Webinar: Enterprise Social Networking to Foster Employee Engagement
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Join us to hear KPMG explain, how a social computing platform has accelerated the circulation of intelligence, enhanced productivity, and, empowered better solutions for its clients. Marcia Conner from the Altimeter Group also sheds light on the top global trends driving the adoption of enterprise social computing. For more information, please visit http://www.tibbr.com/
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Webinar: Enterprise Social Networking to Foster Employee Engagement
- 1. Welcomes You…. Webinar: Enterprise Social Networking to Foster Employee Engagement November 17, 2011
- 2. Speakers Chris Robinson Marcia Conner Chris Lynch Chief Information Officer Enterprise Social Analyst Product Marketing KPMG Australia Altimeter tibbr (Moderator)
- 3. Agenda 1. Welcome and Overview 2. KPMG: Enterprise Social Networking to Improve Engagement & Employee Retention 3. Altimeter Group: Key Market Drivers and Trends of Enterprise Social Adoption 4. Q&A
- 4. Social Business Empowering On-Boarding & Retention Chris Robinson Chief Information Officer, KPMG © Copyright 2000-2011 TIBCO Software Inc.
- 5. The Story of the Brave Banana © Copyright 2000-2011 TIBCO Software Inc.
- 6. © Copyright 2000-2011 TIBCO Software Inc.
- 7. Tremendous Growth * Additional 100k Staff Over the Next 5 Years
- 8. Retention Realities * 1 in 5 Staff Leave Each Year
- 9. Death by organisational hierarchy Death by Organisational Hierarchy Source: http://www.coolinfographics.com/blog/2011/6/30/humor-corporate-organizational-charts.html © Copyright 2000-2011 TIBCO Software Inc.
- 10. Knowledge & Connectivity = Productivity Capturing & reusing knowledge Creating human connections across disparate organisations Connectivity through socially enriched, people centric technology - workforce demands © Copyright 2000-2011 TIBCO Software Inc.
- 11. Photo sourced from http://timeforabucketlist.blogspot.com/2011/04/h-hoarding.html Software Inc. © Copyright 2000-2011 TIBCO
- 12. © Copyright 2000-2011 TIBCO Software Inc.
- 13. Building a Collaborative Culture Building diverse Unify people networks Encourage „Mavenism‟ Cultivate T- shaped management © Copyright 2000-2011 TIBCO Software Inc.
- 14. peer learning contribute from the start who’s who share my expertise ask a question share your views get introduced day one productivity access tacit knowledge virtual buddies give an answer rich insights Onboarding follow people feel connected & Retention follow knowledge be recognised share an idea reliable technology seen & heard diverse connections reduced duplication pull what’s relevant to you rapid mass collaboration locate expertise relevant resources self learning avoid reinventing the wheel collective participation resource availability © Copyright 2000-2011 TIBCO Software Inc.
- 15. Stories so far… Adviser: Senior Analyst: “I have connected with “I posted a question Partners, who I’d never and got an answer the typically talk to offline. ” same day from across the globe. It’s helped me to deliver a better result to my client” Partner: “Wherever I am, I can still take part in the conversation. It goes beyond the New starter: boardroom.” “Since starting at KPMG a month ago, I’ve been able to keep in touch with other new starters. I Senior Manager: feel more connected” “Things feel more informal. I feel like I am wearing my jeans to work. It’s great” © Copyright 2000-2011 TIBCO Software Inc.
- 16. Foster Better & Stronger Employee Engagement with Enterprise Social Networking TIBCO Software November 17, 2011 Marcia Conner Altimeter Group Fellow @marciamarcia marcia@marciaconner.com © Copyright 2000-2011 TIBCO Software Inc.
- 17. CC Oleg Ski http://www.flickr.com/photos/sklyanchuk/4474773366/ • or remote With social technology alone is no longer lonely. © Copyright 2000-2011 TIBCO Software Inc. Or remote.
- 18. $300 Billion lost in productivity by people not being engaged at work. 1 in 7 change efforts fail because personal change isn‟t addressed with the people it affects. 2 or 3 employees work around you to meet their needs. 91% of adults online in 9 in 10 adults US (129 million people) access trust recommendations from personal social media in a typical month. friends and virtual strangers over any Most access it during work other source hours, increasingly for doing © Copyright 2000-2011 TIBCO Software Inc. work. CC Evan Leeson http://www.flickr.com/photos/ecstaticist/1340787730/
- 19. In a connected world, moments of isolation seem out of focus. © Copyright 2000-2011 TIBCO Software Inc.
