Social HR aims to improve employee experience and engagement through a social approach. It transforms employees by providing resources to support collaboration, and transforms organizations by establishing trust and a distinctive culture. A social workplace considers the employee lifecycle from attraction to separation, treating interactions as a relationship rather than isolated transactions. To lead social change, HR must step up as a visionary to own the employee-organization relationship and drive an integrated social experience.

1. Social Change:
Transform your employees,
Transform your organization
Elizabeth Lupfer
C.V. Harquail

2. Social HR is not…
• Marketing translated into people
• Only social recruiting
• Not just about digitizing HR functions to
make your work easier as HR individuals

3. Social HR is…
• About improving employee experience and
engagement
• A new leadership philosophy on
organization values and culture

4. Real Challenges
• Ineffectual leadership – Leaders who disagree or
misunderstand social are creating confusion and
frustration through the business.
• Lack of central strategy – Siloed social
experiences are disappointing employees and
suggesting a lack of business focus.
• Poor timing – Too many “social” efforts unlinked to
day-to-day work are wasting the engagement we
have.
• Behavior management – Disengaged groups and
silent resistors are preventing employees from
seeing the full value of social.

5. 2008 was web 2.0
2009 was social media
2010 was social media
in the workplace
2011 was employees being social in
the workplace
2012 is about transforming into a
social workplace

6. Social in the workplace… versus…
• Deliver forward-thinking capabilities that
help respond more swiftly to changes in
the business environment
• Exponentially increases employees’
connections so that it’s easy to share
and receive the resources they need to
get work done
• Makes it easy to find, develop & use
whatever expertise each employee
needs

7. … being a social workplace
• Changing the employee value proposition
so that employees understand they aren’t
just functional tools but whole people
• Integrating social tools created for these
lifecycle interactions to not only support
the business strategy — but enable it
• We’re enabling you to be more because
we’re asking you to give more

8. A social workplace considers
employee behavior
in order to create a truly
collaborative and
integrated
social experience

9. Create an integrated experience
There are 7 things the organization does with the
employee, but to the employee it’s just ONE
relationship with the organization.
By taking a “lifecycle” approach to the employee’s
experience, HR can create an integrated, positive,
productive relationship with the employee.

11. Moving from siloed transactions…
That means, stop thinking in terms of
individual employee transactions…

12. … to social interactions
… and start thinking about in terms of
interactions between the employee and the
organization that build a relationship over
time.

13. Infographic: Putting Social HR into
the Employee Lifecycle
Can be found online:
- The Social Workplace
http://socl.ly/GRXVv5
- Pinterest
http://socl.ly/JFtPiZ
-Flickr
http://socl.ly/JFtWeu
Infographic created by Elizabeth Lupfer of The Social Workplace
@socialworkplace

14. By socializing the
employee lifecycle, you will…
• Build relationships more thoroughly, make
them more consistent, and focus them on
(mutual) contributions.
• It’s the series of interactions within the
lifecycle that employees come to
experience as the organization itself.

15. Attracting Talent Socially
• Reputation and Brand - Managing and listening to
conversation
• Referral Schemes – Tapping into the digital social
and professional graphs of employees and
networks (Refer a colleague, refer a friend)
• Talent Communities - Connecting job seekers to
each other and to current employees
Brand management - Not necessarily a specific
recruitment tactic but nevertheless incredibly
important strategically.

16. Recruiting Talent Socially
• Peer to Peer Recruitment – Using your own
employees as brand advocates and
• Branded Profiles – Proactively engaging and
interacting with candidates on social media
networks.
LinkedIn overwhelmingly trumps Facebook and Twitter
as the social network RECRUITERS use, but
CANDIDATES flock to Twitter.

17. Onboarding Socially
• Role Specific Wikis - Maintain knowledge about particular business functions
as living, breathing documents and enable employees to provide feedback to
enhance subsequent user's experiences.
• Discussions - New hires often have similar questions and concerns. Establish
a forum where they can reply to a question from another new hire with a
solution.
• Tip / Tricks - Allow new hires and long time employees to contribute and share
tacit knowledge around the ins and outs of being successful in a new role.
• Track Search Terms and Refine – Save and analyze search terms. This will
help to illustrate any large gaps in material that new hires are attempting to
locate as they get started within the company.
Get new hires up to speed to accelerate engagement,
increase productivity, and lower costs.

18. Learning Socially
• Promotes Relationships -- Extends virtual
classrooms beyond the course time by allowing
employees to connect before and after the course,
creating a stronger social support system.
• Motivation through autonomy -- Encourages
autonomous, self-directed workers and learners by
enabling just-in-time, fast, and targeted learning
opportunities.
Creates positive attitude toward learning, which leads
to learning more efficiently.

