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The use of enterprise social networking platforms is on the rise as organizations look to these emerging tools to facilitate employee collaboration, knowledge sharing, increased engagement, improved productivity, and even to foster fundamental shifts in culture. As more and more employee interactions take place within these enterprise collaboration tools, new and interesting data emerges about employees, teams, projects, goals, content and other aspects of the enterprise. This new data, gleaned through analysis of the activities within the collaboration platform, includes insights into how people work and collaborate, the type and quality of content that is contributed and leveraged in the community, the effectiveness of different communications, the degree to which individuals are perceived as leaders or followers, and much more. The emergence of this new data enables much richer insights into the workforce of the organization. It enables the infusion of social intelligence into traditional talent management processes, such as performance, calibration, succession and retention. Combining social and workforce analysis enables People Insight 2.0. In this session, we’ll look how organizations can leverage the opportunities of People Insight 2.0. We’ll cover the tools used and opportunities stemming from the analysis of network connections, community activity, sentiment analysis, employee reputation management, and others. We’ll also explore the ways by which this social data can increasingly be incorporated into workforce analytics and workforce planning platforms for a more holistic view of the workforce. We’ll review use cases and provide practical tips for how you can immediately apply these new social workforce insights to your talent management initiatives, transforming your people processes for better business results.
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People Insights 2.0: Opportunity at the Confluence of
WFI and SNA Presented by:
Yvette Cameron VP & Principal Analyst, Constellation Research [email protected], Twitter/LinkedIn: @yvettecameron
1 Mar 2012
Today’s Agenda
Social Media Trends
Getting to the data with SNA
Augmenting WFI with SNA
Transforming Talent initiatives
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Trends in Social Media
Image by Hexadecimal Time used with a Attribution as directed by Creative http://www.flickr.com/photos/hexadecimal_time/3238546967 3
3
Wikipedia has over 13 million articles…some studies show it’s more accurate
than Encyclopedia Britannica.
.
Social Business Transforms Everything
Explosive Growth
• Within one year of the opening of the Apple Apps Store: – 1.5 billion apps downloaded – 65,000-plus apps developed – 100,000 developers signed up for Dev program – Consumers in 77 countries
• 30 billion pieces of content were added to Facebook this past month.
• Worldwide IP traffic will quadruple by 2015. • More than 2 billion videos were watched on YouTube ...
Yesterday. • 32 billion searches were performed last month ... on Twitter. • By 2014: Estimated 70B+ Mobile App downloads annually
Technology is Becoming User Driven
• Generally only 54% of companies enforce their social access and mobility policies
• Despite bans against external access, most employees report they use external social media during work hours with or without knowledge of their managers
Additional Observations on Social Business
• Explosion of social data – data mining is big business
• Blurring of Internal/External (Employee/Customer/Partner)
• Continued disagreement on who “owns” social in the enterprise, yet budgets are increasing for social initiatives
• Proliferation of ad-hoc / silo'd social projects
• Consumerization of Technology is driving these experiences/results into the enterprise – Experience, devices, services; BI concepts and tools
• Emergence of social/formal process integration
• Social in HCM processes is gaining traction (processes, new vendors)
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Adoption & Drivers of Social Media
Source: Social Business Systems: success factors for Enterprise 2.0 applications, AIIM Research, 2011. (N=403)
What is your organization’s current approach to
social business applications or Enterprise 2.0? • Approx 60% of
organizations use social media in one or more departments
• Roughly 90% of all organizations use social media to some extent for Recruiting
• Fewer than half use it for “talent management” initiatives including “knowledge sharing”
Primary Internal Collaboration Tools
9 Copyright 2011, NextGen Insights, LLC. 2011 Survey of HRTech Leadership, N=78
0
10
20
30
40
50
60
70
80
Company Intranet
Sharepoint Enterprise Social
Networking Tools
Wikis Blogs Other
Primary Social Tools in Use (% using)
Key Drivers: • Share knowledge /
expertise • Break down org silos
The Challenge is to ensure the Data is: • Transparent • Discoverable • Searchable • Not locked in silos
What’s Being Used?
Source: CedarCrestone 2011–2012 HR Systems Survey, 14th Annual Edition
Social Tools: Use and Plans
(% of respondents)
Challenges Following Adoption
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Source: 2010 State of Social Business Survey - n=45, 2011 State of Social Business Survey - n = 103
Source: © 2011 Constellation Research, Inc. All rights reserved.
Are Companies Seeing Results?
% reporting benefits from Web 2.0
Median improvement %
Source: How social technologies are extending the organization, McKinsey, Nov 2011
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Getting to the Data
Where Does The Information Come From?
Data from Social Media
• Social profile elements: expertise, interests, kudos/recommendations, badges, memberships in groups, communities, followers/following, geolocation, projects, skills/competencies (informal), professional interests, hobbies/passions, ….
• Bookmarks, lists, tags, favorites
• Content (IM, Wall Posts, documents, discussions, blogs, ideas, video, pictures, like/dislike, share/reshare)
• Attitude, sentiment
• And so much more….
