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Using Enterprise Social Networks to Suport Learning and Development - slides for presentation to the Training Journal Winter Conference - 10/12/12
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Dr Andrea CorbettSoc ia l Bus iness Consu l tan t
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Today’s lessonEnterprise Social Networks
Conclusion
Using Enterprise Social Networks to support learning and development
Current challenges to learning
What is an Enterprise Social Network (ESN)
Benefits in relation to learning and development
How to make an ESN work for learning and
development
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Current challenges to learning
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The nature of work has changed
~ 19th Century
20th Century
21st Century
ArtisansHierarchies Networks
Source: Jay Cross
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Industrial Revolution
Frederick Winslow TaylorScientific Management (1911)
Functional management
Standard methods
Enforced adoption
Organisational hierarchies
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Collaborative revolution
Learning embedded within normal
workflow collaboration systems
Dizzying rate of changeIncreasing complexity
Intangibles are becoming the primary source of value
Work and learn smarter in new and varied ways
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So what is Collaborative Learning?
• Knowledge is created through the interaction and collaboration of individuals
• Everyone is a teacher and a student
• Driven by need and accountability
• Integrated into the flow of work
• Provides avenues for employees to engage
• Can be explicit or implicit
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Learning timeline
Traditionaltraining
Computeraided training
Learningmanagement
systems
Informal &blendedlearning
Collaborative &Social learning
1990
2000
2005
Today
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How learning has changed
Individual learning
Formal learning
Collaborative learning
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Grades
Competence
Obedience
Alone
Unchanging knowledge
Independence
Groups
Knowledge is transitory
Hierarchy Network
Push learningPull learning
Passive student Active learner
Courses, workshops Conversation, discovery
Others set the curriculum Learner defines content
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“Teach people how to fi sh or better yet, teach them how to learn to fi sh
themselves.”
Harold Jarche
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What is an Enterprise Social Network?
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Mind the Gap
The Enterprise
Consumer web
The enterprise is getting left behind and is struggling to
adapt to current
changes in behaviour and
technology
• Trapped in email
• Legacy systems
• Old ways of working
• Not efficient
• Command/Control
• Hard to navigate
• Not adapting
• Scared
• Disengaged
• Knowledge silos
• New tools/behaviour
• Transparency
• Easy to use
• Innovation
• Easy to find, connect, share, create, consume
• Evolving
• Bold
• Engaged
• Collaborative
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• Email goes out to 5 Colleagues
• First user sends a direct reply but does not copy in other 4.
• Another user sends a different response but copies in everyone.
• Originator replies but does not copy everyone in.
• Another user replies to all but does not realise that someone else has said the same thing because they have not opened up that email yet.
• Originator sends direct email back to let them know they already have the answer.
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Organisation
Formal learning
Water cooler
ColleaguesTeam
Mentors
High performers
Performancesupport
Learn from mistakes
Where do we learn?
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"if only HP knew what HP knows, we would be three times more productive."
Lew PlattFormer chief executive of Hewlett-Packard (HPQ)
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• Supports the concept of a rich user profile.
• Allows users to communicate with each other in a way that is open and public by default.
• Is based primarily on relationships defined by organisational membership not ‘friendship’ (like Facebook).
Fundamental concepts
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Enterprise Social Network
Integration withcorporate systems
People profiles
Tag cloud
Focussed topic groupsand discussionsMicroblogging
Mobile access
Files
Integration withsocial networks
Searching
#
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The three C’s
Connect Contribute Cultivate
Build relationships Share your
experiences
Add
Community Share your insight Debate
Content Teach Innovate
Tools Build skills Comment
Experiences Build knowledge Improve
Necessary for your job Share ideas Application of ideas in
new contexts
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David - Sales
Follow
Key Customers
Local Office
Company Info
Competitors
Products
Benefits:
• Customer / Product knowledge base• Better informed about product offers• Real time updates from ERP• Connected to Local office• Company Brand / Messaging• Competitor Knowledge / Battle cards• Increase Sales
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Benefi ts in relation to learning and development
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• Keeping remote employees in touch with the office
• Keeping distributed sites connected• Feeds from underlying systems• Knowledge base• Searching• Breaking down knowledge silos• Fewer meetings• Employee engagement• Getting views from grass roots• Top down communication• Lateral communication between
departments• Keeping in touch with industry
news/trends/legislation• People profiles• Focussed topic groups and
discussions• Social media monitoring• SharePoint integration• Connections outside the enterprise• On-boarding• Spot, recognise and reward talent• Flexibility and agility• Innovation support• Support enterprise culture• Drive more profitable behaviour• Improved productivity• Win more sales opportunities• Brainstorm ideas• Manage projects together• Solve customer issues• Connect with experts• Collaborate without boundaries
Benefi ts of an ESN
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Benefi ts for Collaborative Learning
• Creates knowledge through the interaction and collaboration of individuals
• Everyone is a teacher and a student
• Copes with the increasing complexity of the enterprise
• Manages change
• Allows people to work and learn in smarter ways
• Driven by need and accountability
• Provides learning that is integrated into the flow of work
• Increases employees engagement
• No geographical or temporal boundaries
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Intangibles are becoming the primary source of value
Enterprise Social Networks provide the platform for knowledge to be learned and shared in an enterprise.
Social capital and know-how have replaced plant and equipment as economic value creators.
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The bottom line
$900 billion-1.3 trillion (annual value that could be unlocked via social technologies in 4 sectors)
2/3rds of thatvalue comes from
communication and collaboration
between and across enterprises…
That’s almost $600 billion-900 billion
20-25% improvement in knowledge worker productivity possible
Source: McKinsey, The social economy: Unlocking value and productivity through social technologies
From this
To This
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How to make an ESN work for Learning and development
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• Motivation• Culture• Behaviour• Influencers• Community Maturity
It is about:
Remember:the most effective solutions are content-centric, not technology centric.
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• organizing and managing training for people – but helping teams and groups to self-organize the approaches that will work for them
• training people to use the social tools – but rather helping them to use them in the context of carrying out their work, and in doing so to work collaboratively and share their knowledge with one another
• training people to be social – but modelling the new collaboration and community skills that will be required
• tracking “learning” activity - but helping teams and groups monitor their own productivity and performance improvements
It is NOT about:
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“If you have an apple and I have an apple and we exchange these apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas.”
Conclusion
George Bernard Shaw
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Dr Andrea Corbett
Social Business [email protected]
www.esnsurgery.com@DrACorbett
www.m-hance.com