- 20. “I expect to use 18-30 the same type 47% of networking tools with my 31-45 business colleagues as I 37% do with my friends and > 45 family.” 31% © Copyright 2000-2011 TIBCO Software Inc. CC Sanfranannie http://www.flickr.com/photos/sanfranannie/ Source: AIIM
- 21. 21 © Copyright 2000-2011 TIBCO Software Inc. What are organizations trying to accomplish from Enterprise 2.0? Source: AIIM
- 22. Millennials Gen X Boomers © Copyright 2000-2011 TIBCO Software Inc. What are organizations trying to accomplish from Enterprise 2.0? Source: AIIM
- 23. CC José María Mateos http://www.flickr.com/photos/rinzewind/578113641/ With social technology you sail farther than before. Cross the ocean as easily as the hallway. © Copyright 2000-2011 TIBCO Software Inc.
- 24. 1 in 2 business 78% of HR leaders think#SAPEDU their leaders say they don’t organizations are ineffective at fostering have access to the collaboration and social networking. information they need to do their jobs. 1 in 3 business leaders frequently make decisions based on information they don’t trust, or don’t have. © Copyright 2000-2011 TIBCO Software Inc. CC Thomas Hawk http://www.flickr.com/photos/thomashawk/6297262568/
- 25. Many eyes make light work. Less costly work, too. © Copyright 2000-2011 TIBCO Software Inc. CC Weng http://www.flickr.com/photos/w3ngie/3813793549/
- 26. Targeted Relevance. Who has the information I need to make more informed decisions? Filter and Focus. What key priorities need to surface? Real time context. What are people saying & doing? Emergent structure. Who are people relying upon? Discovery. Who‟s building relationships beyond team boundaries? Spark. What nascent ideas have burst & are taking off? © Copyright 2000-2011 TIBCO Software Inc. CC Thomas Hawk http://www.flickr.com/photos/thomashawk/65260985/sizes/z/in/photostream/
- 27. CC Slowtron http://www.flickr.com/photos/fuckr/91530309 All source data available on marciaconner.com/blog/ Financial standouts are 57% more likely than underperformers to use collaborative and social tools to enable global teams to work. Companies with highly-engaged employees have 26% higher revenue per employee. 2% increase in customer retention has the same effect on profits as cutting costs by 10%. © Copyright 2000-2011 TIBCO Software Inc.
- 28. Thank you! Marcia Conner marcia@marciaconner.com http://marciaconner.com @marciamarcia © Copyright 2000-2011 TIBCO Software Inc.
- 30. Thank you for joining us. Download this Presentation @ www.slideshare.net/tibbr
Hinweis der Redaktion
- Welcome
- Agenda, Speakers
- I want to tell you a story about a banana…In a certain office, in a certain country, a certain client (a client that retails smoothies) asked a question to KPMG. How do you peal a banana without touching it?The question was posted on a discussion forum to see if someone in the organisation could come up with the answer. Some staff posted answers following the theme of the intelligent monkey in the room. However, a young graduate with a PHD in science had just started with the organisation. A colleague showed her the question posed. Having had previously done a similar experiment the graduate knew the answer. What you do is……So we are dealing with how social technology can support the onboarding and retention needs of an organisation. This is an interesting story because that organisation was…...KPMG. You might be thinking what the hell does a banana have to do with KPMG, social computing, onboarding and retention. Well, it’s actually a story that kicked off our journey with crowdsourcing to service our clients better. We take our clients problems and post them for all staff to see and contribute an answer. Staff who solve the challenges are rewarded. So we got lucky, here we had a new staff member, who was expecting to contribute from day one, and she got that opportunity, and for the firm, well they got to tap into her skills quickly to win our engagement.
- So, KPMG who are we? Aren’t you guys just a bunch of boring auditors and accountants. Hmm well there was a time but today we’re actually a lot more than that. Today the firm has 1000 offices in over 143 countries across the globe. Our advisory business makes up 50% of the firm and is the fastest growing business area for KPMG. We actually employ interesting people – scientists, ex undercover cops, forensic criminal investigators, …..Today, KPMG is about solving our client’s problems and cutting through complexity. The story of the brave banana is an example of just that. You take a problem you post it out to your organisation, and you watch the collective brainstorming and ideas take form….and pretty soon you’ve got the answer.
- Over the next 5 years, our target is to grow the firm and employ an additional 100,000 people. We’re not without challenges. Right now we lose 1 in 5 staff each year. We get talented people but we don’t retain enough of that talent. So, why does this happen and what’s the answer for KPMG?
