Archives for 10 Mar,2019

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HR and Social Media

social-mediaA summary of HR & Social Media from our recent walkabout to the CIPD conference.

Having spoken to a lot of people at the CIPD Annual Conference last week who were disappointed to have missed certain sessions, I thought I’d share summaries of those I went to…

“Social media is an opportunity to amplify your leadership message.  If you’re not there, perhaps your message is dampened.”

This quote from Nokia’s Matthew Hanwell really sums up the spirit of this session.  Rather than trying to control use of this new medium, we are far better to embrace the fact that this is where people are going.

The speakers from Nokia and Random House emphasised the benefits of using social media for business.  For example Nokia has project groups set up on its own internal facebook-style platform, so rather than having to search through email trails to find recorded progress and issues on projects, it is all in one place.  This has made communication more effective and efficient.

Neil Morrison, HR Director for Random House, talked about the value to him personally of sharing his views with the social media world, receiving feedback and gaining further ideas.  This is a great network for all professionals to be keeping in touch with thought leadership and shared goals or concerns.

Reflections

This comment from a fellow delegate summed up where social media currently sits within the HR mindset – “I thought they’d talk about the issues and how we can control the use.  I’m really pleasantly surprised.”

A comparison was drawn to the fears we had when email was introduced, and even to when the telephone landline was first introduced to the workplace. Ultimately in spite of all our fears and wants to control usage, the telephone and email have stuck and become a critical part of daily business.

How will social media become a part of daily business?  How are we embracing that now in our organisations?

Takeaways

  • Social media is here to stay – the numbers show this is not a fad
  • Our focus on controlling use of it is quite pointless – like trying to control what people say or email to their friends and peers
  • Embracing social media and using it to benefit our business is the most useful response and offers great benefits to individuals and the organisation

Further Reading

If you’re on twitter, you can follow @neilmorrison and @matthew_hanwell to keep track of their views.

If you’re not on twitter, give it a go, or search for HR blogs and see what useful ideas you gain from the experience.

Register at www.twitter.com and have a look at a user guide.

You can also read Neil’s own blog reflections on the session and how it really all comes down to trust.

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Strategy Mapping

connected 400x265Capturing your primary strategic goals using Strategy Mapping.

Here we discuss one possible method for capturing your strategic goals, enabling you to translate your key guiding principles into a coherent set of business practices that can be communicated and rolled out to the wider business.  And as always, communication is key.

Communicating your driving principles to your organisation in a clear and coherent way is critical to seeing a wider engagement and use of those principles across your organisation.  The first step in this process is for the leadership team to have clarity itself on what those key principles are.

Strategy maps provide such a tool.  A strategy map is an evolution of the balanced scorecard, it enables you to visually plot your key principles across a number of business objectives.  These objectives can range from revenue growth to market positioning and are specific to your company’s desired goals.

Crucially, the strategy map will highlight the relationships between your key principles, your overall business objectives and the business function that will be required to deliver those objectives.

Jelly Bean Diversity

By giving those business functions, or rather employees sight of these relationships, and how their work contributes and is aligned to those business objectives, you’re enabling them to work in a coordinated, collaborative and empowered way.

For a wonderfully left field but powerful demonstration of giving your organisation this vision check out Tom Wujec’s Ted Talk.

Strategy Maps

The Strategy Map encapsulates a business’ vision, mission, promise to its users, its core values, and its strategic objectives.  It states what the business strives to be and do for the business’ clients.

The premise behind a successful strategy map is that businesses should measure performance in several ways.  Specifically, they must consider success from four different perspectives:

  • Finance
  • Customer
  • Internal Business Processes
  • Learning and Growth

The strategy map incorporates and links these four perspectives into a visual framework. At the highest level, the map presents the organization’s mission, values, and vision—why it exists, what success looks like, and what its future looks like.

Totem Gummi Bears

Then it presents the strategy by defining objectives and performance measures for each of the four perspectives. The map presents the four perspectives as separate levels, the top level of the map shows the objectives and performance measures from the financial perspective, and then one level below it shows the objectives and performance measures from the customer perspective and so on.

The Benefits of Strategy Mapping

Strategy maps highlight the relationships and links by which targeted improvements can create desired outcomes.  For example, how an improved IT capability and an improved knowledge of that capability amongst employees can lead to a higher retention of customers and levels of customer satisfaction,

In summary, mapping your key principles to your overall business vision will have these key benefits:

  • It clearly explains to employees what matters most in your business
  • Each employee will understand the behaviours and success measures required of their role
  • Forms the foundation for developing success measure strategically and operationally
  • Aligns the organisation from top to bottom with the vision and principles driving that strategy
  • Provides you with a roadmap to success

This last point is particularly pertinent – strategy maps show how an organisation will convert its initiatives and resources including intangibles such as business culture and employee knowledge, into tangible outcomes.  The organisation clarifies what is most important—what will drive it toward achieving its vision.

All decisions can be viewed through the lens of strategy, and the map makes the decision-making process easier.

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