This document discusses how social network analysis can augment workforce insights by providing additional data about employees. It outlines how social media is growing exponentially and blurring internal/external boundaries. Social tools can provide insights into expertise location, influence, recommendations and more. Challenges include integrating diverse social data and ensuring it is transparent, discoverable, searchable and not locked in silos. Traditional workforce metrics can be transformed when infused with social data about aspects like employee sentiment, reputation, team productivity and knowledge contribution. Quick wins for using social data include identifying flight risks and information brokers to support succession planning, project management and other talent processes.

1. People Insights 2.0:
Opportunity at the Confluence of
WFI and SNA
Presented by:
Yvette Cameron
VP & Principal Analyst, Constellation Research
y@ConstellationRG.com, Twitter/LinkedIn: @yvettecameron
1 Mar 2012

2. Today’s Agenda
Transforming
Talent
Augmenting
initiatives
WFI with SNA
Getting to
the data
with SNA
Social
Media
Trends

3. Image by Hexadecimal Time used with a Attribution as directed by Creative http://www.flickr.com/photos/hexadecimal_time/3238546967
3
Trends in Social Media
3
3

4. Social Business Transforms Everything
.
Wikipedia has over 13 million articles…some studies show it’s more accurate
than Encyclopedia Britannica.

5. 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

6. 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

7. 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)
7

8. Adoption & Drivers of Social Media
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”
Source: Social Business Systems: success factors for Enterprise 2.0 applications, AIIM Research, 2011. (N=403)

9. Primary Internal Collaboration Tools
Primary Social Tools in Use Key Drivers:
(% using) • Share knowledge /
80 expertise
70 • Break down org silos
60
50
40
The Challenge is to ensure
30
20
the Data is:
10
• Transparent
0 • Discoverable
Company
Intranet
Sharepoint Enterprise
Social
Wikis Blogs Other • Searchable
Networking • Not locked in silos
Tools
Copyright 2011, NextGen Insights, LLC. 2011 Survey of HRTech Leadership, N=78 9

10. What’s Being Used?
Social Tools: Use and Plans
(% of respondents)
Source: CedarCrestone 2011–2012 HR Systems Survey, 14th Annual Edition

11. Challenges Following Adoption
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.
11

12. Are Companies % reporting benefits
from Web 2.0
Median
improvement %
Seeing Results?
Source: How social technologies are extending the organization, McKinsey, Nov 2011

13. Getting to the Data
13

14. Where Does The Information Come
From?

15. 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….

16. 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

17. Why Social Analytics
Why What How
• Tap into • Activity/ usage/adoption • Filtering online
collective • Expertise location data (i.e.,
intelligence, and Activity
• Knowledge mining &
aggregate, mine Streams)
discovery
and predict • Activity Reports
outcomes from • Influence
• Consumable
the data • Sentiment Analysis
measures and
• Content – • Engagement metrics
understand • Connectedness • Infographics
what people are • Reputation • Visualization
creating, what • Trending (Leaderboards,
are the
social graph)
conversations
• Recommendation engines
• Get to the data
(people, groups, content)
and relate it
back to your • Pattern recognition
people • Root cause analysis
17

18. 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?

19. Leaderboards

20. Finding The Right People
Does your HRIS/TM Person
Profile have these data
elements?
20

21. Groups, Connections

22. Content: Views, Ratings
and Featured
Content is
interesting…

23. People: Contribution and Usage
…but it is
more
interesting
when
connected
to people
(creators,
consumers)

24. Who Is Your Content Reaching?
24

25. Embedded Analytics
Recommendations
Filtered /
Prioritized
Content
Trending /
Leaderboard

26. Workforce Insight

27. 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

28. Barriers to WFA Success
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.
28

29. Workforce Analytics: Ease of Data Integration
Facilitates Incorporation of Social Attributes

30. Infuse Talent Analytics with Social Data

31. How Social Transforms
Workforce Metrics
Good Metric Better Better Still!
Connected,
Turnover Ratio HiPO Turnover Influencer HiPO
Turnover
Individual
Goal completion Team Productivity
Productivity
Performance to
Performance to Performance to
(Social Knowledge)
Potential Social Influence
Contribution
Flight Risk Flight Risk (formula- Flight Risk (Formula
includes sentiment/social
(check box) based prediction) analysis)

32. Transforming WFI with Social
Traditional Talent Metrics Social-Infused Metrics
• Employee satisfaction / engagement • Employee Sentiment Analysis
• Retention (turnover % by measures) • Employee Reputation
• Succession • Retention of Key Influencers, Contributors
• Bench/Pipeline • Team Productivity
• HR/FTE Ratios • Performance vs. Contribution
• Revenue/Profit (per employee, per Customer) • Career paths self-identified; mentorship
• Internal/External Hires/Promotions engagement
• Diversity • Experts/SMEs/Mentors (Totals, % Engaged with
• Performance Reviews (rating distribution, % staff)
complete) • Knowledge Contribution (Contribution rates,
• Training & Development (% training completed, average scores, community uptake, ideation)
% certified, skill/competency gaps) • **Predictive Analytics leveraging social
• Goals (Completion %, Past Due, Counts by Team, patterns
Manager) Note: SHRM and ISO are developing
• High Potentials (%, Turnover)
HCM WFA standards – social is not
• Costs (Hire, voluntary turnover)
current an aspect of these efforts
• Time to Fill
32

33. Transforming People Processes
33
33

34. Where are we Using Social Today?
Where Do You Use Social Media Tools to Improve
Results? (% Respondents)
Talent Acquisition
Knowledge Sharing
Employee Satisfaction
Collaboration
Learning
Onboarding
Performance
Compensation
Succession
0 10 20 30 40 50 60 70 80 90 100
Copyright 2011, NextGen Insights, LLC. 2011 Survey of HRTech Leadership, N=57
34

35. Can Social Change Processes?
Extent to which social technologies can change organizational processes
Source: How Social Technologies Are Extending the Organization, McKinsey, Nov 2011
35

36. Social Talent:
Retention & Career Pathing Transformed
36

37. Social Goals:
Transparent Goal, Task Insight

38. Social Project Management
38

39. Social Project Management
39

40. 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
40

41. 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)
41

42. Questions And Answers
42

43. San Francisco | Andalucia| Boston | Colorado Springs | Cupertino | Cyprus | Ft. Myers | Geneva | Halifax | Irvine | London | Los Angeles
New York | Palo Alto | Sacramento | Santa Monica | Seattle | Sedona | Sydney | Tampa | Tokyo | Toronto | Washington, D.C. | Westport
© 2011 Constellation Research, Inc. All rights reserved. www.ConstellationRG.com