The future of business and innovation depends on a generation of students who — unfortunately — are learning in an educational environment that is largely irrelevant and uninspiring.
Employers increasingly demand skills that the workforce is not prepared to deliver. There’s a massive disparity between school curricula and business expectations. And communication between educators and business organizations is broken.
How can we turn this situation around to win the hearts, minds and imaginations of tomorrow’s leaders?
According to education adviser, advocate and writer, Angela Maiers, it begins when accomplished, real-world professionals make a commitment to mentor and encourage today’s students. And, as she explained to me in the brief #TChat Sneak Peek video above, it’s never too soon to start.
#TChat Events: Bridging the Skills Gap for Tomorrow
I think Angela makes a compelling case. Do you? Can business mentors fill the gap? What role should schools play in fostering student/business connections? And how can talent-minded digital communities like ours help advance this agenda?
Fortunately, this week at #TChat forums, we’ll have an opportunity to explore these and related issues with Angela and her Choose2Matter partner, Mark Moran.
Join the TalentCulture conversation this week, and let’s explore the possibilities:
Follow our Twitter hashtag and be part of an open, collective conversation, as we explore these issues with Angela and Mark:
Q1: Why do you think education is falling short in the U.S.? Or do you?
Q2: What can companies do to improve their expectation/investment disparity?
Q3: How can mentoring help make the unemployable employable again?
Q4: How can business leaders help bridge the skills gap and create jobs?
Q5: What technologies will help enable education-rich organizations?
Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed and on our new LinkedIn Discussion Group. So please join us anytime, and share your questions, ideas and opinions. Just add “#TChat” to your posts, so others in the community can follow the action.
https://talentculture.com/wp-content/uploads/2013/05/AngelaLg.jpg370694Tim McDonaldhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTim McDonald2013-05-05 15:39:472020-05-25 16:54:20Business Case for Mentoring: #TChat Preview
(Editor’s Note: We’re thrilled that Angela Maiers was our guest this week at #TChat forums. She’s a passionate, highly visible education advocate who helps create life-changing learning experiences for today’s youth. We invited her to share some thoughts about her mission — creating better ways to prepare students for success in tomorrow’s world of work. To see an inspiring video interview with Angela, see “The Business Case for Mentoring #TChat Preview.” OR for a full recap of the week, see “1 Million+ Ways to Bridge the Skills Gap.”)
“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” –Jack Welch, former CEO, General Electric
The world is changing at an ever-accelerating rate. This has been the case at least since the invention of the personal computer in the 1980s, and became ever more so with the introduction of the commercial Internet in 1993.
In light of this drastic change in the workforce, how much has the US education system changed? Let me assure you of this: if you are under the age of 65 and if you returned to high school today, you’d feel right at home. Does that surprise you?
Educational Standards: A Reality Check
The “world and workforce” standards to which every school in our nation subscribes are not standards that the business community sets. They are standards “our community” — educators — are comfortable with. We can handle critical thinking, good communication skills, impeccable grammar and computation.
But schools do not encourage students to become bold thinkers, dreamers and doers.
Sure, schools have computer labs and some of them even have a computing device for every student. But instruction has changed very little. Indeed, with the never-ending growth of standardized assessment tests, US schools have become narrowly focused on teaching students how to fill-in the proper bubble on a multiple-choice, standardized exam.
Did you see any transferable work or life skills in the above paragraph?
Opportunity Cost: Priceless
Jack Welch may have it exactly right. While some pundits are forecasting a “revolution” in public education, most observers see these words as totally incongruous. Sure, public schools will continue to exist — at least (as educational consultant Peter Pappas writes) until parents find somewhere else to send their kids all day. But school is quickly becoming largely irrelevant to a student’s learning experience.
Every second that a child is “being educated” without insight, experience and real-life support from accomplished adults is a wasted opportunity to maximize their education — and their potential contribution to the world.
Choose2Matter recently launched the Quest2Matter, which challenges every student in three essential ways:
To accept that they matter
To accelerate the message that everyone matters, and
To act on a problem that breaks their heart.
Students have boundless energy and enthusiasm for taking action. What they lack is real-world savvy and the ability to find authoritative and comprehensive information on how to tackle a problem.
Where do they find this insight? Enter the TalentCulture World of Work Community.
These future world-changers can and will do incredible things. Members of the TalentCulture community can greatly enhance the students’ contribution by serving as mentors to these amazing young people.
As they work on selecting, curating, and moving forward the top world-changing ideas, TalentCulture members will be guiding them every step of the way.
Merely by knowing that accomplished professionalstake their ideas seriously will profoundly impact the seriousness with which students approach their contributions. For mentors from TalentCulture, this is an unparalleled opportunity to provide real-time, real-life leadership to budding leaders of the world. This will help redefine what the TalentCulture community stands for, and will establish a paradigm of professional and student mentorship for the entire world to follow.
As one talent-minded professional to another, I hope you’ll consider offering your expertise and enthusiasm to help shape the future of tomorrow’s leaders. Looking forward to discussing the Choose2Matter mission in more depth in #TChat forums this week — and I’m excited to collaborate with the TalentCulture community, going forward!
Why in the world of work would anyone sit online for an hour and share serious answers to a list of questions – along with random bits of wit and wisdom that come to mind?
No, I’m not talking about watching “Game of Thrones” and tweeting with my friends. I’m talking about our chat — #TChat — the weekly Twitter chat where TalentCulture community members come together to talk about today’s “world of work.”
Learning Together: A Surprise Inside
No subject is off limits, except maybe “Game of Thrones” (which, by the way, trended lower than #TChat on Twitter last night). No offense to that show, or to this week’s historic #MarriageEquality trend line (which also was less active than #TChat during our session last night). In fact, we’re honored to trend with both of these popular topics.
But I digress. Once again, I ask, why would anyone devote an hour each week to a Twitter chat like ours? I remember asking myself that question when we launched #TChat over two-and-a-half years ago. I never thought it would last a month. I love telling that story because, well, I couldn’t have been more wrong.
Collective Knowledge: Sharing Adds Value
This week, the TalentCulture community dug deep into the concept of “learning.” In particular, we’ve been exploring social learning — that amorphous, organic, continuous, “knowledge sharing” activity that was originally ignited in the Garden of Eden. (“Adam, would you like a bite of this juicy apple?”) Or if you prefer, that point in human evolution when our frontal lobes sparked cognitive thought, we began hunting for information, exchanging it with others, and making decisions on behalf of ourselves and those in our social circles.
Social learning can be as simple as a single moment: an incremental yet transformative interaction where one person shares a piece of information that another receives, absorbs, adopts and applies in a new context that propels him or her forward. This process of information exchange, reinforcement and transformation lights up pleasure centers in the brain, as ideas pass from one person to another in an “additive” way. With each hand-off, information evolves, and is modified by the next person who absorbs, adopts and applies…
Layers of Learning That Live On
And so it goes. This is the beauty of social learning. And this is why I participate in #TChat forums.
It is why I’ve found value in showing up nearly every week for over two-and-a-half years. Participants offer ideas that continue to build on one another. As I step back and look at this community’s body of work it’s similar to the formation of rock over a geological span of time.
To dig deeply into organizational learning and talent development issues this week, we joined forces with two brilliant experts: Michael Clark, CEO of ReCenter, and Justin Mass, Sr. Manager of Learning Technology & Design at Adobe. The richness of their contributions added tremendous value throughout the week.
We invite you to revisit insights on this topic anytime! Just follow the links below…
TUE 3/26#TChat Radio: “The Social Learning Show.” Our hosts joined forces with organizational development experts, Michael Clark, and Justin Mass, to examine social learning innovation and its role in optimizing talent in today’s workplace. It’s a fascinating 30-minute session for anyone interested in improving professional and organizational performance through learning.
WED 3/27#TChat Twitter: Justin and Michael gathered around the Twitter stream with hundreds of other participants to expand and amplify key issues in workforce learning and development. See highlights from the conversation in the slideshow below…
#TChat Twitter Highlights Slideshow: Igniting Social Learning
SPECIAL THANKS: We extend our gratitude to Michael Clark, and Justin Mass for leading our community through the social learning discovery path this week. Your expertise in learning tools and techniques is inspiring and invaluable.
NOTE TO BLOGGERS: Did this week’s events prompt you to write about social learning and talent development? We’re happy to share your thoughts. Just post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.
WHAT’S AHEAD: Next week, we move to yet another level of talent discovery, as we explore the notion of “Humans as a Service (HaaS), with Jason Averbook, Chief Business Innovation Officer at Appirio, and Richie Etwaru, Group Vice President of Cloud and Digital Innovation at Cegedim Relationship Management.
