builder www.thebrandbuilder.wordpress.com<br />
  85. 85. Page 41<br />Step 1<br />Step 2<br />Step 3<br />Step 4<br />Step 5<br />A Strategy for Success: Managing and monitoring<br />A methodoligy that works<br />Budget and resource<br />Establishthe appropriate tools, environments and technology<br />Make changes and measure again<br />Identify the need<br />Measure and monitorhow wellit is working<br />
  86. 86. Page 42<br />A Strategy for Success<br />The Future of Web technology for your business<br /><ul><li>The right tool is different for every job: IT shouldn’t try to provide a one size fits all solution
  87. 87. The groups that come together to undetake jobs are different every time and can be geographically disparate: Cloud hosted systems solve this issue
  88. 88. Your IT policies and structure need to be flexible: People are accessing and using web media all the time, if not from their computer then from their phone. You cant stop them
  89. 89. Your IT department needs to become technology consultants, not systm builders: Identifying the right solution for the job and then ensuring it is stable and secure. </li></li></ul><li>Page 43<br />Web Techology and Human Resources<br />The Behavioural Revolution<br />1<br />2<br />Communities and complex adaptive networks<br />Seven Game Changing trends in Technology<br />3<br />A Strategy for Success<br />4<br />Practical Examples<br />5<br />Q&A<br />6<br />
  90. 90. Page 44<br />Practical Examples: Collaboration tools<br /> 2. Better Collaboration: Huddle.net<br /><ul><li>Be aware of tools that allow you to share resources and information
  91. 91. Don’t try to identify one tool for all situations
  92. 92. If a tool doesn’t work, throwm it waya and start again</li></ul>EG: Boots the Chemist and Huddle.net<br /> “The main change in working practices, and a continual challenge, is to drive the team to continually upload documents and refer users onto Huddle rather than clog up email systems and shared networks. When material is uploaded and shared, there is no question about where the latest, most current version resides, so we don’t waste time looking for it or waiting for our beleaguered email server to download it.”<br />
  93. 93. Practical Examples: Collaboration tools<br />Page 45<br />
  94. 94. Page 46<br />Practical Examples: Internal Communities<br /> 3. Internal communities: A Socially Aware Intranet <br /><ul><li>Your people ARE your brand
  95. 95. Create in house forums, tools and feedback mechanisms to allow you to understand where these communities are and to let them flourish
  96. 96. The activity is happening anyway… engage with it! </li></ul>SOLUTION = T&Cs and MODERATION<br />
  97. 97. Page 47<br />Practical Examples: Google videos<br />
  98. 98. Page 48<br />Practical Examples: Listening tools<br /> 4. Listening and engagement<br /><ul><li>Find out what is being said
  99. 99. Monitor your emplyer brand
  100. 100. Engage with candidates when they arent looking
  101. 101. Allow your staff to act as ambassadors </li></ul>SOLUTION = LISTENING TOOLS<br />
  102. 102. Page 49<br />Practical Examples: Listening tools<br />
  103. 103. Page 50<br />Practical Examples<br /> 5. Recruiting better talent<br /><ul><li>Use of social media for proactive recruitment and emplyer brand awareness
  104. 104. Build a datababse of candidates
  105. 105. Focus on Candidate Management and talent selection
  106. 106. Equality and diversity reporting
  107. 107. Integrated search strategy
  108. 108. Integrated social media strategy
  109. 109. Minimise costs of software and save time
  110. 110. A pool of talent, the best not just the active seekers</li></li></ul><li>Page 51<br />Practical Examples: Digital Recruitment Strategy<br />
  111. 111. Page 52<br />Step 1<br />Step 2<br />Step 3<br />Step 4<br />Step 5<br />Planning your digital recruitment strategy<br />A methodoligy that works<br />Budget and resource<br />Establish a funnel of online activity/digital real estate to pull candidates in<br />Make changes and measure again<br />Identify where your candidates are online<br />Measure how well your funnel is working<br />
