A Must See presentation that look at the impact that the latest developments in Digital Technology are going to have on Human Resources operations in Corporates and Large organizations. Covering the behavioral revolution, communities and complex adaptive networks, seven game changing trends in technology, a strategy for success and practical examples employed in Corporate HR.

1. Web Technology and Human ResourcesA Corporate Strategy James Moffat, Organic Development

2. Page 2 About Organic Development Four years Wide range of clients directly and through partners Team of ten experts across the range of digital strategy Experts in Social Media Help you use online technology to improve you business 1 Help you communicate within your business and with customers 2 Help you utilise the power of informal communities in your business 3 Provide insight, expertise, intelligence and control 4 Help provide you with the right mix of skills within your team 5

3. Page 3 Web Techology and Human Resources The Behavioural Revolution 1 2 Communities and complex adaptive networks Seven Game Changing trends in Technology 3 A Strategy for Success 4 Practical Examples 5 Q&A 6

4. Page 4 Web Techology and Human Resources The Behavioural Revolution 1 2 Communities and complex adaptive networks Seven Game Changing trends in Technology 3 A Strategy for Success 4 Practical Examples 5 Q&A 6

5. Page 5 The Behavioural Revolution What is the behavioural revolution?

6. Page 6 The Behavioural Revolution People are changing their behaviour. Technology is allowing people to behave in different ways

7. Page 7 The Behavioural revolution So whats changed? 1. Access Everyone has a little Rupert Murdoch lurking inside them… 2. Control The internet is unregulated… you can publish ANYTHING

8. Page 8 The Behavioural Revolution An example of people power & new technology VS big business

9. Page 9 The Behavioural revolution IMPORTANT: Its about people, not about technology People are the at the heart of your organisation…. …the technology is easy to implement

10. Page 10 The Behavioural Revolution Who are the people? ‘Is there a difference with different age groups in how they engage with the new technology?’ Jane Watkinson …Generation Y is coming New behaviours are here to stay and your organisation will have to adapt.

11. Page 11 The Behavioural Revolution Generation Y is coming

13. An only child

14. Doesn't understand 'wait your turn’

15. The world is small - travel and communications are at their fingertips

16. Spends more time on Facebook than with their families

17. The average 21 yr old has`:

18. Exchanged 250,000 emails

19. Spent 5000 hours playing games,

20. Spent 10,000 hours on their mobile

21. Change their mind at will

22. They think for themselves

24. They get bored after 4 years in a job

25. 30% leave a job in the first year 1

26. They live technology… …but avoid commitment

29. The conversations are already happening

30. You don’t control the space

31. You arent listening

32. You arent engaging

33. You can enable responsible use of these channels

34. You can create spaces to monitor and measure

35. You can listen to what is being said

36. You can engage with customers and employees

38. Google Videos Page 18 A video channel for your business Video sharing makes important communications like internal trainings and corporate announcements more engaging and effective. Keep videos secure and private Employees can securely share videos with colleagues without exposing confidential information. Anytime, anywhere access Google Video is securely powered by the web, so you can access company videos from your desk, on the road, and at home. Works across operating systems Google Video works in the browser on PC, Mac and Linux computers.

39. Page 19 Web Techology and Human Resources The Behavioural Revolution 1 2 Communities and complex adaptive networks 3 Seven Game Changing trends in Technology A Strategy for Success 4 Practical Examples 5 Q&A 6

40. Page 20 Communities and complex adaptive networks Your business is network of communities and always has been ...people only made money out of records for a very, very small time. When we started out, we didn’t make any money out of records because record companies wouldn’t pay you! They didn’t pay anyone. Then, there was a small period from 1970 to 1997, where people did get paid, and they got paid very handsomely and everyone made money. But now that period has gone. So if you look at the history of recorded music from 1900 to now, there was a 25 year period where artists did very well, but the rest of the time they didn’t. Mick Jagger, Rolling Stone Frontman Graduate of Economics, LSE

42. In meeting and board rooms

43. Down the pub

44. In online spaces…These communities are spontaneous and appear at will

46. This exisits IN SPITE OF traditional organisational structures

47. These communities have always been there

48. Technology is making them visible

50. Page 24 Communities and complex adaptive networks The features of a Complex Adaptive System 5. Simple Rules: Complex adaptive systems are not complicated but have rich variety Iteration: Small changes in the initial conditions of the system can have significant effects 7. Self Organising: There is no hierarchy of command and control in a complex adaptive system. There is no planning or managing, but there is a constant re-organising to find the best fit with the environment. 8 Nested Systems: Most systems are nested within other systems and many systems are systems of smaller systems.

51. Page 25 Communities and complex adaptive networks The features of a Complex Adaptive System THE GOLDEN RULE: Connectivity The ways in which the agents in a system connect and relate to one another is critical to the survival of the system, because it is from these connections that the patterns are formed and the feedback disseminated. The relationships between the agents are generally more important than the agents themselves.