Until then, we’ll continue to tackle World of Work conversation each day. So join us on the #TChat Twitter stream, or on our new LinkedIn discussion group. And feel free to explore other areas of this redesigned blog/community website. TalentCulture is always open and the lights are always on.
00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2013-03-28 14:45:322020-05-25 16:30:44Digging Deep into Social Learning #TChat Recap
Now more than ever, talent development is a life-long process, transcending education, career, technology and social media. It cuts to the core of why we’re here and what it means to be human.
We are here to become more — to maximize the development of our talent by improving performance in every aspect of living. And, we are here to guide and support others in doing the same.
Consider the countless number of hard and soft skills it takes to navigate a single day of living in the 21st century. We’re swimming in a contextual field of opportunities, challenges, goals and choices!
Social Business: What’s New?
Business has always been a social endeavor. Despite relentless change — including the recent arrival of revolutionary social media tools — many of the essential skills for business success have remained the same throughout history. No mystery there. Business is and will always be about creating and sustaining mutually beneficial relationships.
Of course, the implications of social business don’t stop at an organizational level. Work and personal life are merging, as workloads increase, and mobile technology and social platforms grow more prevalent. The traditional boundaries and walls that separated life roles are being erased. Social and mobile channels are morphing work-life balance into a work-life blend.
Our diverse roles are becoming synthesized into a single life style. We work, we play, and we live — engaging anywhere, anytime, with anyone we choose. Many people now live in a blurry space between “real” life and digital life, professional and personal, internal and external.
Filtering the Social Clutter
IBM estimates that 90% of the data in the world today has been created in the last two years alone. What does that mean for social learning? We have too much information, not enough transformation. Despite extensive learning, education, training and development, people think, feel and react in the same ways over and over. Think about the volume of content you absorb on a daily basis. What percentage of that information actually helps you create a positive impact in your life, or the lives of others?
Here’s a tool to help cut through the fog and chaos of today’s deafening social noise. I call it the “social business contextual field.” This filter helps brings clarity and precision to individual and organizational goals, strategies, learning, development, communication and transformation. It is based on six core components.
These six concepts represent all the complex relationships within social business. We can draw endless connections between words. For example, we think about how we feel. How we feel impacts how we think. Our thoughts and emotions largely determine our reactions and choices. We think about people, spaces and technology. We’re emotionally connected to people, spaces and technology. We physically engage with people spaces and technology.
Social business success hinges on learning how to develop and continuously improve connections, communication and collaboration among all aspects of the contextual field. Specifically, when individuals and organizations align, integrate and transform both sides of the contextual field, success follows.
Engagement-Performance Transformation
As I explained in a recent TalentCulture video, engagement-performance transformation is an essential social learning skill. It’s a solution to seizing opportunities, overcoming challenges, boosting productivity, realizing goals and amplifying social business success.
In our work, we mash the two words “engagement” and “performance” into a single word, “engagement-performance.”
Engagement: The moment we recognize and seize opportunities to improve parts of the social business contextual field.
Performance: Everything that happens intellectually, emotionally and physically from the moment we engage, and as we move thorough the experience.
Engagement-performance transformation is above and behind all skill development. Consciously or unconsciously, we are engaging and performing every moment. Social talent development centers on transforming our capacity to engage-perform-produce more, better, faster, now — no matter what’s happening in or around us.
Three Steps for Engagement-Performance-Transformation
A culture of social learning, backed by engagement-performance transformation, does not happen by accident or good intentions. We must do three things to create and sustain engagement-performance transformation:
Take personal responsibility for transforming intellectual, emotional and physical engagement-performance.
Learn, practice and apply real-time power tool strategies for engagement-performance transformation in the midst of intense situations, persistent challenges and diverse people.
Proactively embrace the process of engagement-performance transformation, in self and others, from moment-to-moment, day-to-day, week-to-week, and year-to-year.
Editorial Note: This is Part 1 in a series by Michael Clark. Part 2 will be published soon. Sign-up for TalentCulture.com email updates or via RSS feed, to follow Michael’s posts.
00Michael Clarkhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMichael Clark2013-03-26 05:00:162020-05-25 16:30:08Developing Talent in a Social Business World
Social learning. Two simple words with so many meanings.
The TalentCulture community understands one meaning very well. After all, we exist is to encourage social learning among talent-minded professionals. But this week, we want to look more expansively at the role of learning in today’s social business environment.
Our mission is to unpack this concept collaboratively – sharing ideas and information about how and why social learning can make a meaningful difference for individual careers, as well as organizations.
We even have some heavy-hitter experts to help us see how leading-edge learning tools and techniques can transform business.
What’s Your Learning Goal?
Yesterday, I started the conversation on Forbes.com by thinking aloud about 5 ways anyone can jump-start social learning. As I fleshed-out these thoughts, a key question kept coming to mind: When you pursue learning, what’s your purpose?
Are you learning, so you can teach?
Are you teaching so you can learn?
Are you learning for learning’s sake?
Or do you have other intentions?
What’s more, does your goal really matter? I think it does. Arguably, the most powerful learning experiences are fueled by purpose-driven passion.
Truth is, learning should propel us not just through school, not just through work, but through life. And when our personal quest for knowledge, skill and competence aligns with business goals, the results can make a meaningful difference.
#TChat Focus Topic: Let’s Get Social About Learning
Life is a continuous process of learning and skill development. And by nature, learning is a social activity. Throughout our lives we look to others – parents, teachers, mentors, managers, experts, peers and others – for information, instruction, insight, guidance and validation. It’s all part of the learning process.
So, what does it mean to apply emerging social tools and techniques to the process of continuous learning? And why does it matter? Let’s talk about it!
#TChat Radio
#TChat Radio – Tuesday, March 26 at 7:30pm ET / 4:30pm PT
Tune-in online and discover new ways to ignite professional and organization learning, as we interview Michael Clark, CEO of ReCenter, and Justin Mass, Sr. Manager of Learning Technology & Design at Adobe.
#TChat Twitter
#TChat Twitter – Wednesday, March 27 at 7pm ET / 4pm PT. Join our weekly online forum, and share your thoughts with others about these key questions:
Q1: How & why should we define social learning & talent development in the world of work? Q2: How can we bridge today’s skills gap by connecting business with education? Q3: We equate social learning with online learning, but is that view complete? Why/why not? Q4: What are the most important technology platforms for social learning today? Q5: What critical metrics should leaders should use to measure social learning & talent development?
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2013-03-25 13:47:122020-05-25 16:29:58Igniting Social Learning: #TChat Preview
Engagement performance. It’s a key to learning in today’s world of work. But exactly what is it, and how can we leverage this concept to achieve desired business results?
As Michael Clark, CEO of ReCenter, suggests in this video, it starts by aligning engagement with business goals, and applying social tools that help us perform more effectively.
Michael views “engagement performance” almost as one word – performance is everything that happens after the moment we decide to engage. And in today’s social workplace, it means that individuals and organizations can transform the way they conduct business in profound ways.
During the coming weeks, TalentCulture will explore this concept and offer opportunities for hands-on social learning skills development.
Join us this week, and let’s explore the potential of social learning skills together:
#TChat Radio – Tuesday, March 26 at 7:30pm ET / 4:30pm PT
Sleight of hand. Misdirection. Levitation. The Grand Illusion. Sounds like a great Vegas act. But is this any way to describe “people” practices in today’s world of work?
Truthfully, we’ve all seen it and felt it. Many of us have developed mastery at it. Even when it’s unintended, a bit of smoke-and-mirrors comes in handy when working the crowd on the “talent” side of the house.
No worries. Your secret is safe here. #TChat isn’t a confessional, but those of us who’ve been responsible for aspects of talent acquisition, development or performance management have learned what works well enough to comply with business rules and get the job done. But how well is that working for the organization?
We’re Not in Kansas Anymore
It’s not that we’re not trying to be more accountable and transparent. Besides, new social tools and technologies are shining light up our sleeves, for better or worse.
However, we are naturally stalwart creatures of comfort and habit — we don’t adapt easily. Incrementally perhaps, but not easily. It’s tempting to fall back on the same old tricks of the trade, even as external catalysts are forcing us to change for the better. Progress isn’t necessarily linear movement.
For example, consider the conversation we had this week with #TChat Radio guest, Josh Bersin. Josh is the Founder and Principal of Bersin by Deloitte, leading provider of research-based membership programs in human resources (HR), talent and learning.
Among other things, Josh shed light on factors that are driving the global disparity between skills demand and supply. One point in particular — new talent selection, mobility and succession planning have long been determined primarily by gut instinct.
A Capable Workforce = Sustainable Magic
But saying that talent strategies should focus on hard skills is no longer magical enough. The softer skills — communication, empathy, team-building — are just as integral to selection and development, if not more so.
