Monday, 11 May 2009

Talking HR 017: HR 2.0 - with book review: Collaboration (show notes)

 

      One of the titles Krishna and I considered using for “Talking HR” when we were setting it up last Summer was “HR 2.0” and in this episode, we talk about what we and other people mean by this term.

It’s clearly something to do with web 2.0 (which we discussed in episode 016).  But there’s also a potential link with management 2.0 which is explained in Gary Hamel’s recent book.  Referring back to his recent Bucharest presentation, Jon argues that the link is the social nature of the 2.0 tag (social media / more social management) and in fact, the differentiation between HR and HR 2.0 is the latter’s focus on producing social capital.

We also hear from James Tastard, VP of Corporate HR at Aker Solutions in Houston, Texas, about his views on HR / management / web 2.0.  Thanks enormously for your contribution James!

 

Krishna also talks about the new hiring network, Worky.  And Jon discusses recent CIPD findings on job satisfaction.

 

And we review a new book, ‘Collaboration’.

 

Resources:

  • McArthur’s Rant blog
  • Gary Hamel: Future of Management
  • HR 2.0 conference – Bucharest, Romania
  • Worky
  • Sunday Business Post article on Worky
  • CIPD press release on job satisfaction
  • Morten Hansen, Collaboration

 

Listen to the podcast: you can download the podcast to your hard drive or play it streaming from the web.

 

Talking HR is hosted by Krishna De and Jon Ingham and you can contact us with your thoughts and feedback about the show at talkinghrpodcast(at)gmail.com.

Follow Krishna on Twitter @krishnade and connect with her on LinkedIn

Follow Jon on Twitter @joningham and connect with him on LinkedIn

 

Technorati Tags: Human Resources,Web 2.0,Enterprise 2.0,Social media,Talent management

 

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Friday, 8 May 2009

Talking HR 016: Web 2.0 and HR - with book review: Reward Systems (show notes)

 

     In this show, we bring together previous discussions about individual social technologies to talk about web 2.0 as a whole.  Jon reviews Graeme Martin’s new report and session at the CIPD’s HRD conference, and previews his own presentation at a HR 2.0 conference in Romania.  And Krishna warns that social media may not always be appropriate.

Given this show’s book review: Steve Kerr’s Reward Systems, we also consider the application of web 2.0 to reward (not the most obvious area of application).

Jon also talks about the effect’s of the UK’s budget, and the new Equalities Bill, questioning whether its easier to introduce change when time is good, or more difficult.

Krishna talks about swine flu and the need for HR to prepare for shocks like this.  She also recommends a new book: The Big Manifesto.

And we also review another book: Reward Systems.

 

Resources:

  • Think Big Manifesto
  • Think Big Revolution
  • Report on CIPD HRD conference web 2.0 session
  • Graeme Martin blog
  • Graeme Martin’s web 2.0 report: Groundswell or Hype
  • Steve Kerr: Reward Systems
  • Steve Kerr on the Cranky Middle Manager

 

Listen to the podcast: you can download the podcast to your hard drive or play it streaming from the web.


Talking HR is hosted by Krishna De and Jon Ingham and you can contact us with your thoughts and feedback about the show at talkinghrpodcast(at)gmail.com.

Follow Krishna on Twitter @krishnade and connect with her on LinkedIn

Follow me on Twitter @joningham and connect with me on LinkedIn

 

Technorati Tags: Michael Port Think Big Manifesto,Steve Kerr Reward Systems,Web 2.0,Social media

 

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Tuesday, 5 May 2009

HR 2.0 consulting

 

     In my last post, I described a process for developing an HR 2.0 / social capital strategy.

I thought, if you don’t mind too much, that I’d give you an outline of the sort of consulting I do within this area as well.

This includes:

  • Facilitation through the whole strategy development process
  • Generation of potential ideas for your organisational capability
  • Development of 2.0 strategy maps and scorecards
  • Social network analysis
  • Updating HR and management processes
  • Planning and project managing changes to the line manager role (management 2.0)
  • Advising on appropriate social media tools (web 2.0 / social networking)
  • Training on the use of web 2.0 / individual tools
  • Advising and supporting on change management requirements.

 

I travel anywhere in the world (or use social media so I don’t have to), and you’d love working with me even more than you like reading this blog.

I’m still learning about this area myself of course, but I think I know as much as I need to in order to help.  And I do seriously believe that work in the HR 2.0 area can result in real, solid improvements in business results.  Particularly in a recession when you’re looking to achieve the same or more (ie planning for the upturn while you’re still managing the down) with less people.  So you need each person to be as effective as possible.  But you need to manage the relationships and conversations (ie social capital!) between your people as well.

 

Technorati Tags: Social capital,social media,social networking,web 2.0,management 2.0,HR 2.0,consulting,consultancy,support

 

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Monday, 4 May 2009

HR 2.0 strategy

 

Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0.  This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow.  And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).

 

 

The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?  Based upon this required state, and a gap analysis of the current state, a strategy can be developed.  This also needs to be aligned with (informed by, but also informing ie both adding and creating value) the business strategy.  And because web 2.0 is likely to play a significant role in supporting the HR 2.0 strategy, I include the IT strategy here too.

Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.

At this point, a strategy map and scorecard can be developed to support the strategy, outlining the strategy’s objectives and measures, and how these relate across activity, outcome (ie social capital) and business results.  Various measurement tools, for example social network analysis, may be required to support this stage as well.

Onto implementation.  Here, I identify six main areas of focus:

  • People.  I believe any HR strategy needs to touch on the key people in an organisation, not just on the processes that support them.  And I also advise that HR should have a hands-on role, not just a back-office one.  I think these two points are particularly important under a HR 2.0 approach, and therefore suggest that the strategy identify the key people (perhaps those who are key to social connecting in the organisation, eg brokers, mavens etc) and what actions are going to be taken to provide direct support to these individuals?
  • Organisation.  What design changes in terms of structure, process etc would support the development of social capital in this organisation.  Also, particularly importantly, what OD interventions can be made to directly impact on the way people are connecting with and building relationships with each other?
  • HR and management processes.  What changes need to be made to support a more open, collaborative approach?
  • Web 2.0 and other technology.  How should these processes be best enabled?  What sort of tools would fit best?
  • HR function capability and transformation.  What internal changes within the HR (and learning, communication etc) function need to be made to ensure HR is able to effectively implement and support the new strategy?
  • Role of the manager.  This is often the biggest piece of this sort of project.  How can management itself be redesigned to operate in a completely new and empowering way?

 

Note that web 2.0 plays only a very small part of this process.  I absolutely agree that this can be a huge enabler to the sort of changes that HR 2.0 will bring, but I believe HR 2.0 is much bigger than this as well.

Comments?

 

Previous posts on HR 2.0:

  • The dangers of a tyrannical approach to Web 2.0
  • Reflections on Romania / HR 2.0 conference
  • HR's accountability for social capital
  • Jason Averbook: Creating and deploying a Digital HR strategy
  • Scott McArthur: HR 2.0 – the end of the business delusion
  • HR 2.0 and social capital
  • HR 2.0 – a more strategic approach to HR
  • Web, management and HR 2.0

 

Technorati Tags: HR 2.0,social capital,process,methodology

 

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