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Impact of Social Media in HR

This deck talks about impact of social in HR with some examples of how IBM is doing it. It was used to deliver the talk in St Joseph's College of Business Administration, Bangalore on 8th aug 2015

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Impact of Social Media in HR

  1. 1. 1#SocialHRSuccess of in the A new era of productivity.. Khalid Raza khalid.raza@in.ibm.com http://about.me/khalidraza9
  2. 2. 2#SocialHRSuccess
  3. 3. 3#SocialHRSuccess Internet penetration beyond 50% of the world’s population during mid to late 2016
  4. 4. 4#SocialHRSuccess India’s web traffic is dominated by mobile devices, with phones alone accounting for 72% of all web pages served in the world’s second most populous nation
  5. 5. 5#SocialHRSuccess Harnessing social Intelligence through engagement with Customers, Partners and Employees
  6. 6. 6#SocialHRSuccess
  7. 7. 7#SocialHRSuccess It’s people who create the value for your business
  8. 8. 8#SocialHRSuccess Harnessing social Intelligence through engagement with Customers, Partners and Employees Reach people where they live and work Connect through identities on consumer, b2b, and corporate social networks Communicate on the associated channels Monitor and analyze social data to discover new business insights Analyze identities, social graphs, communication channels, and social content Identify opportunities, problems, solutions, valuations, etc. Enable people to engage productively in a business context Develop personal insights and social intelligence Facilitate emergent processes Act on insights for business advantage Integrate social capabilities into the enterprise in order to act on new opportunities, make better decisions, optimize processes in real time, and govern and manage risk
  9. 9. 9#SocialHRSuccess What would it mean to you if you could make a new employee productive 30% faster? Or if you had a 20% increase in retention? These potential gains are driving organizations to seriously consider how they find, engage, and reward talent, and use analytics to predict the impact of talent on their key business metrics rather than measure it after the fact which is often too late. Pattern Pain Points Value Proposition & ROI Recruiting & Onboarding •Accelerating time to productivity •Attracting talent that match skill & culture ↑ Speed to value ↑ Employee engagement & revenue ↑ Retention Mergers & Acquisitions •Over 50% of M&A fail to achieve plans •Overcoming two cultures •Losing focus on market ↑ M&A success rate (>50% fail) ↑ Retention of talent ↑ Revenue Expertise & Knowledge •Higher cost of not knowing “experts” •Customers disengage from slow response ↑ Speed ↑ Efficiency A social business understands employees' formal and informal networks and optimizes them to drive greater business insights, increase employee effectiveness, and improve outcomes. There are key social business patterns being used by organizations to drive this economic value, many of which have the focus of the CHRO.
  10. 10. 10#SocialHRSuccess Let’s see
  11. 11. 11#SocialHRSuccess IBM recognized, in this age of the empowered individual, the need to transform the way we work. We also recognized that our most important asset—our people— had to be at the center of that change. At IBM, successful talent acquisition is defined by attracting the right candidates to the right roles through precision and science, and using social tools to make them more productive more quickly. Our globally integrated recruitment strategy begins with communicating the “why IBM” value proposition across IBM’s career website, external job sites and social media. IBM developed and deployed a toolkit that provides hiring teams with globally consistent messaging, creative guidance, templates and imagery. Our strategy centers on directing traffic to our career site, which not only provides job listings but also educates candidates about working for IBM. IBM recognized that attrition is highest in the first 90 days after hire. Creation of a social community called New2Blue paves the way for new IBM employees to quickly connect with colleagues, find experts and access all the resources they need to perform their jobs. With the New2Blue community, our first-month attrition rate plunged from the mid-teens to single digits. We realized tremendous cost savings in the form of turnover avoidance and faster productivity and time to value.
  12. 12. 12#SocialHRSuccess We know that retaining our top talent is critical not only to maintaining a competitive advantage, but to reducing turnover cost as well. IBM’s multi- faceted analysis uses survey technology and analytics to impact retention practices.
  13. 13. 13#SocialHRSuccess Faster response to client needs for expert insight truly sets IBM apart from the competition and helped drive the creation of Expertise. Expertise is a discovery tool that allows IBMers to quickly find colleagues who can provide the insight needed to do their jobs. Accessible in multiple formats Easy to use Increases efficiency Various data sources Comprehensive keyword filter
  14. 14. 14#SocialHRSuccess The social interactions enable people to rapidly learn, act with greater confidence and influence others in entirely new ways. In a social business environment, IBM has been able to: • Build distinct expertise by making it easy for people to learn, locate experts and access relevant information based on the collective knowledge of specialized communities. • Foster stronger relationships by creating a more analytics- driven environment personalized at every touch point to optimize decision-making and motivate action. • Optimize workforce talent by reinventing how we recruit, motivate and retain the best talent using workforce science, analytics and comparative benchmarks
  15. 15. 15#SocialHRSuccess At IBM we engage our people through what we call “jams” and social media. A jam is a large-scale, 72-hour event that invites all employees to participate and comment on a topic. These popular events first debuted more than a decade ago, when we used “values jams” to enhance our three values—dedication to every client’s success, innovation that matters and trust and personal responsibility—to be more contemporary and driven to our future. In 2013, participation in the Client Experience Jam reached record levels of engagement with over 248,000 IBMers participating from 150 countries.
  16. 16. 16#SocialHRSuccess “In a social world, what’s more important is not necessarily just what you know, it’s what you share. You’ve got to keep that front and center.” — Ginni Rometty, IBM CEO
  17. 17. 17#SocialHRSuccess Thank you Find me @khalidraza9

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This deck talks about impact of social in HR with some examples of how IBM is doing it. It was used to deliver the talk in St Joseph's College of Business Administration, Bangalore on 8th aug 2015

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