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Welcome to the Institute for Human Resources Social Media and Employee Communications! Thank you to everyone for your participation and support thus far in this great IHR Initiative. We are past the half way mark – this event will be the 3rd in our series of 4 and we are delighted with our attendee numbers thus far. Find out what we have been up to and what we have accomplished these last few months? Join Colleen Peck, Community Facilitator for HR.com’s Institute for Human Resources Social Media and Employee Communications as she takes a look at what has been happening within the Institute for Human Resources within the last few months. During this short 20 minute session Colleen will take a quick glance at the Institute for Social Media and Employee Communications thus far; review the certification program, have you signed up? Get an update on the hours accumulated to date. Find out what you have missed, and take a look at what is coming up for the latter half of the year. Throughout this session we will: • Introduce you to the Advisory Board • Introduce you to the Institute and the Certification program • Help you become an expert in Social Media and Employee Communications. Learn why this Institute is important to the Social Media and Employee Communications community and how you can contribute to its success. If you are new to the Institute for Social Media and Employee Communications, this introduction will cover not only our past accomplishments but explain why you should continue to participate and be a part of this community. For those with questions regarding the institute and its content this is your chance to share your ideas.
The use of enterprise social networking platforms is on the rise as organizations look to these emerging tools to facilitate employee collaboration, knowledge sharing, increased engagement, improved productivity, and even to foster fundamental shifts in culture. As more and more employee interactions take place within these enterprise collaboration tools, new and interesting data emerges about employees, teams, projects, goals, content and other aspects of the enterprise.
This new data, gleaned through analysis of the activities within the collaboration platform, includes insights into how people work and collaborate, the type and quality of content that is contributed and leveraged in the community, the effectiveness of different communications, the degree to which individuals are perceived as leaders or followers, and much more. The emergence of this new data enables much richer insights into the workforce of the organization. It enables the infusion of social intelligence into traditional talent management processes, such as performance, calibration, succession and retention. Combining social and workforce analysis enables People Insight 2.0.
In this session, we’ll look how organizations can leverage the opportunities of People Insight 2.0. We’ll cover the tools used and opportunities stemming from the analysis of network connections, community activity, sentiment analysis, employee reputation management, and others. We’ll also explore the ways by which this social data can increasingly be incorporated into workforce analytics and workforce planning platforms for a more holistic view of the workforce.
We’ll review use cases and provide practical tips for how you can immediately apply these new social workforce insights to your talent management initiatives, transforming your people processes for better business results.
Some people claim that, thanks to social media, business communication is now akin to the city of Jericho: the walls between internal and external comms are tumbling down. By implication, they seem to be saying that, if someone knows how to do external comms effectively, they’ll be equally capable of operating in the IC arena. Even though some people are insightful enough to add a caveat or two to this assumption, the way they operate suggests that they, and many others, haven’t quite grasped just how different IC is from its external counterparts. Some of these differences are subtle; some less so. But, when added together, their combined effect is so profound that they warrant a big song and dance, and possibly even a trumpet blast or two, about IC being a unique discipline.
The danger is that, because of current economic pressures, many people are tempted to leap on The Jericho Myth as justification for amalgamating communication teams in order to save money. But the costs of getting it wrong can massively outweigh any marginal savings. Getting internal communication (IC) right requires many unique and far more sophisticated skills and techniques than those needed for marcoms or PR. Yet, traditionally, IC has been the Cinderella of the communication family – always treated as the poor relation of its external sisters. And in an amalgamated team, it’s almost bound to end up dancing to the external tunes – with potentially disastrous consequences for your organisation’s productivity.
So, while it may be perfectly OK to bring internal and external communication teams together, you have to do so in a way which recognises the huge differences between the disciplines, and ensures that all communication specialists have the right skills and authority to perform those very different jobs as they need to be performed.
This session help you understand why you need to treat IC as an arcane discipline in its own right. And it will help you identify the unique resources IC Specialists must have if they are to deliver the results your organisation needs.
Workforce engagement is one of the most crucial issues in culture development today. No other attribute of culture has a greater impact on achieving results and performance in the workplace. This session provides leaders at all levels with key insights, tools, and action plans for advancing the engagement and performance of their teams. It is based on breakthrough research on engagement and creativity by Harvard Business School professor Teresa Amabile and Steven Kramer, published in the 2011 book The Progress Principle.