Josh looks at challenges in human capital management through this more strategic lens. It’s what he calls capabilities development, where both hard and soft skills are addressed in a holistic way. As organizations reinforce and expand these combined capabilities in real-time, and provide flexible context that responds to workforce competencies, we can expect business performance to improve.
The foundation is solid – we’re now able to glean useful talent insights from powerful tools that help us process and analyze the disparate “people” data we’ve held in cold storage for decades. And other technologies are enabling continuous learning and development, across business functions, and throughout the entire employee life cycle. High art, indeed.
Showtime!
Of course, magic shows still have their place — marketing spin helps to attract, retain and entertain. Meanwhile, we can feel confident relying more on science than art to inform our instincts as we move forward with workforce decisions. Talent-minded professionals are limited only by our willingness to adapt. We can lead by example.
#TChat Week-in-Review
If you missed any of this week’s events – or to revisit insights anytime – just follow the links below…
SUN 3/17 TalentCulture CEO, Meghan M. Biro, kicked off the week by looking at how strong leaders are strong learners in her Forbes.com post: “The New Rules of Leadership.”
TUE 3/19#TChat Radio Show: Josh Bersin discussed how market factors and technology innovation are leading organizations to dramatically shift fundamental “people” practices – including talent acquisition, development and performance management. The 30-minute show is packed with insights for HR and learning professionals, as well as business managers.
WED 3/29#TChat Twitter: The TalentCulture community showed up in full force at our weekly Twitter forum to report from the trenches about their experiences and ideas. Check out these highlights from the conversation…
#TChat Twitter Highlights Slideshow: Learning, Leadership and Talent
THANKS: Again, thanks to Josh Bersin for joining us this week, to help us understand how organizations can better leverage talent in today’s world of work. Your expertise and insights are invaluable to our community.
NOTE TO BLOGGERS: Did this week’s events inspire you to write about leadership, learning and talent? We’re happy to share your thoughts. Just post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.
WHAT’S AHEAD: Next week – fasten your seatbelts as we take the community for a spin into the brave new world of social learning, with our very own community leaders, Justin Mass (learning technology evangelist at Adobe) and Michael Clark (leadership development expert at ReCenter).
Until then, we’ll continue to tackle World of Work conversation each day. So join us on the #TChat Twitter stream, or on our new LinkedIn discussion group. And feel free to explore other areas of this redesigned blog/community website. TalentCulture is always open and the lights are always on.
00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2013-03-21 16:20:172020-05-25 16:28:58The Business of Talent: Magic? #TChat Recap
Yesterday, while gathering research and pondering my thoughts on trends for my latest Forbes.com post, “The New Rules of Leadership”, I was reminded that perhaps the single most critical success factor for individuals or organizations, leaders is the ability to learn.
When we make learning a cultural imperative, it can lead to a sustainable business advantage. Examples are all around us of companies that flourish because they embrace learning, adaptation and innovation as a way of life. < A culture.
It sounds simple enough in theory. But it’s not easy to accomplish — especially in today’s rapidly changing world of work, where a broad chasm continues to divide employers, educational institutions and the culture of your social communities.
We can no longer afford to ignore that chasm – or the key questions that follow:
Who is responsible for professional career development?
How do we get there from here?
And what other talent-related issues are driving the future of work?
That’s the focus of this week’s TalentCulture events.
#TChat Focus Topic: Learning as a Strategic Practice
We’ve invited one of the most highly recognized experts in enterprise talent, learning and performance to help us connect the dots. Josh Bersin is Founder and Principal at Bersin by Deloitte, the leading research and advisory firm focused on human capital management.
According to Bersin, 2013 is presenting multiple challenges for HR, talent and learning organizations. Research shows that companies are struggling to create a global leadership pipeline, to train leaders locally, to develop strategic mobility programs, and to deepen core technical skills across industries. In fact, the imbalance between supply and demand for skilled workers is expected to grow even more sharply this year.
So, in this environment, where and how can continuous learning make a difference?
#TChat Radio
On Tuesday, March 19 at 7:30pmET, Josh will sit down with my #TChat Radio co-host, Kevin W. Grossman (@KevinWGrossman) and me, Meghan M. Biro (@MeghanMBiro), to discuss the latest issues and trends.
#TChat Twitter
And then we’ll continue that conversation with the entire TalentCulture community on Wednesday, March 20, at 7pmET, during our weekly #TChat Twitter forum.
Join us this week, as the TalentCulture community focuses on connecting the dots among talent, leadership and learning. Here are the questions we’ll cover:
Q1: Josh Bersin has written a lot about the global skills disparity. What can employers do to improve this? Employees?
Q2: What’s the difference between informal and formal learning? Why has there been such an emphasis on blended learning?
Q3: What’s right and wrong with most company succession plans today? And what about internal mobility for employees?
Q4: What is BigData in HR and how will it help to predict and implement strategic workforce changes?
Q5: Are we experiencing social recruiting technology fatigue? What are the emerging HR technologies and processes coming?
We hope you’ll come on over and bring your best ideas about how to leverage learning and human capital in today’s world of work. See you on the stream!
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2013-03-18 09:46:332020-05-25 16:28:23Learning, Leadership and Talent: #TChat Preview
“…and there’s always another point of view, a better way to do the things we do. And how can you know me, and I know you…” –The Raconteurs
But knowing takes time, effort and some commitment to the process.
Maybe we should break bread together more often. The President just had Republicans over for dinner, and then again for lunch, in order to better collaborate and “break the stalemate over taxes, spending and deficit-reduction.” It’s a small step toward hopefully working together and actually solving some very painful problems.
It’s an opportunity to look beyond political differences that have polarized the nation’s leaders. Although by our very evolutionary nature, we polarize. We’re hardwired to sense negativity, so we can counter it quickly and efficiently.
More Cooks = More Creative Solutions
The good news is that our frontal lobes have evolved to better smell the baking of collaborative bread. The kind that gets our creative juices flowing, that puts the “dope” into dopamine and gives us the metaphorical munchies for even more progress and positive reinforcement. To befriend, to create, to learn, to solve, to make better, to work together toward a shared goal.
Reward and motivation. Doesn’t that get your tummy growling? Think about some of your most collaborative moments — more than likely they centered around a tasty snack or a relaxing meal, maybe even if a drink or two if you enjoy the libation. It could’ve been a one-on-one, a small group or a whole diversified gaggle of folk discussing primary topics while saddling up to multiple sidebars.
Connections and Communication: Essential Ingredients
Feasting on face time with one another — there is something to the hubbub of classic office environments. Those of us who work from home exclusively must be more proactive and innovative, to capture what we might otherwise miss during informal synchronous moments at breakfast, lunch, dinner or snack-time in and around the office with colleagues, peers and leadership. After all, we can still have lunch over a video chat, can’t we?
To befriend, to create, to learn, to solve, to make better, to work together toward a shared goal. Mmmm — do you smell that? Hold on, let me check the oven.
00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2013-03-08 14:32:532020-05-25 16:24:55Collaboration: Baking and Breaking Better Bread
“Talent is always conscious of its own abundance, and does not object to sharing.”—A. Solzhenitsyn
It was a full house last night in the TalentCulture community, as our #TChat Twitter forum celebrated two years of weekly chat events.
The celebration actually began on Tuesday night, with the return of #TChat Radio. Hosts Meghan M. Biro and Kevin W. Grossman discussed learning and social-media driven communities with three recognized #TChat contributors – ChinaGorman, Founder and CEO of CMG Group; Justin Mass, Learning, Technology and Design Manager at Adobe, and Vala Afshar, Chief Customer Officer and CMO at Enterasys.
This conversation extended to the #TChat Twitter community on Wednesday, as we shared stories about what originally attracted us to #TChat, and we discussed the value of being part of an online community. Personally, I believe that learning occurs in communities; the practice of learning is the participation in the community. Learning is the conversation between members of the community.
I can tell you that the stream activity was blazing so fast and furiously that we trended on Twitter! There were many great responses to this week’s questions, many of them personal. Following is just a representative sample …
(To see more complete highlights from the #TChat session, watch the Storify slideshow at the end of this post.)
FYI: A Note to Newcomers Are you new to TalentCulture? If so, you’re probably asking “What is #TChat?” It’s actually two valuable community resources available through a single Twitter hashtag. It’s both a weekly talent/career-oriented discussion forum, and it’s an “always on” knowledge-sharing channel. Both are freely available to anyone with a Twitter account. As founder @MeghanMBiro says, #TChat helps participants learn and grow personally and professionally. Why? “Because Community Matters!”
What attracts people to #TChat?
“This chat, more than any other, truly spans the world at work & shares a passion for making it great.” @AlliPolin
“Great info, embracing community, inspiring leading and learning.” @TranslationLady
“I started about a year ago and developed my own community out of the experience to pay it forward.” @gingerconsult
What is the value of online learning communities?