The Dynamic Person Profile
The PERSON PROFILE
• Today and tomorrow’s
workforce analysis relies
upon insight into the
individual
• Desired end-state
• Formal and informal
• Internal and external
• Consumer (emerging)
• Continuously
developed
• Portable
Why Social Analytics Why
• Tap into collective intelligence, and aggregate, mine and predict outcomes from the data
• Content – understand what people are creating, what are the conversations
• Get to the data and relate it back to your people
What
• Activity/ usage/adoption
• Expertise location
• Knowledge mining & discovery
• Influence
• Sentiment Analysis
• Engagement
• Connectedness
• Reputation
• Trending
• Recommendation engines (people, groups, content)
• Pattern recognition
• Root cause analysis
How
• Filtering online data (i.e., Activity Streams)
• Activity Reports
• Consumable measures and metrics
• Infographics
• Visualization (Leaderboards, social graph)
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Network Visualization
Network Connections
It is estimated that 3%-5% of those in the network drive 20%-30% of value-add ties. Do you know
these pivotal players in your network?
In your enterprise?
Leaderboards
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Finding The Right People
Does your HRIS/TM Person Profile have these data elements?
Groups, Connections
Content: Views, Ratings
and Featured
Content is interesting…
People: Contribution and Usage
…but it is more interesting when connected to people (creators, consumers)
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Who Is Your Content Reaching?
Embedded Analytics
Recommendations
Trending /
Leaderboard
Filtered /
Prioritized
Content
Workforce Insight
Measures of Influence
Measures of Influence and Trust are important but they are not a measure of effectiveness -Consumer tools: Klout, TweetLevel, PeerIndex, …
Trust: “85% of adults …report that people are usually kind on the sites. … 49% have witnessed mean and offensive behavior and they usually respond by ignoring it. “ – Pew Internet, 2012
Barriers to WFA Success
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Obstacles to Workforce Intelligence will be compounded with the introduction of social collaboration data. Look to unified platforms for improved ease of analysis, or look for unifying tools and proof points.
Workforce Analytics: Ease of Data Integration Facilitates Incorporation of Social Attributes
Infuse Talent Analytics with Social Data
Turnover Ratio HiPO Turnover Connected,
Influencer HiPO Turnover
Goal completion Individual
Productivity Team Productivity
Flight Risk (check box)
Flight Risk (formula-based prediction)
Flight Risk (Formula includes sentiment/social
analysis)
How Social Transforms Workforce Metrics
Good Metric Better Better Still!
Performance to Potential
Performance to (Social Knowledge)
Contribution
Performance to Social Influence
Transforming WFI with Social
Social-Infused Metrics • Employee Sentiment Analysis
• Employee Reputation
• Retention of Key Influencers, Contributors
• Team Productivity
• Performance vs. Contribution
• Career paths self-identified; mentorship engagement
• Experts/SMEs/Mentors (Totals, % Engaged with staff)
• Knowledge Contribution (Contribution rates, average scores, community uptake, ideation)
• **Predictive Analytics leveraging social patterns
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Traditional Talent Metrics • Employee satisfaction / engagement
• Retention (turnover % by measures)
• Succession
• Bench/Pipeline
• HR/FTE Ratios
• Revenue/Profit (per employee, per Customer)
• Internal/External Hires/Promotions
• Diversity
• Performance Reviews (rating distribution, % complete)
• Training & Development (% training completed, % certified, skill/competency gaps)
• Goals (Completion %, Past Due, Counts by Team, Manager)
• High Potentials (%, Turnover)
• Costs (Hire, voluntary turnover)
• Time to Fill
Note: SHRM and ISO are developing HCM WFA standards – social is not current an aspect of these efforts
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Transforming People Processes
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Where are we Using Social Today?
Succession
Compensation
Performance
Onboarding
Learning
Collaboration
Employee Satisfaction
Knowledge Sharing
Talent Acquisition
0 10 20 30 40 50 60 70 80 90 100
Where Do You Use Social Media Tools to Improve Results? (% Respondents)
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Copyright 2011, NextGen Insights, LLC. 2011 Survey of HRTech Leadership, N=57
Can Social Change Processes?
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Extent to which social technologies can change organizational processes
Source: How Social Technologies Are Extending the Organization, McKinsey, Nov 2011
Social Talent: Retention & Career Pathing Transformed
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Social Goals: Transparent Goal, Task Insight
Social Project Management
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Social Project Management
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Quick Wins: Use Cases for Social Talent
• Identify Early Flight Risks
• Bottom-up Succession Planning
• Advanced 9-Box Analysis
• Information Brokers / Connectors for Change Mgmt.
• Compensation
• Goal Transparency
• Understand knowledge/content impact for performance, succession, leadership (including ideation, mentorship)
• Employee Reputation Management
• Social/informal/P2P learning
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Next Steps
• Focus on Business Priorities, know what to measure
• Start with what you have – WFI and Social Data elements, then look to aggregate and grow
• Go beyond HR boundaries (social data, others)
– Ensure social feedback loop is regular (daily, more)
– Infuse TM practices to drive better WFI outcomes
• Reinforce it (Communication! Dashboards, embedded processes and people)
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Questions And Answers
© 2011 Constellation Research, Inc. All rights reserved. www.ConstellationRG.com
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