- Staff retention issues are widespread 1:5 Major cost to the firm (financial, skill and knowledge loss) Add in hard facts about time to productivity, retention issues, onboarding process improvement – 1 slide
- Our first challenge is culture. One influencer here is the organisational structure. Have a look at these. Do you see your organisation represented here? Some of you may have seen thisKPMG is closer to the bottom right corner. We want to be like Apple or FaceBook. Connected. But we have an organisation that is actively divided We’ve got over complicated organisational structures. They’re too deep. We’ve created complexity and encouraged a culture where everyone’s competing for budget even though it’s one organisation. We’ve got brewing and perpetuating internal resentments across divisions. Everyone’s operating in silos. Leadership and management styles play a role here too. We’ve still got the left-overs of a culture where historically the average auditor was told to:Keep your head down and work hard. Say nothing only state the facts. Don’t express your view or share your ideas. You earn your voice over the years.
- Connecting across 1000 offices Silos of information Connecting people with knowledge
- So how do you capture and connect people to people and to knowledge if you’ve got cultural issues.Directly linked to our organisational and leadership style challenges coming HOARDING. Divisions in many organisations have been set up to compete against each other – Battle of the cost centre so what you end up with ….. Lack of trust amongst staff stretching from leadership down to your ground staff.Backstabbing Staff refusing to work with, or seek input with others outside of their division.Staff are reluctant to help others. You hear things like “It’s their problem, let them sort it out!”Expertise and skills are not shared but hoarded and you get a silo’d and unfriendly culture.Our culture is shifting from hoarding to sharing but we’ve got another challenge….
- Search challengesEven if you’ve got a culture that captures knowledge how do you find it? Searching and finding the right knowledge is hard to come by in large organisations. We’ve got challenges where staff can’t locate colleagues, expertise or information easily and this leads to additional productivity and performance challenges for our firm. It impacts our clients as well. We’ve got a history of not walking the talk. What we are as a firm historically …..have gone into other organisations and told them to get the best IT systems but we don’t even have them ourselves. Auditing been about lookin at your data and telling you what has happened. The big opportunity for us is predictive analysis and big data. Big Data, Predicative AnalysisWalking the talk means we should be doing this internally. Accessing finding the right information and data quickly. But we can’t even find the stuff internally. So what are we doing?
- Well first we’ve been working on our culture. We’ve started to build a more collaborative workplace for our people. We’re working on 4 key things:Unifying our peopleLeadership coalition supporting unityCommon, simple & unifying goals formedMake teamwork a core valueCreate a common foe outside the organisationCultivating T-shaped management styles and rewarding thisEmploy management styles that can work vertically & horizontally across orgWillingness to help othersCoach T-shaped behavioursReward behaviours Build diverse networksBuild outward not inwardBuild diverse networks Too big can be too bloatedNetworks should be purposeful Map out & plan networks Creating a maven culture Accumulate & share you knowledge with others Be proactive in connecting people with others and problem solving together Give additional information that’s useful – richer context !
- Supporting our cultural changes is our technology enablement.Have commenced using more socially enriched technology like tibbr. With social collaboration technology we start to address the challenges:CultureConnectivity Reduce hoarding Searching & locating the right knowledge Which all leads to better onboarding and retentionThere is an opportunity to navigate and connect through the deep structures and that’s where technology like social collaboration plays a role.Social technology can visually show you where everyone sits in the organisationSocial technology can help us connect with one and another and share knowledge more easily – I can choose to follow anyone in the organisationThrough the personal profile I can share my expertise and skills with othersI can search for knowledge, people/profiles, skills, expertise Through the wall I can ask a question out to the masses and get an answer or I can give my views and share my ideas. It’s that simple.
- Cross border problem solving between staff globally and locally (e.g. between Australian and US staff around Customer Experience Management)Employee engagement - staff sharing their views about KPMG workplace arrangements (e.g. Flexible work arrangements)Internal knowledge sharing between staff across divisions, staff establishing diverse & nimble networks (e.g. Competitor insights, Digital Econoomy Group, Interest groups)Business networking between staff from across the country, from within different divisions and globally
- Telus story.
- Being human at work.
- http://www.flickr.com/photos/sanfranannie/4750199340/http://www.flickr.com/photos/sanfranannie/3116998505/
- What do people use it for?
- Replace time consuming and important with crowd sourced and efficient. Kevlar story.
- Sabre story
- http://www.flickr.com/photos/thomashawk/65260985/sizes/z/in/photostream/