55. Easier to scale

56. Easier to support

57. Software on the internet

58. Using less hardware

60. Conversaitons are happening all the time

61. People are talking about your brands right now

63. More new connecitons to the web in 2009 were from mobile devices than desktop computers

65. Interactions are typically person to person but can be 1 to many or many to many

66. A new way in which people communicate in all areas of life

67. A set of online communication and relationship building tools

69. Lots of tools platforms and communities

70. Roughly divides into three types of activity

71. Content is the currency of the social media landscape

73. How do I manage the culture change in my organisation

74. Who in my organisation can the the voice of my organisation online?

75. How to I skill my people effectively?

77. Page 35 Web Techology and Human Resources The Behavioural Revolution 1 2 Communities and complex adaptive networks Seven Game Changing trends in Technology 3 A Strategy for Success 4 Practical Examples 5 Q&A 6

79. You organisation is made up of informal communities but this isnt recognised by IT or your formal business structures

80. Your current IT and policy strucutre is not designed to enable these communities

82. Planning for Technology Integration I need to find a technology solution that is right for the job… Can I find a one size fits all solution? Business Processes Business Functions Internal Communications Marketing Customer Service HR IT Business Dvlpmt. Legal Advertising Collaboration Customer Support Public Relations Measurement Data Analysis Reputation Mgmt. Research Slide courtesy of The Brand Builder www.thebrandbuilder.wordpress.com

83. Slide courtesy of The Brand Builder www.thebrandbuilder.wordpress.com

84. A Strategy for Success: Implementation Page 40 Step 1: Strategy& development Identifying goals Identifying key departments Developing strategies and tactics Setting targets and budgets Clarifying intent Providing direction Step 2: Operational Deployment Working with Legal, IT, HR, etc. Creating guidelines Developing the organisation Continuous improvement Getting departments up to speed Training staff Enabling technology and tools Creating the internal infrastructure Step 3: Management & Execution Community management Online reputation management Monitoring Measurement Digital customer support Internal collaboration Etc. Slide courtesy of The Brand Builder www.thebrandbuilder.wordpress.com

85. Page 41 Step 1 Step 2 Step 3 Step 4 Step 5 A Strategy for Success: Managing and monitoring A methodoligy that works Budget and resource Establishthe appropriate tools, environments and technology Make changes and measure again Identify the need Measure and monitorhow wellit is working

87. The groups that come together to undetake jobs are different every time and can be geographically disparate: Cloud hosted systems solve this issue

88. Your IT policies and structure need to be flexible: People are accessing and using web media all the time, if not from their computer then from their phone. You cant stop them

91. Don’t try to identify one tool for all situations

92. If a tool doesn’t work, throwm it waya and start againEG: Boots the Chemist and Huddle.net “The main change in working practices, and a continual challenge, is to drive the team to continually upload documents and refer users onto Huddle rather than clog up email systems and shared networks. When material is uploaded and shared, there is no question about where the latest, most current version resides, so we don’t waste time looking for it or waiting for our beleaguered email server to download it.”

93. Practical Examples: Collaboration tools Page 45

95. Create in house forums, tools and feedback mechanisms to allow you to understand where these communities are and to let them flourish

96. The activity is happening anyway… engage with it! SOLUTION = T&Cs and MODERATION

97. Page 47 Practical Examples: Google videos

99. Monitor your emplyer brand

100. Engage with candidates when they arent looking

101. Allow your staff to act as ambassadors SOLUTION = LISTENING TOOLS

102. Page 49 Practical Examples: Listening tools

104. Build a datababse of candidates

105. Focus on Candidate Management and talent selection

106. Equality and diversity reporting

107. Integrated search strategy

108. Integrated social media strategy

109. Minimise costs of software and save time

111. Page 52 Step 1 Step 2 Step 3 Step 4 Step 5 Planning your digital recruitment strategy A methodoligy that works Budget and resource Establish a funnel of online activity/digital real estate to pull candidates in Make changes and measure again Identify where your candidates are online Measure how well your funnel is working

112. Page 53 Planning your digital recruitment strategy Creating a candidate funnel the wider digital audience passive audience (brand aware) active audience Your Recruitment Website

114. Search advertising spend

115. Social media mentions

116. Total emails sent

117. Total clicks from emails

119. Total sales

120. Revenue per visitor

121. Total investment Vs Revenue£££ ROI AT Website £££

123. Google, Twitter

124. You Tube

125. Job alerts and updates

126. Blog posts / news

128. Informaiton about stores

129. Culture£££ Your Website £££

130. Page 56 Converting potential candidates into real ones Use multiple narrow verticals to reach your audience the wider digital audience Target multiple narrow verticals to reach allaudiences passive audience (brand aware) active audience

131. Page 57 Converting potential candidates into real ones Measure Goals throughout the Customer Life Cycle and measure KPIs The possibility of enciting an action as a result of your communication EG: Click, website visit, subscribe The possibility of gaining a potential customers attention EG: impressions, views, searches, follow, opens… Reach Acquisition Retention Conversion The successful completion of an action or goal positively contributing to your online and overall business plan. EG: Lead generation, sale, Retaining a customer for maximum lifetime value and repeat business EG: subscription, newsletter, upsale, referral, advocate

132. Page 58 Converting potential candidates into real ones Step 1 Step 2 Step 3 Step 4 Step 5 A methodoligy that works Budget and resource Establish a funnel of online activity/digital real estate to pull candidates in Make changes and measure again Identify where your candidates are online Measure how well your funnel is working

134. Organise your content into relevant streams or themes

135. Publish these streams on your site

136. These streams of content are the backbone of your digital marketing efforts….

138. Page 61 Web Techology and Human Resources The Behavioural Revolution 1 2 Communities and complex adaptive networks Seven Game Changing trends in Technology 3 A Strategy for Success 4 Practical Examples 5 Q&A 6

139. Page 62 ? Do You Have Any Questions? ? ? Thank you for listening James Moffat 0845 869 7654 www.organic-development.com www.organicarelikeminds.co.uk www.twitter.com/growwithorganic