This research may be the most definitive yet regarding what motivates high performance in the workplace. Through an exhaustive diary study, Amabile and Kramer explore the crucial relationship between leaders and their people, and the impact leaders have on engagement. Specifically, the authors found that the most significant factor influencing high engagement is a leader’s help in facilitating progress toward accomplishing meaningful work. We call the critical relationship between a leader and their immediate team the “Direct Leader Link.” How a leader influences through the Direct Leader Link makes a significant difference in the quality of performance and level of engagement.
The more rigorous a leader is in the quest for results in a highly respectful, collaborative manner, the more effective he/she will be at engaging the team. But the Progress Driven Leadership approach is not a “soft” strategy. On the contrary, making progress toward meaningful work is a tangible outcome with a direct impact on the bottom line. Nor are the skills and attitudes required to facilitate progress and increase engagement superfluous; rather, they are germane to real-time collaboration and basic, day-to-day management practices. Increased engagement not only leads to improved Inner Work Life for employees but for the leader as well, elevating overall morale, job satisfaction, and performance.
This session reveals specific opportunities for leaders to engage team members and provides tools for developing a customized action plan to sustain momentum.
While organizational culture has been touted since the early 1990’s as essential for business success, there has been little connection between organizational culture, individual “fit” and the employment branding process. We have found that having the knowledge of “who you are” and “who you are not” from a cultural perspective, can support the creation of an employment experience that is both authentic and congruent. By paying attention to congruence, alignment and fit, organizations can create an employment brand that will attract, retain and repel employees. This process of ensuring “fit” leads to better placements and an increase in the ROI of recruitment and retention programs.
The talent acquisition game has significantly changed. With an abundance of candidates to choose from…how do you find the right “fit”? Candidate alignment to vision, mission, values and culture are the key to weeding out, in round one, only the individuals that share the same beliefs and mind set as the organization. Professionals, who play a role in the development or acquisition of talent will gain a significant understanding of how to quickly diagnose organizational culture and how to determine who the “right fit” is.
This cultural diagnostic can be done by collecting quantitative and qualitative data related to cultural dimensions. We suggest collecting both so the stories support the numbers and the numbers support the stories. Key elements of culture can be found in these dimensions:
· Identity – employment brand
· Employee Engagement
· Change Management
· Values Alignment attract, retain and repel employees. This process of ensuring “fit” leads to better placements and an increase in the ROI of recruitment and retention programs.
The way we communicate is often in direct conflict with what science now knows about the brain. For example, recent research in neuroscience shows that the brain is less rational than we have believed, and also tires much faster than we ever dreamed. The brain also loves to make connections—with other people and other information—and look at pictures.
If we continue to ignore the science, we run the risk of hurting our ability to communicate effectively with others, especially when we're trying to influence people to change, including change their behavior. For example, with many of our current practices, we're overloading our brains with useless information. Another problem is thst we're either not getting the full attention of people we're trying to inspire and influence, or worse we're boring or alienating them. And we're getting bogged down in unclear directions, missed handoffs and disagreements. This poor communication is not just an inconvenience, it's a productivity problem that wastes time, slows down work, and demotivates people.
This session will show you how you leverage some of the new discoveries in brain science to support how our minds take in new information, process it and decide what actions to take. You’ll be able to craft more powerful messages that inspire people and stick.
You’ll also learn how to use your brain more effectively and work better with others in planning, preparing and producing communication, from email messages to presentations to meetings.
We'll review case studies and talk about tips, tools and techniques that you can apply immediately. As a result, you'll be able to make your communication more brain-friendly and effective--not only for those you're communicating with but also for yourself.
It’s curious that the main method used by organisations to conduct employee engagement research – the annual survey – is in itself quite disengaging. The whole premise of people plodding through surveys in isolation is starting to look outdated. We are on the cusp of a real paradigm shift in the way organisations do research with their people: it’s becoming more social.
This session will cover how advances in social media and digital technologies are challenging conventional thinking about employee engagement research and providing better ways of generating deeper insight. It is designed for anyone who is involved with employee engagement as well as people who are interested in mass collaboration and innovation at work.
The session will begin by providing a brief history of employee opinion surveys and the various problems associated with this methodology. We will then go on to explore how new developments in the following three fields of expertise are converging to make a big impact on employee research: social media as a feedback mechanism, text/sentiment analysis and using data visualisations as a user interface. These developments will be illustrated using a recent case study from the consumer goods giant, Unilever.
