Beyond Record-Keeping: What Social Means for HCM
By Natalia Rachelson on Mar 14, 2012
A guest post by Steve Boese, Director, Talent Strategy, Oracle
Let’s start with a few questions, shall we?
What website accounts for approximately one out of seven minutes spent online around the world?
What relatively new site recently hit 11.7 million unique monthly U.S. visitors, crossing the 10 million mark faster than any other standalone site in history?
What professional networking site, despite being an ‘ancient-in-internet-time’ almost 10 years old is signing up new members at a rate of more than two per second?
If you answered Facebook,
Pinterest, and LinkedIn, give yourself a high five.
Admittedly, the questions were not that hard, as social networking for personal and professional uses has grown in popularity, relevance, and importance; and sharing on Facebook, connecting on LinkedIn, or chatting with friends and colleagues on Twitter are now all commonplace and routine daily events. Social networking and social technologies are not so much a part of our lives that these actions, this constant sharing and connecting, has become ingrained into our thought processes, and for many, even a few hours spent offline or disconnected can make us pretty anxious - like we are missing everything that is going on in our connected world.
Just like individuals, businesses all over the world have also jumped on social networking and the social media bus, leveraging the social web for marketing and branding, customer service, market research, and connecting with their community of fans. Examples, case studies, and emerging leading practices abound to help guide organizations in their efforts to best utilize these open, transparent, and real-time platforms to engage with customers, prospects, and the world. More and more, organizations that have not embraced social are seen as behind the times or missing out on an incredible opportunity.
Along with the incredible adoption and growth of social networking by individuals and marketers, an emerging and important shift is happening within the enterprise. Organizations are quickly coming to realize that bringing the ideas, concepts, and benefits of social technologies and social networking inside the enterprise, can help solve business problems, engage, connect, and empower employees, and lead to better outcomes. We think of this emerging blend of new technology, company culture, and alignment towards solving business problems through connecting people inside the enterprise, as Social HCM.
What might Social HCM look like in practice? Here are just some of the possibilities for the enterprise:
Talent Sourcing and Recruiting ─- reaching candidates and prospects on social networks, advancing and building the employer brand, building pipelines or talent communities
Social Learning ─ learning not just from static content or coursework, but through and with connecting with colleagues to share insight, expertise, and knowledge
─ small groups that can form to share information, collaborate, and support
project or team efforts via blogs, wikis, microblogs, video and more
Social Goals ─ have employees create and share goals with peers and colleagues, and have open conversation and collaboration around goals, leading to faster and better goal alignment and completion
Social Recognition ─
company-wide platforms that enable peer-to-peer thanks, kudos, and more formal
internal recognition to be surfaced and shared across the enterprise
Expertise location ─ tools that support the creation of rich and
searchable employee profiles that make finding the right person with the right
skills at the needed time fast and easy
And as the organizational
capability and understanding of Social HCM continues to grow, there will be
many more examples and use cases where the application of social ideas and
concepts will support the enterprise in meeting its objectives.
We think Human Resources leaders are uniquely positioned to advance the idea of Social HCM inside the organization, as these initiatives are about people, behavior, and leadership (the sweet spot for HR expertise) and how new and developing social technologies and capabilities can be leveraged to support these efforts. The HR leaders of tomorrow will have an almost unprecedented opportunity to work with business leaders, information technology professionals, line managers, and truly every employee in the enterprise to drive this vision.
We strongly believe that the best business outcomes will be achieved through the connection of people inside the enterprise and Oracle Fusion HCM applications have been built with these Social HCM ideas and capabilities deeply embedded in their fabric. Fusion’s innovative Network at Work, an industry leading collaborative social framework allows workers to build their own internal social network and connect with other domain experts and colleagues. And in Fusion Performance Management, Goal Management, and Talent Review, informal data and insight such as kudos and peer-to-peer social recognition can be harnessed, along with more formal data such as performance review ratings, to help managers effectively identify and assess top talent, and take action, ensuring the best talent is recognized and all talent is fairly evaluated.
We’d love to hear from you and get your thoughts and ideas
about how Social HCM is impacting your organization.
To learn more about Oracle Fusion Human Capital Management, please visit this link