“The power of online communities is the diversity of knowledge, experience and values. Communities are force multipliers.” @ValaAfshar
“The value lies in the diversity of ideas and practices all in one congenial environment.” @EnZzzoo
“The strength of your network has never been a more important resource to draw from.” @jmass
“Online learning communities are made up of professional colleagues that share & challenge = amazing learning.” @AlliPolin
“Online learning communities allow professionals to interact with each other no matter the distance or time zone.” @MZProhov
Why should you join #TChat on Wednesday nights?
“This is a true community that inspires conversation & thought. More like friends than strangers.” @GabieKur
“I started to make more smart friends in our space. Simple. Follow the brilliance!” @ChinaGorman
“#TChat is a learning-living platform. Community of insight, exploration, answers + growth.” @justcoachit
“Some of the best hearts and minds are freely sharing transformational insights online.” @ReCenterMoment
“The best part of #tchat is that you know you aren’t alone… others know exactly how you feel and share solutions.” @DawnRasmussen
Ultimately, a community is only as viable as its participants. We value the thousands of smart, supportive business professionals who have contributed to TalentCulture. As long as you continue to show up at #TChat, this community will continue to be a source of inspiration, insight and support for us all. I’ll be there. I hope to see you, too, as we continue to tackle timely and important topics affecting today’s World of Work.
# # #
NOTE: To see complete highlights from yesterday’s “communities and learning” #TChat anniversary session, see the Storify slideshow at the end of this post.
SPECIAL THANKS to this week’s inaugural #TChat Radio guests – who bring depth, humor and relevance to everything they touch. ChinaGorman, Justin Mass, Vala Afshar: you are a TalentCulture dream team.
NOTE TO BLOGGERS: If this #TChat session inspired you to write about social learning or the value of online communities, we’re happy to share your thoughts. Just post a link on Twitter (at #TChat or @TalentCulture), or insert a comment below, and we’ll add it to our archives. There are many voices in the #TChat community, with many ideas worth sharing. Let’s capture as many of them as possible.
WHAT’S AHEAD: You’ll want to make time for next week’s double feature! It’s all about productivity, prioritizing, and time management in today’s active World of Work. Tune in to #TChat Radio on Tuesday, Dec 4 at 7:30pm ET, when work/life experts Judy Martin and Cali Williams Yost talk with Kevin and Meghan. Then join the #TChat Twitter discussion on Wednesday, Dec 5, 7-8pm ET to share your ideas and opinions. Look for a full preview early next week via @TalentCulture and #TChat. Thanks!
00Nancy Rubinhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngNancy Rubin2012-11-29 17:10:332020-05-25 15:59:50Reflections on Community and Learning: #TChat Recap
Online social communities are the voice of your users, buyers, your sales and recruiting prospects, your employees — anyone who’s involved with your products, services or other offerings. Is this impacting the World of Work or what?
Social communities have more power than the individual customer, prospect or employee because they speak with a VERY LOUD voice, even if they’re not all saying the same thing. It’s not just volume any more; it’s reach and amplitude. And, with the number of channels across which these communities interact, you get to contend with the network effect.
One ticked off person talks to you; a ticked off community talks to you and the world. It works the other way as well, but of course we notice it more when communities are unhappy than we do when they’re pleased. This is a direct metaphor with your workplace culture. It’s tough to deny this fact anymore.
I never get tired of talking about social communities and their impact on brands and the recruiting process for the right talent. To broaden the discussion a bit, this week we’re going to add the notion of community managers to our #TChat Twitter get-together.
More companies and organizations are hiring community managers, and the job’s influence is expanding quickly. Of course some communities may organically grow to encompass the need for a community manager, but these tend to happen more with technical communities, and less so with consumer or B2C brands.
When companies decide to develop communities online, they often take a different course. Organizations need to be prepared to manage the trajectory and understand the personalities of people who fit and are passionate about these roles.
Against this backdrop, here are the questions we’ll be discussing this week:
Q1: What is the connection between a social community & a company’s brand?
Q2: What is the role of “community manager” & what does the future of this role look like?
Q3: Why do leaders & companies need social brand ambassadors & community managers?
Q4: Can you manufacture online communities, or are they best left to develop organically?
Q5: What are the pros & cons of social communities as an extension of orgs’ talent attraction & recruiting programs?
The last question is especially important, I think — we need to realize that there are pros and cons of social communities, and pros and cons for community manager roles.
Bringing much wisdom to the discussion, our guest moderator this week is Tim McDonald (@tamcdonald), community manager for HuffPost Live, founder of My Community Manager, and co-organizer of #cmgrUN. Wow! Joining us, too, will be Kevin W. Grossman (@KevinWGrossman) and the rest of the #TChat gang.
So, be prepared: Please bring your experiences and thoughts this Wednesday, Oct. 24, from 7-8pm ET (6-7pm CT, 5-6pm MT, 4-5pm PT, or wherever you are). And, be opinionated — you’re part of the TalentCulture World of Work community, after all.
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-10-23 08:08:442020-05-25 15:44:06The Sound of a Talent Community: #TChat Preview
“Anyone who stops learning is old, whether at 20 or 80. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.”
No surprise here — the concept of lifelong learning is as popular as mom and apple pie, especially among the progressive business professionals at the core of the TalentCulture World of Work community.
But it may surprise you to discover that old-school Henry Ford is the source of that quote. Arguably one of the most successful business leaders in American history, Ford was relentless about elevating machine efficiency to a management science. And he died more than 60 years ago, when most baby boomers were still only a gleam in their parents’ eyes.
Nevertheless, imagine if Ford had tweeted during this week’s #TChat: His philosophy of continual learning would have aligned with the sentiments of our community’s participants, who shared more than 2,900 tweets this Wednesday — ideas and opinions about “Leaders Young and Old” and the dynamics of reverse mentoring. In the brushstroke of a single blog entry, it’s difficult to do justice to the breadth and depth of perspectives exchanged. A common theme did emerge, however, from the 16.4 million impressions that echoed across the Twitter universe:
The Top Takeaway
Leadership is (appropriately) tied to competence and results – independent of age or seniority.
So what are the implications for today’s business leaders, who must span generations to engage and develop the best talent for a sustainable future? “The Leadership Challenge,” the popular management book, reminds us that “The Best Leaders are the Best Learners.” In other words, by modeling teachable behavior themselves, leaders not only grow professionally, but inspire others to do the same. It’s a next-generation extension of the principles established by business legends like Henry Ford, and it’s a valuable lesson that any of us can learn — at any age.
Living Laboratory
Looking for inspiration? That may be why you’re at #TChat, our forum and community for industry leaders committed to continual peer-to-peer learning. We’re grateful for this now nearly two-year adventure, a microcosm of today’s work world. We rely on digital tools to connect, communicate and collaborate 24-7, on-demand. And it works.
I have no clue how old or young my peers are, and frankly, I don’t care. I’d rather focus on key issues and shared interests. I evaluate insights based on their own merit. My impression of #TChat participants is shaped by the quality of their contributions and the street cred they develop within the community. Age and rank aren’t even on the radar.
Why do I return each week? This forum helps me quickly find relevant, useful ideas — and the smart people behind those ideas — without having to slog through the formalities of organizational structure and protocol. #TChat is a living laboratory for transparency and access in the networked age. And I gain immediate value from participating in this grand experiment.
It stands to reason that if learning is an equal-opportunity endeavor, then leadership is, too. Perhaps this week’s #TChat could add another layer to Kevin’s quote:
“Leading is learning. Learning is doing and doing is knowing. So do.”
Just imagine what Henry Ford would say if he could see us doing this #TChat thing we do!
Did you miss the preview? Go here. We again thank Mark Babbitt (@YouTernMark) for guest moderating this week and for bringing along his super-smart team from YouTern (@YouTern) — e.g., @YouTernDave and @YouTernErica — to tweet alongside all of us. They brought the awesome, and you did, too: Check out the slide show below of your many insightful tweets. We wish you all a wonderful weekend and look forward to seeing you at next week’s #TChat.