19. Growing and Developing Socially
• Goal Development – Permit employees to solicit
development goals from each other.
• Idea Generation – Foster innovation that have
acknowledged results. Peer voting on idea
submissions that are reviewed and implemented by
senior leadership.
• Development Groups - Connect employees on similar
development plans so they can encourage and
support one another.
Foster innovation that have acknowledged results.

20. Retaining Employees Socially
• Social Recognition – Remove isolated recognition
experiences by allowing employees to be recognized by
their managers and peers on platforms where such
recognition can be shared among other portals and
social collaboration platforms.
• Social Performance -- Give employees a way to track
how their actions impact overall company performance
and helps them meet their (and their team’s) shared
objectives.
Companies who strive to create a culture of innovation
must reward and recognize employees in innovative
ways.

21. Separating Socially
• Exit Interviews and Feedback - Establish a dignified exit process by
soliciting genuine feedback.
• Known Talent Pool - Today’s business is often project-based: retired
employees are a flexible source of experience.
• Employee Referrals - Candidates referred by former employees are
pre-screened candidates and tend to fit the companies needs.
• Alumni Community – Keeping in touch with employees who already
know your business, and as they increase their skill sets, it’s a talent
pool worth tracking.
Today’s business is often project-based: retired
employees are a flexible source of experience.

22. Social transforms your employees…
• So that they no longer operate in siloed
experiences by providing the resources and
support necessary to be a collaborative and
networked global workforce.
• Transform traditional employee transactions to:
– Anticipate and respond to change
– Expand the business’s influence
– Increase revenue and margins
But to transform your organization,
there is more to do….

23. … and your organization
Establish a trustworthy and distinctive
organization so that employees and
the organization can build a bond with
each other

24. Create a Trustworthy Experience
Build a foundation of behavioral evidence
Consistent Predictable TRUST

25. Create a Distinctive Experience
Distinctive interaction with the organization’s brand
creates an organization specific bond – a bond that
employees with the organization only.
Key brand /
Day to Day
cultural DISTINCTIVE
Experience
characteristics

26. Transform organizational character
through “social” technology
• Technology designs in behaviors & qualities of
an interaction
• Technology means focus & experience remain
consistent
• Builds change into everyday routines & habits
• Permeates every interaction, every employee,
across the business
• Changes are specific, easy to adopt
• Behavior defaults to the new expectations

27. Social technology shapes
identity and emotion
• Social tools based on the employee
lifecycle brings the full range of an
employee’s identity, puts it into action.
• Whole person interaction creates a more
richer, more emotional experience.
• Emotion creates engagement.

28. Emotion throughout the Lifecycle
Lifecycle Base Organization Employee
Attraction We are a great company! What a great company!
Recruiting We like you – especially They like me. I’m special!
you
Onboarding Welcome. Here’s how to They are happy to have
fit in me
Learning You’re good at your job I can do this and more!
and you’re getting better
Growth / Development We all win when we’re I’m learning, growing,
doing what’s right for you being successful and
and for us making a difference
Retention We support you I matter
Separation Thank you, we appreciate I made a difference
you

29. Checklist for Success
• Assess the current temperature of your employees and
organization -- measure employee happiness
• Look at the big-picture business problems, not just HR bustle.
• Be platform neutral. Assess the need, create the solution and
then determine the appropriate tool or system.
• Put engagement on your executive dashboard
• Build alliances and executive support.
• Measure engagement in terms of employee ACTIVITY, not
just sentiment (employee opinion surveys don’t pain the full
picture).
• Engage all stakeholders and implement as an enterprise or
whole business. Don’t operate on your own.
• Direct vendors to customize tools to fit
your culture and vision

30. Can HR really lead Social?
• HR controls the employees’ central experience
of social interaction
– Across the individual’s Life Cycle
– Across all employees
– Across all departments & locations
• HR controls key experiences of a social
organization
• But, HR has to be willing to step up to lead
social
– Have vision for employee- organization relationship
– Take direct ownership of that relationship

31. OWN IT
Social change is about transforming the
employee and transforming the organization.
But the only way to achieve this
transformation is by first transforming
yourself into a Social HR leader!

32. Thank you!
• Elizabeth Lupfer, The Social Workplace
– http://www.thesocialworkplace.com
@socialworkplace
• C. V. Harquail, Authentic Organizations
– http://AuthenticOrganizations.com
– @cvharquail