The potential of these new approaches to facilitate the collection of data for use in Organisational Network Analysis will also be outlined. Many leaders acknowledge the importance of networks and informal relationships, yet few understand how they can practically assess and support connections.
The session will conclude by examining the many barriers that organisations face in embracing social media practices as these developments become more widespread.
As the wild west of the social media revolution continues to evolve, HR and communication professionals alike are scrambling to understand more than the latest Facebook or Twitter trend. They want to understand what digital media and employee engagement look like as competencies, how they and their organizations can progress through it, and where they are in this journey relative to others.
Mysteries removed from social media: a view through the competency lens takes a strategic look at how communications competencies are evolving through a recent benchmark study, then looks more closely at how the competencies of social media and employee engagement are taking shape in organizations seeking to develop world-class capabilities.
Mark Dollins, president of North Star Communications Consulting and former SVP –
Communications for PepsiCo and The Quaker Oats Company, brings more than 20 years of communications experience and talent development expertise to this session. His presentation will look at current trends in competency identification and communications talent development, share insights on the competencies of social media and employee engagement, and present a strategic lens through which those competencies can be developed.
Whether you’re an employee communications/engagement practitioner, a social media manager or an HR professional who supports a communications function, you’ll gain unique insights to how progression can be articulated and tracked in this critical and rapidly emerging discipline.
From competency identification to progression, career discussion and training and development, the benchmark study featured in this presentation provides a snapshot from communications professionals presenting more than 100 companies and agencies across the globe.
This is more than your basic “This is Facebook and why it’s important” presentation. It’s not a beginner’s guide on how to create a page, but rather a comprehensive collection of tools that will help you rock the page you’ve already created. It is based on the 59-page eBook "How to Run a Facebook Page that ROCKS." You can get yours for free by going here.
Subjects covered are as follows:
Managing Your Facebook Page
What should be your tone? What types of content should you post? When and how often? How do you set a strategy? How do you engage your fans? What are the best practices of a Facebook post? We'll talk about not only establishing a strategy, but executing.
Facebook ads are a very easy way to acquire more fans and raise brand awareness within a limited budget. This section covers the four types of Facebook ads, how they’re different, how to set them up, how to measure success and how they can benefit you.
A big part of being strategic on Facebook involves using the analytics that are built into your page. When should you post? How often should you post? Who is your audience? What type of content works best? The answers are at your fingertips.
Either before or after the presentation, feel free to download the eBook to access these worksheets. Use them to help establish your strategy and brainstorm some great ideas for managing your page!
For more background on the presenter, go to JonLoomer.com. Or read his blog, as the majority of his content is about Facebook.
Through serving as an award-winning crisis counselor, and later executive director of strategic communications for the nation’s largest non-investor owned health insurance company (where he eventually served as chief of staff), Scott witnessed what worked and didn’t work in engaging people and employees to perform optimally, especially during times of change.
In fact, in his corporate role, he was able to reduce the attrition rate by more than 30% by implementing key changes to how employees were treated. What HR thought was a pay issue causing mass attrition, Scott discovered through digging was a people issue. In his surveys with employees who had left the company, he heard, in short, that it was a “sweatshop with air conditioning.”
Next, he went about making changes to the way that leaders communicated with their employees, and ultimately the way those employees communicated with customers. By instituting corporate-wide storytelling, clear communications strategies, and new leadership tactics, the workplace became one of productivity and positivity. In fact, customer loyalty scores improved dramatically, along with the bottom line. Today, this company uses many of Scott’s stories in their marketing. What began as an inside engagement job has become a mass corporate communications campaign.
Scott took those principles, and realized they apply to all of life. In this webinar, Scott shares 8 solid principles to help you communicate clearly and positively to those around you. He shares the value of relationships, and how to ensure that they are solid and supportive. He also illustrates how to deal with difficult work and interpersonal situations without giving in to drama. He shows how this communication will produce improved results. And, as always, Scott infuses this presentation with real-life situations and rich humor.
If you’ve been monitoring social media for mentions of … social media monitoring, you’ll likely have noticed more people discussing how to listen better on behalf of your brand.
There are tools. There are services. And there are case studies on how your organization can sift through social media static and glean out useful nuggets.
The overload of information can be a little overwhelming and after a while all the advice on sifting through the static starts to sound, ironically, like more noise.