#TChat INSIGHTS: Full Smorgasbord of your Tweets: Leaders Young and Old
Storified by Sean Charles · Thu, Sep 27 2012 01:34:51
Can’t we all just get along? #TChat today talking mulit-generational leadership #BringIT [PIC] http://pic.twitter.com/Fk2Z2ri6SocialMediaSean
Hello, #TChat – tweeting to you from Bsquare here in sunny (today) Bellevue, WA w/my #vinylmation Recruiting “helpers” http://pic.twitter.com/g2IVUejmMichaelRecruits
Look! I gotta #TChat stache. Get it? http://pic.twitter.com/m4oBQ2pjjocelynaucoin
Bar & grill in suburbia :) @SocialMediaSean #tchat http://pic.twitter.com/SbHeSJu6Lara Zuehlke
#Tchat outside. Bene of living in NoCA. http://pic.twitter.com/qdKJymlishawmu
@SocialMediaSean Hello from the Conservatory of #music in #Ottawa to everyone at #TChat http://pic.twitter.com/fHvDOfoJnghannoum
Q1: Age was once synchronous with seniority & management roles. How has a multi-generational workforce changed that? #TChatMark Babbitt
A cultural change in business has heightened the realization that influence is not a function of age. #TChatVala Afshar
A1: new gens carry tech insights and older gens carry cultural and industry experience. Organizations must create a leadership mesh #tchatMegan Rene Burkett
A1: More mentoring for young employees + reverse mentoring where they help older workers develop millennial generation skills. #tchatInside Jobs
A1: At the risk of sounding ageist, I think that generation-y can be best for tech jobs because we grew up with technology. #tchatAndrew Bream
A1: However advance the technology might be, the drive &passion to learn &use them has to come from the person &age is not a matter. #TChatPadma Mohanram
A1 w/ rise of networked biz, virtual teams & freelance economy, shift continues toward competence as king not arbitrary factors (age) #tchatExpertus
A1 ever wonder where the phrase “quiet leader” came from and how that person earned that title? #tchatSteve
A1: 15% of GenY workers are currently in management roles. #TChatPayScale Business
A1: Absolutely, leadership has become more based on merit than seniority… #tchatMark Salke
A1: Young or old it’s about being the best version of yourself. Confidence over age any day of the week. #TChatSean Charles
A1 #TChat – as this “new economy” emerges, I think long term will be 5 yrs, no longer 25 yrs w/org. Faster transition time, move quicklyMichael!
A1 Age matters. Experience bring wisdom and perspective. Youth bring optimism and innovation. #tchatSam Fiorella
A1: young mgrs can be effective leaders, but they gotta work at it continuously. Learning to be a leader is hard work. #TChatBill Cushard
A1: years of experience does not necessarily make anyone a good manager #tchatGeorge LaRocque
A1: Mgmt of 2day encourages all generations to collaborate, giving workplace variety of views and showcasing talent no matter the age #tchatEmilie Mecklenborg
A1 if you have the NEED to stay current and relevant you’ll stay current and relevant. #tchatKeith Punches
A1: Younger workers have not experienced stability so we do not value it #tchatLaTonya Wilkins
A1, #TChat – I think as the marketplace, ie tech has shifted, different gens moving up quickly as they seem to adapt faster to the changeMichael!
A1. As for age people see I have gray hair and say but you don’t act old? I take is as a complement. I do have a young mindset #TchatGuy Davis
A1 The big difference is the opportunity to work for yourself at any age #TChatBill Boorman
A1: Younger generations do not even know what “seniority” means. Normal to switch jobs every few years. #tchatLaTonya Wilkins
A1: Young leaders through hard work & integrity of purpose have shown that age does not matter. #TChatSean Charles
A1 Not sure if this age to be honest but my parents gen waited for opportunities while me (39) & my DD (21) seek them #tchatClaire Crossley
A1: Less about age now & more about aptitude. I was promoted quickly at 22 b/c I was willing to step up. Not e’one wants to #lead. #TchatLara Zuehlke
A1: Age does seem matter in the hiring process though. #TChatJanis Stacy
Hellllooo #tchat! A1:Technology means I really have to put an emphasis on continuous learning. Tech is always changing.Rebecca Jo Luke
A1: I’d say technology has had greater impact than multi-generational work force. #tchatSam Fiorella
A1: The workplace has shifted and age is not seen as inexperienced. More weight on knowledge, education & exp – not age. #tchatEmilie Mecklenborg
A1 due to the nomadic trends, ppl only staying for shorter periods, internet gives younger empl an advantage, not intimidated by it. #TChatRobert Rojo
A1. Conscious leadership and ownership of what you rock at and what you’re “not” at, are more important than ever. #tchatSalima Nathoo
A1: The shift offers the opportunity for more knowledge sharing + mentoring possibilities. #tchatInside Jobs
A1: As babyboomers leave #workforce in droves, seasoned mindshare dwindles; younger generations fill gap. #TChatBrent Skinner
A1: The focus in many instances appears to be on skill sets over experience. Sr. Execs have to know how to develop each group. #tchatSalary School
A1: Age hasn’t been a position criteria in forward leaning corps. Judgement and capability makes one ready for higher positions. #TChatJanis Stacy
a1. Managment isn’t just for old ppl anymore – We now allow capable & competent young ppl to do it too! #TchatDave Ryan, SPHR
A1 More ppl than ever before have a college education. This has opened more doors for younger generations. #TchatCyndy Trivella
A1: Many other attributes have compensated for pure longevity…educational level, energy, people skills, drive, etc…. #tchatEarly Careerists
A1) Age aside, reaching upward in an org made much easier through SoMe, virtually flattens hierarchy, bridges stovepipes. #tchatTom Spiglanin
A1: Growing generational spectrum @ work now includes folks who expect less emphasis on position + more on collaboration + results #TChatAndrew Henck
A1: The younger generations are seen as having a fresh perspective rather than not knowing anything #TChatSpark Hire
A1) Gen Y is generally open to learning from everyone… We don’t expect that just b/c someone is older they get to be our boss. #TChatErica Roberts
A1: Age? What does that mean? I’m no longer aging ;-) #tchatKathy Herndon, GPHR
A1. I think technology has allowed younger gen’s to learn and execute so they can move up faster #tchatAshley Lauren Perez
A1 – I think technology has enabled younger generations to make a more immediate impact within their organizations right out of gate #TChatmatthew papuchis
A1: Age is just a number. It doesn’t dictate experience or wisdom. #tchatJen Olney
A1 – age is just a number; the internet itself made it so – we’re in the realm of ideas now – you don’t know if I’m 18 or 81 #TChatSylvia Dahlby
A1: With technology changing as quickly as it does, everyone is on a more even playing field with keeping up. #TChatSimplicant
A1: the challenge of younger leaders managing employees who are older and often more experienced. #tchatShawn LaCroix
A1 age is now synonymous with wondering why others are treated differently than you #tchatSteve
A1: New gens on the workforce expect more than age/time in position to dictate mgmt/seniority potential. #TChatAndrew Henck
Q2: Does leadership come when experience meets the right context of strategy, tactics & soft skills? Why or not? #TChatMark Babbitt
A2. Some ppl are natural leaders & other will never be leadder regardless of training or mentoring #TchatDave Ryan, SPHR
A2 Leaders develop leaders. #tchatJoe Sanchez
Leadership opportunities are available for those who are able to inspire and influence without authority. #tchatVala Afshar
A2 Yes! Any gen mgr must have empathy & mileage to understand whole employee, personality+skills+goals! Then, frame fit in #strategy. #tchatShawna Kelly
A2: I think it also depends on how #leaders are groomed. I came up thru ranks in creative shops & WAY different than tech/corporate #TchatLara Zuehlke
A2 mgr/leadership title are synonymous wth blue ribbons everyone received as kids-just for showing up; but a title isnt leadership #tchatSteve
A2: those are helpful but it also needs #humility #passion and #dedication. #tchat a humanistic meeting of the mindsMegan Rene Burkett
#tchat A2 leadership is about content not experience…Formation
A2: Great leaders don’t create more followers, they create more leaders. Teach employees how to inspire – lead one day. #tchatEmilie Mecklenborg
A2: Strong #leaders use strategy to listen. #TChatJulia Gabor
A2 Great leadership should show up at any time; think crisis situations, ppl you didn’t think ‘had it’ ~ shine! #TChatClaire Crossley
A2: Some ‘bosses’ are so damn smart, but just can’t lead. #ashame #TChatJulia Gabor
A2: A good leader is someone who motivates you, brings out your best – regardless of age. #tchatEmilie Mecklenborg
A2: Leaders motivate. Managers coordinate. It takes skills to do both. #tchatInside Jobs
A2: Being around a true leader is an experience that resonates far beyond title #TChatSean Charles
A2. Experience is always nice but is it RELEVANT, up-to-date, and useful experience that can lead multi-generations? #tchatAshley Lauren Perez
A2 #TChat – Also as the younger gens enter workforce, they are creating their own orgs, therefore as business grows, they are the leaders!Michael!
