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"Last year, I looked at new hire practices and found some interesting methods:
Ensuring new hires understand the shadow or informal part of the organization through the use of tools such as network maps (Jon Katzenbach, Senior Partner of Booz & Company, author of The Wisdom of Teams).
Pairing with another worker or even tripling with two experienced workers and getting to work immediately, in order to reduce formal training (Menlo Innovations)"
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- Providing access to an online knowledge base.
- Connecting to an internal social network to connect online & ask questions.
Two actions that can begin even before a formal offer is made:
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- Connect People
- Connect with Social Media (less hierarchical than other forms of communication).
- Start the process as early as possible
Good practices can be summed up with three key lessons, I later wrote in new hire emergent practices:
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"It's rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Most HR groups sit back and wait for requests from the business for administrative people transactions. In their role of stewards of policy compliance, they can tend to be a brake on change.
But not at IBM. Its HR function has been instrumental in the $100 billion company's metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today. HR has helped the organization absorb more than 125 acquisitions since 2000, and integrate globally, saving $6 billion since 2005."
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"We observed that 80% of leadership development is based on work experience. We looked to see what we could do to create a work-related development opportunity.
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we took the top people in mature markets and assigned them to help and mentor people in the growth markets. Growth market leaders learn from major markets, and equally important, vice versa."
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"Afin de soutenir la croissance et la performance de son organisation, Danone a mis en place, dès 2008, son réseau social interne (sur logiciel IBM Connections)."
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nous avons cherché à définir leurs attentes. La connexion, le collaboratif, l'accélération des prises de décision et l'expression de soi ont émergé comme priorités.
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Aujourd'hui, près de 30.000 personnes s'y sont connectées, et il compte plus de 10.000 utilisateurs réguliers et 250 communautés actives. »
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"The technology revolution has brought us a lot—dramatic improvement in what we know about customers and how we interact with them, markedly better information for making decisions, the ability to work through virtual teams scattered around the globe. But its unseen legacy might be something much more fundamental: It has changed the very nature of how people work. One consequence seems clear: The classic job of the middle manager will soon disappear.
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Now technology itself has become the great general manager. It can monitor performance closely, provide instant feed back, even create reports and presentations. Moreover, skilled teams are increasingly self-managed. That leaves people with general management skills in a very vulnerable position. In the past their networks and abilities were built up in one company—but as tenure with a single company decreases, people lose the opportunity to develop deep knowledge that other firms might value. Plus, thanks to the internet and search engines, everyone now knows or can know something about everything. There is little competitive advantage in being a jack-of-all-trades when your main competitor might be Wikipedia.
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Attitudes toward management have also changed. As my research makes clear, Gen Y workers see no value in reporting to someone who simply keeps track of what they do, when much of that can be done by themselves, their peers, or a machine. What they do value is mentoring and coaching from someone they respect. Someone, in other words, who is a master—not a general manager.
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"“Social learning allows humans to learn through a self-directed mechanism that involves finding, organizing and categorizing resources in a coherent manner for their personal learning needs. Resources include connecting with experts and communities; watching presentations and videos; listening to podcasts; reading articles, blogs, books, and documents; and observing others perform tasks.”"
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- Internal “YouTube-Like” Solution – provides a mechanism for subject matter expert (SME) employees to create and share tutorial videos; ability to purchase industry expert tutorial videos
- Connecting With Experts – the prevalence of social networking as part of E2.0 toolsets has created a mechanism called “Expert Exchange” where a set of experts can share and collaborate with an entire community of people. This of course assumes that you have rich social/user profiles in place which is really the new-age employee directory!
- Instant Messaging/Twitter – provides an informal real-time mechanism to chat with one or more individuals
- Webinars and Narrated Presentations – the ability to easily capture a presentation with full audio and video then post for others to watch; the narration provides essential context which is otherwise difficult to convey
- Video Conferencing – connecting with one or more people with full-streaming video provides a rich collaboration platform; the ability to see facial expressions, emotions and body language are extremely important …
"That's a lot like the use of enterprise 2.0 social software systems today. Older generations have an ingrained urge to avoid collaborating, having spent their lives being trained to hoard and control information. Their thick, almost-impermeable skin takes effort, time, encouragement and environmental change to break through. It isn't by chance that the need for greater collaboration is a regular theme in management meetings everywhere.
On the other hand, social software comes naturally to the millennial generation, born between the late 1970s and 2000 and raised in the Internet age. In a few years, according to Jeanne Meister and Karie Willyerd, the authors of The 2020 Workplace, millennials will be about half of the world's working age adults"
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Millennials work with large networks. They swap contexts frequently and rapidly during a typical day and use multiple modes of communication. They feel free to ask their managers and peers for candid opinions so they can improve their work. They seek social proof, some visible indication, that others are buying into an idea or activity. They see everyone in their organization as equal partners to collaborate with.
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When you're new to an organization, your relationship networks are usually limited and have little built-in trust. Millennials who converse freely with their friends socially are often told at work to stay strictly work-focused. This can limit the depth of their conversations and keep them from developing trust and extensive networks.
"Millennials view work as a key part of life, not a separate activity that needs to be “balanced” by it. For that reason, they place a strong emphasis on finding work that’s personally fulfilling. They want work to afford them the opportunity to make new friends, learn new skills, and connect to a larger purpose. That sense of purpose is a key factor in their job satisfaction; according to our research, they’re the most socially conscious generation since the 1960s."
Just for the sake of clarifying the practical meaning of "knowledge transfer", here are the ten most current approaches to transferring knowledge in business environments:
Fields said that many of corporate America’s young workers’ engagement levels “fall off the table” after about a year on the job because “we give them no means of input.”
To change that, Wachovia is giving its Gen Y workers a role in helping its Enterprise 2.0 makeover succeed. Younger employees are assigned to teach senior staffers about the benefits of using collaborative networks.
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