Bruno Pierre Gebarski's List: HR E20 Culture

• Yammer and Work.com
• become more fundamental to the success of their organisations
• does this by allowing them to move on from performing tactical administrative roles and becoming central to the strategic planning of the organisation.
• ownership of these social tools then they instantly become central to things like the culture o
• the organisation², the way people work³, innovation⁴, collaboration⁵, and much more.
• IT may be able to handle the technical side of these things, but they will succeed (or not) based upon the human and emotional aspect of getting people to change how they work.
• merely to react, to police office behaviour
• proactive approach to make internal communications more frequent and more effective. It will require an admission that silos are not welcome, and that mistakes will happen when people innovat
• Figure our your purpose -
• purpose for your effort
• of tying in social business efforts with the organisational aims of your company.
• Establish emotional buy-in
• The second thing is to then trial things⁸ on a small project.
• Technology is not important, but without the emotional buy-in of employees, this will never work. Therefore you need to establish emotional capital.
• Identify community leaders that have authenticity and trust to champion and lead the project.
• train them so they have the technical skills to transfer this to your community
• lead communities that build emotional capital.
• Start small. Rather than rolling out dozens of tools at the outset, try rolling out one or two instea
• build emotional capita
• You can’t expect major changes such as improvements in morale or knowledge sharing until the emotional capital has been established
• Manage your expectations.
• both some successful results on a small scale AND emotional buy-in from the key early adopters

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