A2. As a leader you still have a boss, if you don’t respond to micromanaging you likely won’t succeed #TchatGuy Davis
A2 i would add perseverance and the ability to build great teams into the equation #tchatShawn LaCroix
A2: Need exp in diff environments & teams. 90s leadership is different from 2012 and beyond. Now lead via tech & dispersed workforce #tchatLaTonya Wilkins
A2 Leaders must have soft skills & strategy and most often this is gained through experience. #tchatLidia Cords
A2: Workplace is different now, technology plays huge role as does continuous learning. Younger mgrs are already used to the pace. #tchatEmilie Mecklenborg
A2: The RIGHT experience can develop leaders. Any old experience may not. #TChat Got to stay on top of change.Janis Stacy
A2: Doing the right things and doing things right is the difference between Leadership and management. #TChatPadma Mohanram
A2: Years do not contribute to a measurement of leadership, imo. #tchatGeorge LaRocque
A2; Depends on a lot of variables & external factors, i.e. who knows who & what their relationships are. #TChatRobert Rojo
A2: Not always. Ldrshp is pulled from our experiences, background, & willingness to learn. Context reveals r ldrshp effectiveness. #tchatShawn Murphy
A2: If the org culture prizes loyalty, time worked + other criteria not open to “newer” gens, then their leadership is already failed #TChatAndrew Henck
A2 never heard leadership described that way but Yes. Helps me make sense of a situation I had where the context was all wrong for me #TchatGuy Davis
A2 I think leadership comes from experience, self-awareness, passion; once you have those, tactics & strats, easy part #TChatClaire Crossley
A2: Leadership comes about when you have the brains & the will to do difficult things…consistently! #TChatEarly Careerists
A2 you have to want to be a leader. It’s a different mindset. Nothing wrong with being a “worker amongst workers”. Depends. #tchatKeith Punches
A2. Leadership doesn’t happen bc you “paid your dues/put in your time”- you either have it or you dont- its not a privilege #tchatAshley Lauren Perez
A2) Leadership comes when guts, instinct, & confidence meet in right context. Good ldrshp may/may not require experience. #tchatTom Spiglanin
A2: Leaders better have that mindful presence EQ flowin’. I don’t care how good at tactics you are. (That’ll get some calls.) #tchatKevin W. Grossman
A2 seems to be asking whether or not leaders are born, or if circumstances create leaders. It’s a bit of both, yes? #TChatBrent Skinner
A2: Some leaders don’t have years of experience that other seasoned workers have but are strong strategic thinkers, see big picture. #tchatEmilie Mecklenborg
A2) Experience + strategy +tactics + (soft skills) = Leadership <-Sometimes but not always #TchatDave Ryan, SPHR
A2 – #TChat – Not always. Depends on person, do they want leadership? Others see the opps when others have missed seeing it.Michael!
A2: yes and no. Those are helpful but it should also include #humility, #passion, #dedication. #tchat the humanistic componentMegan Rene Burkett
A2 Good leaders also have strong emotional intelligence, which can be shaped by experiences, interactions and outcomes. #TchatCyndy Trivella
A2: Yes – leadership comes from organic growth of knwldge, soft skills. Dsn’t become mgr just as natural progression of current role. #tchatEmilie Mecklenborg
A2: If you ask good questions & solve problems strategy & tactic are less necessary. Come in time. Soft skills are always #1 for me. #tchatLara Zuehlke
A2) Leadership comes whenever its needed. Someone needs to step up or nothing gets done. Hasn’t changed since beginning of time. #tchatTom Spiglanin
A2: Not necessarily, depends on the type of leadership. #TChatRobert Rojo
A2 leadership is more about context #TChatBill Boorman
A2 Yes & No. It depends on the person. Some ppl see opportunities where other ppl don’t. #TchatCyndy Trivella
A2 Many comps offer “fast track” program to new grads that provides mngmnt training early in the new grad’s career,so advance faster. #TchatCyndy Trivella
Q3: Beyond the usual clichés and stereotypes, why is it so hard for workforce veterans to be led by younger managers? #TChatMark Babbitt
A3 In a true team culture, informal/distributed leadership works. #tchatMark Salke
A3: We need get the job done!!. For some, age means outdated and experience can be negative. New, fast, done is important! #TChatJanis Stacy
#TChat – A3 I have had younger than me managers & learned a ton from their perspective. Loved the fresh outlook.Michael!
A3: lack of support and interaction collectively #TChatNissrine Ghannoum
A3: #tchat Younger gen needs to empathize with the veterans feeling threatened. But the veterans need to remember being a young prof too!Rebecca Jo Luke
A3: leadership seems to be 1 of the larger issues in the “skills shortage”. we need all generations to step up in most co’s #tchatGeorge LaRocque
A3: Successful leaders realize that each generation learns differently and taps into each generations strengths. Creates unity, team. #tchatEmilie Mecklenborg
A3 The bottom line is you have to create a culture of #Meritocracy – regardless of age or experience #tchatRobert Moore
A3: Ego, Ego, Ego #TChatSean Charles
A3: Very important that respect goes both ways. <-> Younger managers can learn something from seasoned workers, too. Learn together. #tchatEmilie Mecklenborg
A3: Knowing yourself is critical to know & #lead others. Self-awareness, growth, and authenticity are ageless. #TchatLara Zuehlke
A3. Ego for the older is a sign of earned title/insecurity where for the younger its a sign of entitlement/ambition. #tchatSalima Nathoo
A3: Older workers may view younger workers’ leadership style differences as incompetence #tchatLaTonya Wilkins
A3 one side had to earn their stripes, the other was given theirs just for showing up (yes a bit simplistic); so why all the rancor? #tchatSteve
A3: Orgs who can create environment for diversity and communication values upfront will have an easier time w veterans & young folks. #TChatJulia Gabor
A3: It’s all approach. Some older people should have a problem working with culturally immature leaders #TChatSean Charles
A3 Younger workers tend to stray away from the safety net of what they know works & lean more on vision & make it work. #tchatBeverly Davis
A3: The young and the older need one another! Let work together to bridge gaps. #tchatTara Markus
A3: Experience used to go hand-in-hand with age. Not that way anymore and some have a hard time having an open mind. #tchatEmilie Mecklenborg
A3. It doesn’t have to be that way. With some time and effort on both sides it can be an awesome relationship@TalentCulture #TChat”Garret Meikle
A3: We were sold a bill of goods that the aged breed success, while the youngsters all get trophies. Gotta break ’em down. #tchatKevin W. Grossman
A3: I think so many firms still have the earn it mindset vs. the collaborative mindset. So it’s me vs. you mentality. #TchatLara Zuehlke
A3 Some comps R getting smarter & not looking at tenure & time-on-job. Who’s innovative; works smarter rather than harder, flexible? #TchatCyndy Trivella
A3: Everyone struggles to accept change sometimes. Working for someone younger could be one of those challenges #TChatSpark Hire
A3: There is something exciting about the young dynamic minds & mature ripened minds working together! #tchatTara Markus
A3 do you jump into a raging stream or do you survey the surroundings first? each side has its prefs but both sides are “right” #tchatSteve
A3) Raised on hard work and experience is what makes you climb that ladder, having someone with less experience lead you is daunting. #TChatTim McDonald
A3 Insecurity, esp if org culture encourages this; of losing job, not being the go-to anymore perhaps. Culture matters! #tchatClaire Crossley
A3: So hard for veterans to let their work be seen and viewed by a younger colleague w/out feeling threatened. #TChatJulia Gabor
A3 “Tradition” has it that mngmnt is a position you earn once you’ve paid a certain number of dues in your career. #TchatCyndy Trivella
A3: Great leaders create more opportunities for all. #TChatJanis Stacy
A3: In industries where moving fast is the key to success, like tech, it seems to be more common and accepted. #TChatPayScale Business
A3: Trust & Respect are hard for some people working with younger leaders #TChatSean Charles
A3: Great leaders have respect from their employees because they lead by example and will jump in the trenches w/ them. #tchatEmilie Mecklenborg
A3. Different views of opportunity: Veterans are about borrowed time. Younger generation is about borrowed authority. #tchatSalima Nathoo
A3 Comes down 2 this: communication. When 1 person doesn’t communicate in the way another understands, misunderstandings will ensue. #TchatCyndy Trivella
A3: It could be hard to see today’s jobs as actual skills. Social Media jobs don’t make sense to some members of older generations #TChatSimplicant
A3: Great Leaders don’t see age – they see maturity, wisdom and the courage to celebrate young ideas and people! #tchatTara Markus
A3 The answer may be in the question. Are younger managers managing or leading? There is a difference. #tchatJoe Sanchez
A3 #TChat Not always the older worker, maybe younger managers need 2 take some life lessons from their older workers, rework, move forward!Michael!
