Wednesday, July 29, 2009

Social media growth stunted

From a UK press release, we learn that the business leaders lack of understanding and data security concerns key barriers to use of social media within UK businesses. HR, on the other hand, demonstrates high usage and support for social media. In the survey, almost half of HR and L&D professionals use social networks, such as LinkedIn, to learn and gather knowledge.

Brightwave, who conducted the research, says that business leaders just don't get it. They don't see the value in social networking. In many instances employees don't have access to social networks like Facebook, Twitter, LinkedIn and others.

Data security, wasted time and bandwidth concerns were also cited as key reasons for not using social media.

Lars Hyland, from Brightwave,

“UK businesses are missing out on a huge opportunity to cost-effectively build knowledge and understanding, as well as engagement, across large volumes of employees in different locations. Business leaders must be informed about the real opportunities in applying social networks to business, otherwise they risk alienating their highly networked current and future talent in today’s global workforce.”
Suspect this is the case here. Personally, my participation in the weekly #lrnchat (Thursdays, 8:30 PM - 5 GMT) demonstrate the power of social media for learning. The intelligence and diversity transmitted through the keys enrich me with every session. I even read the transcripts.

I wonder when we'll see the tipping point where some brave organization demonstrates value and blesses these tools. Is there some social media acumen competencies out there? Even Jack Welch uses Twitter now!

H/T to @gminks for the Tweet

Tuesday, July 28, 2009

MIA redux

Too many distractions. Managing and mastering (hopefully) the adjunct faculty role, projects and some travel. Goal is to post a couple of times per week.

Check out #lrnchat every Thursday evening 8:30 PM EDT. Tweetchat is my tool of choice.

On Boarding

Catching up with the reading, June 2009 T+D article, Making New Employees Successful In Any Economy. Good article by Katharine Giacalone about the first 90 days. The first 90 days are critical especially in a downturn and the expense of hiring. As the incoming Atlanta ASTD chapter president, I’ve been thinking a lot about on boarding and reflecting on past experiences.

Giacalone in her article gives us six strategies to make sure your new employees stick:
  1. Schedule employees first day when the bosses in the office
  2. Have workstations ready for them when they arrive
  3. Give the employee the lay of the land – tour of the office, campus
  4. Get down to brass tacks – not only the routine policy and procedures but
  5. Train new employees within the first week's
  6. Check in frequently during the first weeks months and beyond
It's been some years since I've been on-boarded in process. On my last new job I had showed up on the first day and was informed that there had been reorganization and I was now reporting to someone else. I spent my first day following my new manager around and attending three different staff meetings that covered the same topics. That’s my memory of my first day! BTW, no computer, no voice mail, no paycheck in first pay period and my “new hire” orientation, was scheduled in two months.

While I was still in that organization with a different role, the then director of the group had made a new hire. Unfortunately, the director had scheduled herself to be out of the office the entire week. So this poor soul came in on Monday and really had no direction for her first week. I took pity and ran the organizational gauntlet for ID, PC and telephone. Perhaps a better plan would be to have this new hire show up when the director was available.

Back in the 80s I joined a health care system that actually had a very good on boarding system. I went through employee orientation prior to starting my job and then spent the better part of the first week shadowing with other employees in the group. Actually the hospital brought back the former incumbent to orient me to the system, an in-house television operation.

Any on boarding stories to share? Good, bad?