cotton candy, funnel cakes, and social - shrmal.shrm.org/sites/al.shrm.org/files/cotton candy... ·...
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Cotton Candy, Funnel Cakes, and Social
Ben EubanksHCM AnalystBrandon Hall Group
What’s on the menu for 2015 and beyond
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© 2015 Brandon Hall Group 2
Learning & Development
Talent Management
Leadership Development
Talent Acquisition
Workforce Management
RESEARCH PRACTICES
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© 2015 Brandon Hall Group 3
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Agenda
1. Social Influence2. Recruiting3. Onboarding4. Learning5. Talent
Management6. What’s Next7. Wrapping Up
© 2015 Brandon Hall Group 4
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Who Cares?
© 2015 Brandon Hall Group 5
Social is people-powered and people-centric.
And so is HR.
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Social: 5 Years Ago
© 2015 Brandon Hall Group 6
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© 2015 Brandon Hall Group 7
Social: 2 Years Ago
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© 2015 Brandon Hall Group 8
Social: Today
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Recruiting
© 2015 Brandon Hall Group9
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HOW ARE HIRING ORGANIZATIONS USING SOCIAL TECHNOLOGY & MEDIA?
20%
45%
22%
13%We do not use socialtechnologies for talentacquisition
We use them on an adhoc basis with no setstrategy
We use them only forselect processes
We have a formalstrategy with clear goalsand KPIs
© 2015 Brandon Hall Group 10
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© 2015 Brandon Hall Group 11
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It All Starts With…
© 2015 Brandon Hall Group 12
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WHAT IS THE GREATEST MISCONCEPTION IN SOCIAL TALENT ACQUISITION?
Social Talent
Acquisition
Facebook Careers
Page
Jobs Shared on
TwitterSourcing
on LinkedIn
© 2015 Brandon Hall Group 13
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AssessmentWHAT IS THE GREATEST MISCONCEPTION IN
SOCIAL TALENT ACQUISITION?
Ad Hoc
74% saw limited to no improvement in their ability
to hire better talent
45% reported no or negative impact on the quality of candidates
64% reporting no or negative impact on sourcing
costs
Formal Strategy
70% saw improvement in their ability to hire better
talent
71% reported positive impact on their ability to recruit key demographics
59% reported positive impact on reduced sourcing
costs
© 2015 Brandon Hall Group 14
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© 2015 Brandon Hall Group 15
Organizations with a clear strategy and KPI set were 315% more likely to see a significant positive impact on their ability to attract talent… and
244% more likely to improve ability to connect with passive candidates.
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Onboarding
© 2015 Brandon Hall Group16
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© 2015 Brandon Hall Group 17
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Onboarding
© 2015 Brandon Hall Group 18
People
Process
Technology
Culture
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© 2015 Brandon Hall Group 19
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© 2015 Brandon Hall Group 20
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Learning
© 2015 Brandon Hall Group21
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© 2015 Brandon Hall Group 22
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The Disconnect
© 2015 Brandon Hall Group 23
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Snapshot
© 2015 Brandon Hall Group 24
•70-80% of learning isn’t in a classroom•85% of companies are using social to support learning initiatives•Formats: discussion forums, expert directories, learner comments, social sharing, feeds, etc.
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Talent Management
© 2015 Brandon Hall Group25
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Don’t Do This
© 2015 Brandon Hall Group 26
PM is an annual check-the-
box activity with a clearly defined start and end date.
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Do This
© 2015 Brandon Hall Group 27
Institutionalize PM as an
ongoing process – not
an annual activity with a
beginning and an end.
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Don’t Do This
© 2015 Brandon Hall Group 28
PM is a top-down process;
only the employee’s
manager provides input on
what the employee’s
performance has looked like over the last year.
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Do This
© 2015 Brandon Hall Group 29
Engage peers and
subordinates in providing performance feedback.
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Don’t Do This
© 2015 Brandon Hall Group 30
Managers are not held
accountable to develop
their employees and are
certainly not incented or rewarded for doing so.
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Do This
© 2015 Brandon Hall Group 31
Hold managers
accountable for acting as
coaches to develop employee strengths.
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Does It Even Matter?
© 2015 Brandon Hall Group 32
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Critical Leadership Competencies For Tomorrow’s Leaders
© 2015 Brandon Hall Group 33
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© 2015 Brandon Hall Group 34
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Terminations
© 2015 Brandon Hall Group35
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Social Terminations
© 2015 Brandon Hall Group 36
Just kidding.
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Case Study
© 2015 Brandon Hall Group 37
• Onboarding• Learning• Mentoring/TM
• Productivity• Engagement• Customer service• Learner satisfaction• Retention
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Case Study
© 2015 Brandon Hall Group 38
• Talent mgt• Workforce/HR• Learning
• Relocation costs• Transaction costs• Employee turnover• External training
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Case Study
© 2015 Brandon Hall Group 39
• Coaching/TM• 360° feedback• Learning/dev
• Results mapped to initial 360° findings
• Results consistent across senior and junior leaders
• Drove specific behaviors
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© 2015 Brandon Hall Group 40
What’s Next?
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© 2015 Brandon Hall Group 41
socilab.com
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© 2015 Brandon Hall Group 42
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© 2015 Brandon Hall Group 43
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5 Low Cost, Low Risk Ideas
© 2015 Brandon Hall Group 44
Connect new hires with people before starting
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5 Low Cost, Low Risk Ideas
© 2015 Brandon Hall Group 45
Allow employees to track and include social/informal learning into development plans and PM process
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5 Low Cost, Low Risk Ideas
© 2015 Brandon Hall Group 46
Do an informal survey of your people to find out who your influencers are
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5 Low Cost, Low Risk Ideas
© 2015 Brandon Hall Group 47
Pick one difficult recruiting demographic to focus on. Build a plan/strategy and measure your results vs the baseline
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5 Low Cost, Low Risk Ideas
© 2015 Brandon Hall Group 48
Incorporate a peer review element into your performance management process
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Wrapping Up
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About Ben Eubanks
© 2015 Brandon Hall Group 50