A3 #tchat Trust is a rare and precious thing that people give carefully. Developing confidence in a younger colleagues can feel riskyMichael Leiter
A3 Every(every)one suffers from pride and righteous indignation at some point. Question is do you CARE “who moved my cheese” #tchatKeith Punches
A3: it is the cultural mindset the older generation grew up with. It is what they have always known. Change is challenging #tchatMegan Rene Burkett
A3: Sometimes it is hard for #babyboomers to be led by #GenX or #GenY managers because of “old school” thoughts and views. #tchatEmilie Mecklenborg
A3. Older gen’s might see gen y as lacking exp but thats not always the case… sometimes they’re more evolved in other aspects #tchatAshley Lauren Perez
#TChat A3: New technology; new techniques; new rules; new jobs; new authorityAbby
A3: It isn’t harder if the younger leader has authenticity, integrity and actually has believable plans for growth. #TChatJanis Stacy
A3: upbringing that bosses need grey hair #TChatBill Boorman
A3. Sometimes veterans assume that new pros don’t understand the biz (whatever biz) I resist that and collaborate with new pros #TchatGuy Davis
A3: Lack of trust, doubt, fear of being reorganized out. #TChatAndrew Henck
A3, Speaking as an “old white guy” It somehow seems outside the natural order of things #TchatDave Ryan, SPHR
A3 both parties lacking a solid understanding of generational differences and how to appeal to each other #tchatShawn LaCroix
A3. I think its hard to accept change- in other gens you worked hard and put in your time and waited to move up. now its different #tchatAshley Lauren Perez
Q4: What can orgs do better to assess & execute cultural fit… as well as employee & leadership development? #TChatMark Babbitt
A4: I’ve met some really smart people who are smart about getting stuff done. But dumb about #leading people. #Justsaying #TchatLara Zuehlke
A4: My last interviewed, they really believe I have the talent, culture et all, but concerned I’ve become obsolete. Age.. #TChatJanis Stacy
A4: giving every employee access to knowledge, and resources that can potentially be exchanged #TChatNissrine Ghannoum
A4: Who’s got a trendier word for Leader? Feels a bit dated! #TChatSean Charles
A4: Spotting a leader is when you look at the person not their birth certificate #tchatJen Olney
#tchat A4: #socialtech will make culture easier, added transparency, collaboration and cross functional aptitude, builds interconnected orgsFormation
A4: Great leaders can get their team to put their differences aside to work towards a common goal. Reward goals met, deadlines beat. #tchatEmilie Mecklenborg
A4: People and Positive communication come first! #tchatTara Markus
A4: Lateral #leadership helps to break down the emotional barriers that stunt progress. #tchatBrent Skinner
A4 find ways to reward collaboration..up and down the chain. #tchatKeith Punches
A4: Give all your employees a leadership responsibility & see who shines with passion #TChatSean Charles
A4: Focus on accomplishments and acts of innovation & greatness, not so much on yrs of exp or age. #tchatEmilie Mecklenborg
A4. Engage from the core…not top down or bottom up. The dots need to be connected with 360 peripheral vision. #tchatSalima Nathoo
A4: Stop trying to be everything to everybody. Realize not e’one is going to fit in your culture even if they have the experience. #TchatLara Zuehlke
A4 If orgs want to assess fit & development, become a learning culture, supporting ppl working & learning in various ways #tchatClaire Crossley
A4: The culture of a company all comes down to how the employees are treated. #TChatSpark Hire
#TChat A4 – New Economic Culture = more collaboration, lot less micro-managing. generations working together & solving issues.Michael!
A4: Listen & Learn – stretch out & shape new ideas – build relationship & trust. Lead with truth & best of intentions. #tchatTara Markus
A4: Define “Cultural Fit” upfront and understand it is the first step I think. #TChatJanis Stacy
A4: Don’t emphasize the variety of generations in your workforce, focus on the talent. #tchatEmilie Mecklenborg
A4. Make your culture transparent. Flaunt it. Candidates will apply if it matches their values #tchatAshley Lauren Perez
A4: Orgs need to spend time to define their values and understand what contributes to culture. only then can they discern who fits #tchatGeorge LaRocque
A4: Communication. It always comes back to the basics. Management listens to employees and vice versa. #TChatSimplicant
#TChat A4 – I think with the economy changing the workforce, culture is being redefined, even as we speak.Michael!
A4: Increase managers’ understanding of generational characteristics+the impact of their own management practices on these groups. #tchatInside Jobs
#TChat A4: Create an environment where different workers and skills work together and learn together. Otherwise there’s always divisionAbby
A4: Trust your gut. Too many times we rely on BS metrics & fail to listen to our intuition & fail to watch things like body language. #TchatLara Zuehlke
A4: Recognize generations learn differently & are motivated by different things. What works for #babyboomers wn’t work for #GenX, etc #tchatEmilie Mecklenborg
A4. set up networking events for candidates to meet-greet-learn. it’s like a job fair but SOOOOOO much better #tchatAshley Lauren Perez
#TChat A4 – Asking candidates what they want in a company culture, how will they help get the org there? What do they bring to the table?Michael!
A4 I really dont think culture fit is going to mean the same thing in the new world of work #TChatBill Boorman
A4: Need to take full advantage of the knowledge of their experienced workers+rethink paradigms about what work is+how it gets done. #tchatInside Jobs
A4. Only on-board those who fit the culture #TchatDave Ryan, SPHR
A4 how about listen and learn vs following the status quo???? #TchatRebel Brown
Q5: Can technologies help facilitate the older employee/younger manager dynamic… and how? #TChatMark Babbitt
A5: That’s assuming tech’s a barrier! Part of taking time to understand employees is finding HOW to best connect—ask & experiment. #tchatShawna Kelly
A5 you don’t have to lose your edge to old age. Technology is the great equalizer. A yearn to learn is cancer to ignorance. #tchatKeith Punches
A5: Regardless of technology, u should know manual methold for a task. What if power goes out? Learn the basics, appreciate the tech. #tchatEmilie Mecklenborg
A5: #tchat Technology is a tool to enhance relationships. Make sure you do the work to start the relationship off on the right foot.Rebecca Jo Luke
A5: Tech is a great connector. Still comes down to integrity of the interaction, intention of the communication & mutual openness #tchatLara Zuehlke
A5: Anything that gets people talking and recognising each other helps integration #TChatBill Boorman
I think: Knowledge knows no age, only limit is the WANT to get the education at any age! #TChat A5Michael!
A5:Tech provides opportunity 4 experiential moments & productivity btwn any staff. Leaders must set the groundwork for it to happen. #TChatJulia Gabor
A5: #Tech engages all who are willing and interested #tchatKathy Herndon, GPHR
A5: technologies inspire connectivity and community- fueling leadership. Provide tech for open internal dialogue #tchatMegan Rene Burkett
A5: Tech bridges the gap in generation – both young and old are still learning how to adapt to the changing environment #tchatJen Olney
#Tchat A5 Tech has allowed older workers to be active for more years, the young talent helps them stay relevant & this includes leadership.ALEX BOTTOM
A5: I have #GenX friends who don’t have a FB profile, while I also know #Babyboomers who are tech savvy. Age knows no boundaries. #tchatEmilie Mecklenborg
A5 I’m not quite sold that tech is age issue; I know some fine tech peeps, from 3 yrs old (no kidding) to 90yrs. Comfort? #tchatClaire Crossley
A5: Yes, technology brings increased engagement opportunities which builds trust & rapport #TChatSean Charles
A5: Technology erases physical age. Know the technology or become history! #TChatJanis Stacy
#TChat A5: Absolutely. Look at what how we’re communicating right nowAbby
A5 yes, but if done correctly, no differently than enabling other human interactions. It’s an issue of leadership, culture, adoption #TChatBrian Rensing
A5: With workplace technology advances, older/younger employees’ experience & knwldge can compliment ea other. #tchatEmilie Mecklenborg
A5 a time machine seems like it would help out generational understanding. #tchat #billandtedsexcellentadventureShawn LaCroix
A5. each gen needs to embrace it– if used well, it can increase communication and build/maintain relationships #tchatAshley Lauren Perez
A5 Technology is native to younger, a learning curve to older #tchat Young-dont be arrogant, Old-dont be defensiveRobert Moore
#TChat A5::: absolutely, enough said.Formation
A5: Technology bridges a divide that often keeps barriers of position/title based on age/experience. #TChatAndrew Henck
A5 – #TChat – as Tech becomes more “social” older using it, younger get it and are teaching others to use in day to day.Michael!
Attention, #TChat! See #HRTechChat Fri 9/28 @ 2pmET/11amPT -> #HRTech & the Free Agent #Workforce: http://ht.ly/e1iVpBrent Skinner
#HRTechChat: They Used to Pick Up the Telephone for That | Talent Management TechThere’s a technology for that. It’s called the telephone. They should pick it up and call their staff. That’s rich. #HRTechChat Lead Co-h…
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-09-28 09:01:292020-05-22 14:47:52A Legacy of Leadership & Learning: #TChat Recap
“I don’t want to be out here doing nothing. It’s dangerous.”