We know we should be listening but often times it’s difficult to figure out what exactly we should be listening to and how we should be listening to it. And then once we’ve heard it, it’s difficult to figure out what we should do with the output of our eavesdropping.
We tend to obsess over what is happening right here and now. Having a real-time pulse on what’s happening in our industry is certainly important, but it’s not the only value social media monitoring can bring. One of the most overlooked benefits of setting up a monitoring station is the archive of information it can provide (especially when using Google Reader).
Think of your monitoring station as a personalized search engine of content relevant to our organization. It is tracking keywords relevant specifically to you and grabbing feeds from resources that you’ve hand-selected. If you’ve tagged and organized content as it comes in, you’ll have the easiest and most targeted search engine you’ll ever experience where all the content revolves around your world specifically. It’ll make finding that elusive social media stat for your next PowerPoint that much easier, trust me.
Businesses spent a great deal of effort creating and building their social media networks and communities in 2010 and 2011. Now that you have your channels established, social media policy written, content editorial calendar set, staff in place, it's time to start assessing your efforts. 2012 will be an important year for businesses to put the measurement and analytical tools in place to look at the data and determine if they are successful with their efforts.
What amplification levels are your messages reaching? How much traffic are you driving to your Web site? How can you gauge brand sentiment? How many people are following your efforts? These are some of the questions that this Webcast will answer plus we will take a look at some other key metrics that should be captured and analyzed to assess social media success.
Now that we have moved past the initial building and nurturing stage of social media, C-level Execs will now expect continuous progress reports to measure the effectiveness of social media initiatives. Social media accountability is the new mantra for 2012 and this Webcast will take a closer look at the stats that matter and why it's important to look at statistics to determine success or failure so you know what adjustments to make moving forward.
We will take a closer look at some of the free and paid social media analytics platforms that are available as well as what information they provide and how to interpret and benchmark the results. There will be an opportunity to ask questions during the presentation which will be answered at the end as well as additional resources and references provided.
Employees are actively engaging with each other and other people on social networks such as Twitter, Facebook and LinkedIn.
With the encouragement and trust of senior management, employees can become the company’s most important and loyal brand ambassadors. They want to help the company grow because a successful company provides more career opportunities. So engage them on this journey!
This session is designed for any HR professional to provide a step-by-step process for companies to mobilize employees to promote the company’s products, services and brands. Participants will learn:
• The steps your company can take to develop a corps of brand advocates – from identifying advocates, training them, developing a pilot program, and then launching your advocates on social media.
• How companies like IBM, Zappos, Comcast, and Pfizer are enlisting their employees to enhance their brands.
• How to develop a social media policy that works for your company.
Global companies like IBM have embraced social media. From its social media policy: “IBM is increasingly exploring how online discourse through social computing can empower IBMers as global professionals, innovators and citizens. These individual interactions represent a new model: not mass communications, but masses of communicators.”
Smart companies are communicating with employees and their customers through employee blogs and other online conversations. They are leveraging their employees to enhance their brand.
To learn more about the speaker, Jeannette Paladino, visit her website Write Speak Sell, http://writespeaksell.com. For more information about corporate social media policies, visit Social Media Governance http://bit.ly/A03QMz. Blog post about Kaiser Permanente’s program, “Inside Out: Employees as Our Best Brand Advocates” http://bit.ly/A963n1.
Whether you run a business employing one person or work for a corporation of 250,000, you’ll need a plan for a social media strategy. As more people embrace Twitter, Facebook, Google+, and other networks, it’s time to make social media an integral part of your marketing plan.
Social media is becoming a confusing landscape with multiple options and unclear ROI. These ten tips will help get your organization moving in the right direction on the proper platforms where your customers live. It is based on a popular blog post I wrote for PC World's Business Center on tips to develop your 2012 social media strategy.
Without giving away all ten tips in advance, you'll learn:
-how to choose the social media platforms that you should be on, or if you even need to be on social media at all.
-We'll discuss whether you need to devote basic, intermediate, or full resources to social media, and discuss how those resources should be managed. Time management is essential with social media marketing.
-We'll discuss and teach more about tools like Google Analytics that let you monitor who is coming to your website and from where, as it pertains to crafting your social media ROI.
-We'll talk about how to get "But I don't WANNA" people on board with social media, and give you studies to back up exactly why every business should have a social media presence.