  112. 112. Page 53<br />Planning your digital recruitment strategy<br />Creating a candidate funnel<br />the wider digital audience<br />passive audience<br />(brand aware)<br />active audience<br />Your Recruitment Website<br />
  113. 113. Page 54<br />Converting potential candidates into real ones<br />Your website as the conversion tool for your candidate funnel<br />the wider digital audience<br /><ul><li>Total search impressions
  114. 114. Search advertising spend
  115. 115. Social media mentions
  116. 116. Total emails sent
  117. 117. Total clicks from emails
  118. 118. Click Thru Rate (CTR)</li></ul>passive audience<br />(brand aware)<br />active audience<br /><ul><li>Total website visitors
  119. 119. Total sales
  120. 120. Revenue per visitor
  121. 121. Total investment Vs Revenue</li></ul>£££ ROI AT Website £££<br />
  122. 122. Page 55<br />Converting potential candidates into real ones<br />Your website as a communication tool talking to your candidate funnel <br />the wider digital audience<br /><ul><li>Facebook, LinkedIn
  123. 123. Google, Twitter
  124. 124. You Tube
  125. 125. Job alerts and updates
  126. 126. Blog posts / news
  127. 127. Microblog posts</li></ul>passive audience<br />(brand aware)<br />active audience<br /><ul><li>Vacancies
  128. 128. Informaiton about stores
  129. 129. Culture</li></ul>£££ Your Website £££<br />
  130. 130. Page 56<br />Converting potential candidates into real ones<br />Use multiple narrow verticals to reach your audience<br />the wider digital audience<br />Target multiple <br />narrow verticals<br />to reach allaudiences<br />passive audience<br />(brand aware)<br />active audience<br />
  131. 131. Page 57<br />Converting potential candidates into real ones<br />Measure Goals throughout the Customer Life Cycle and measure KPIs <br />The possibility of enciting an action as a result of your communication<br />EG: Click, website visit, subscribe<br />The possibility of gaining a potential customers attention<br />EG: impressions, views, searches, follow, opens…<br />Reach <br />Acquisition<br />Retention<br />Conversion<br />The successful completion of an action or goal positively contributing to your online and overall business plan.<br />EG: Lead generation, sale, <br />Retaining a customer for maximum lifetime value and repeat business<br />EG: subscription, newsletter, upsale, referral, advocate<br />
  132. 132. Page 58<br />Converting potential candidates into real ones<br />Step 1<br />Step 2<br />Step 3<br />Step 4<br />Step 5<br />A methodoligy that works<br />Budget and resource<br />Establish a funnel of online activity/digital real estate to pull candidates in<br />Make changes and measure again<br />Identify where your candidates are online<br />Measure how well your funnel is working<br />
  133. 133. Page 59<br />Converting potential candidates into real ones<br />Content is King…<br /><ul><li>Content is the currencyof digital comms…
  134. 134. Organise your content into relevant streams or themes
  135. 135. Publish these streams on your site
  136. 136. These streams of content are the backbone of your digital marketing efforts….
  137. 137. Enable your staff to create content</li></li></ul><li>Page 60<br />Web Techology and Human Resources: Summary<br />Technology allows people to behave the way they want to<br />1<br />2<br />Your organisaiton is made up of informal communities<br />The solution is a combination of culture change and IT<br />3<br />Many organisations are doing this already<br />4<br />You can’t ignore this change<br />5<br />
  138. 138. Page 61<br />Web Techology and Human Resources<br />The Behavioural Revolution<br />1<br />2<br />Communities and complex adaptive networks<br />Seven Game Changing trends in Technology<br />3<br />A Strategy for Success<br />4<br />Practical Examples<br />5<br />Q&A<br />6<br />
  139. 139. Page 62<br />?<br />Do You Have Any Questions?<br />?<br />?<br />Thank you for listening<br />James Moffat<br />0845 869 7654<br />www.organic-development.com<br />www.organicarelikeminds.co.uk<br />www.twitter.com/growwithorganic<br />

×