-We'll explore mobile social media marketing which is particularly important if you are managing brick-and-mortar stores that need to get foot traffic.
Do you have challenges managing people virtually? Are you looking to increase communication and trust on your virtual team? Do you want to increase results and performance of your online team? Learn how to use Digital Team Building Games to build communication, trust and team performance over technology. Using a customized combination of technology, your teams will go through at least 3 customized team building challenges to increase creativity, improve your process, build trust and increase performance.
This session is a fast-paced, experiential session that will tap the power of your virtual teams, increase relationships and show yours how to get even more comfortable with cutting edge technology to solve every day challenges. Based upon over 24 years of research and development with Microsoft and over 950 clients and 60,000 participants, this session distills that experience into a high energy and valuable session. As a leader/trainer, you’ll discover new ways to look at technology, examples of how to use technology to improve your work and workforce and build stronger teams using the technology that is available to everyone now. Using cost effective methods and technologies that are already being used by workers today, you will learn at least one way to increase revenue, save money, hit your goals ahead of schedule and show a return on investment for your time spent.
This session is based on the NEW Wiley & Sons book, Digital Team Building (publishing in May 2012) and gives your team the latest in team building technology. This session can be delivered online or live. Get $5 off pre-sell of book with over $500 of additional content from John and top selling authors. http://50digitalteambuildinggames.eventbrite.com/?discount=PRESELL2012
In today’s fiercely competitive digital world, HR is the new marketing. Finding and keeping top talent, reinvigorating employee communication, and strategizing with the C-suite to increase visibility, credibility, and revenues can be overwhelming.
Is your online activity helping brand your corporate culture? Do you use the art of storytelling to differentiate your employee brand from the rest of the crowd? Are your internal and external social channels packed with compelling and concise features, profiles, interviews, industry news, photos, videos, and active blog posts? This is the new trend in HR communication, marketing, and branding. It's called brand journalism.
All of these factors directly impact your corporate culture, retention, and bottom line.
You’ll discover how companies like yours are moving beyond traditional newsrooms and into social media. Today, everyone has a press pass and can share credible, balanced, and authentic stories about their employees and brand. Capturing the essence of a story connects people emotionally and trumps self-serving promotions.
The merging of strategic communication, journalism, and digital technology brings us a fresh and much-needed shift in both internal and external communications. The public wants and deserves exciting and stimulating storytelling and the opportunity to engage in our real-time conversations.
Join social media, communications, and news pro Susan Young for this insightful and forward-thinking program. Susan has her finger on the pulse of HR and recruiting; she serves as managing editor of Ragan’s HR Communication. She has worked in the communications and media industry for 26 years and owns a consulting company, Get in Front Communications.
Susan’s strategies and tactics for brand journalism will enable you to bring value and hard ROI numbers back to your C-suite. You’ll have quite a story to share!
Current performance management processes are ineffective! Most performance reviews are completed annually with the focus geared toward capturing progress and feedback on the previous year’s accomplishments…but this information typically does not reflect all of the successes, failures, and challenges that employees encountered during the review period. What can organizations do to improve this critical talent management process? To transform their static annual appraisals into powerful, social, performance and talent management processes that are effective, enduring, and exciting?
Social Talent Management is more effective, enduring, and exciting: it eliminates repetitive data entry and manual, time-consuming administration. It enables performance reviews to be linked directly to business goals with real-time visibility into progress and employees can solicit feedback from managers, peers, and external coaches. Much like LinkedIn and Facebook, employees are regularly engaged in the performance development process because it is social, collaborative, and in real-time. Leading companies are implementing social talent management software to reap the benefits it has to offer over traditional performance management methodology. With the right technology, content, and community, performance management processes can become effective and painless.
The purpose of this presentation is to show the benefits of making performance management a process of continuous employee development (instead of an annual appraisal process) by utilizing social tools to provide input, praise, reviews, and development options in a collaborative way. It will also show how social performance management is just one component of an overall talent management strategy that moves toward unified business directives.
You will learn:
• The Seven Criticisms of Current Talent Management Processes
• Introducing Social Talent Management
• Social Talent Management Objectives
• Social Talent Management Drivers
• Social Talent Management Benefits
• Keys to Successful Social Talent Management in Your Talent Strategy
* Please note that this webcast does not qualify for credits as it did not meet the minimum time requirements.