This from a 14-year-old boy in Chicago who should be in school, but is not, because of the Chicago Teachers’ strike. This isn’t a rebuke of why he’s not in school, it’s just a brief commentary about the phrase itself as metaphor for the power of social and informal learning.
Many of you have heard the quote, “An idle brain is the devil’s workshop,” which comes from H.G. Bohn‘s Handbook of Proverbs, published in 1855. Its Biblical origins comes from the belief that hard work keeps us focused and out of trouble, and without it, we can only conceive evil deeds from laziness. But with the latest in neuroscience research, we now know that our frontal cortex has much smaller windows of focal strength during the course of the day, that we need idle breaks in thought, to allow the mind to rest and revitalize, letting what we’ve absorbed during the focal spikes to reengineer our synaptic pathways.
Of course I don’t literally mean that teenagers should be roaming the streets unchecked with no formal or informal learning in place. I’m segueing more to the adult world of work and how the progressive enterprise understands how we truly learn and adopt and adapt — and it is doing what it can to integrate this into the workplace, from applicant to alumni.
But we’ve got a lot of “process debt” to deal with. Similar to “technical debt” that refers to layers of outdated programming code that we just overwrite instead of starting fresh, process debt is the same thing when it comes to change management in the workplace. Our decades old learning and development processes haven’t changed much even in the light of research referenced above. We still throw the new employee handbook at new hires, make everyone sit for day-long training seminars where we check out halfway in, and then we silo ourselves in self-branded promotional kiosks with limited if any exposure outside the firewall to valuable content from informal learning channels.
I’m talking about social channels, of course — which of course we’re getting access to anyway inside and outside the firewall, via mobile and tablet devices.
The democratization of social learning is here to stay, and we should embrace the shorter bursts of quality peer-to-peer interaction and actionable insights. By letting us do what we’ve already been doing for thousands of years, the sharing and learning around relevant topics across brand agnostic open networks, organizations can channel the crowd-sourced mindshare and elevate the great global enterprise of empowerment and improvement.
“I don’t want to be out here doing nothing. It’s dangerous.”
The good news is, we’re not doing nothing. The danger is in resistance, not idleness.
Did you miss this week’s preview? Click here, and check out all the crowd-sourced mind-sharing below, channeled through a slideshow of your #TChat tweets. Thank you, Joe Sanchez (@sanchezjb), for your guest moderation of yesterday’s chat. We look forward to seeing everyone next week.
A2: Isn’t #learning the point of working? To teach, connect, grow? You can make money all kinds ‘o ways. Don’t need a job for that. #tchatLara Zuehlke
#tchat a2 asked them what area they would like to receive more trainingSage Bramhall
A2: by using tools like #SoMe – being progressive examples #tchatKathy Herndon, GPHR
A2 Leaders need to challenge employees to answer their own questions, not provide answers, make people uncomfortable at times #tchatPam Ross
A2 Allow people room to “fail forward” #tchatWandaHopkinsMcClure
A2 Worked 4 comp that encouraged ppl 2 join Toastmasters & allowed time during work hrs. & considered it part of annual learning goal #TchatCyndy Trivella
A2 Looking back and admitting what didn’t work – then moving on. #tchatMarla Gottschalk PhD
A2: Leaders have to be intentional effort to offer and gain a new perspective so that everyone can see situations in fresh new ways. #tchatJen Olney
A2: by Fostering dialogue, setting an example & connecting employees to the org objectives #TChatNissrine Ghannoum
#tchat A2 you can help others learn. Adults are hard but make them love learning as much as u thru example. I provided proff dev. For 8 yrs!Sage Bramhall
A2: Share learning experiences and demonstrate the importance. Allow opportunities for self and team to apply learning on the job #tchatLaTonya Wilkins
A2 Leaders have to be open to feedback and change. Modeling learning from experience so that employees learn. #TChatPam Ross
A2. Leaders can take interest in what their team wants to learn and pursue. Ask. Listen. Integrate ideas. #tchatTerri Klass
A2: Everyone already knows how to learn, they just need to be reminded to keep doing it at work (managers and peers can help) #TChat #TChatFaronics HR
A2: Encourage EEs to trust themselves & ask questions. If they didn’t already know how to learn, they wouldn’t have gotten very far. #tchatBright.com
A2 The leaders should encourage participation without the fear of failing or making mistakes #tchatRitu Raj
A2: #Leaders need to be OK in their own skin. Insecurity is what erodes #learning & growth. Leads to micromanaging. #TchatLara Zuehlke
A2 – be willing to walk the walk as well as talk the talk when it comes to learning. Many ldrs don’t do this #tchatBrad Galin
A2 There’s value in teaching people how to ask questions – the right questions. #tchatJoe Sanchez
A2) lead by example. Show them you are open to their ideas by accepting their honest appraisal of current status quo. #tchatKeith Punches
A2) Lead by example, a leader who is still passionate about learning themselves will naturally encourage those around them. #tchatBlair Hite
A2 Companies can include “fun” time learning into the mix so it’s not always a classroom or CBT learning experience. #TchatCyndy Trivella
A2) give them some breathing room. Let them figure things out; consult when needed #tchatRich Grant
A2: Leadership has 2 drive it, need 2 encourage, can’t b afraid of failure use it 2 develop the culture and character of organization #tchatRobert Rojo
A2: I believe you should teach by modeling. #tchatTyrrel Walker
A2: Leaders must be committed to a day-in and day-out shift in attention and practice to learning and make it consistent #tchatJen Olney
A2. Stay present; stay on message; and keep listening. #tchatSheree Van Vreede
A2 Mentoring might be good start… #tchat #csuite #leadership #workplaceGood Business
A2 At Teamalaya, all employees are willing to do the dirty work. It will show future employees that we’re willing to do w/e it takes. #tchatTeamalaya
A2. They can create the conditions that give people permission to learn without boundaries or borders #tchatSalima Nathoo
A2: By starting everyone in preschool. Really. Soft skills and learning cultures start there. #TChatKevin W. Grossman
A2 Mgrs can set reasonable expectations for a set # of learning hrs per month/yr. and tie learning into the performance expectations. #TchatCyndy Trivella
A2 model learning, be open to it, provide learning at every opportunity, ask questions, challenge assumptions, don’t give answers #TChatPam Ross
A2: Identifying + recognizing the strengths + learning styles of your team is key. #TChatAndrew Henck
A2: Set an example and then provide the same opportunity #TChatBarb Buckner
a2) ask them the questions; don’t spoon feed them the answers #tchatRich Grant
A2 Model the behaviors. #tchatMarla Gottschalk PhD
Late summer on the deck in Ann Arbor. @SocialMediaSean #tchat http://pic.twitter.com/OtjDfSOQMark Salke
Q3 How can an organization leverage informal social learning opportunities? #tchatJoe Sanchez
A3: Provide UNSTRUCTURE time to think, dream, mastermind,tinker, explore reflect- genius is not a lightening bolt #TChatAngela Maiers
A3. Recognizing informal learning value and understanding its benefits, could be a good start #TChatLilian Mahoukou
A3: Orgs can leverage informal #SocialLearning by mixing it up – provide content that provokes personal and professional interest #tchatTeala Wilson
A3: Build intentional reflection and inquiry into meetings and exchanges. Questions like, “What did you notice when…”#tchat #hsdinstituteRoyce Holladay
A3 – Create intersections – social is fast moving & ideas spring up – then do something w/those ideas as a jump board for learning #TchatLeAnna J. Carey
A3) @hjarche @C4LPT and others promote narrating work. Within the org, this goes a long way to show others how it’s done. #tchatTom Spiglanin
A3 employees are a great way to bounce ideas around about new ideas and new opportunities. #TChatKZO Innovations
Less social media. More face to face. More work. More production. Less chat. #TChat A3Lois Martin
A3: Afford ppl the freedom to learn using a method that makes sense for them, often is met with less resistance. #tchatRandy Thio
A3: Peer to peer teaching opportunities allow everyone a chance to gain knowledge. Create the space and time to make it happen #tchatJen Olney
A3 Learning is caught; not taught. Communicate, collaborate, celebrate together. #tchatWandaHopkinsMcClure
A3: Effective learning cultures already expect folks to bring outside (formal/informal) learning in + share it. #TChatAndrew Henck
A3: YouTube and TED are excellent sources of inspirationand information which can start ur creative juices flowing! @AngelaMaiers #TChatZenYinger
A3: We need to invite someone we don’t know well or from another area to lunch…. break bread, break barriers. #TChatJon M
A3. Embrace social learning as critical to innovation and cutting-edge knowledge. #tchatTerri Klass
A3: Make it public. So many opportunities in social learning to highlight your learning culture #TChatSean Charles
A3: Buy letting us do what we’re already doing. Sharing and learning around relevant topics across brand agnostic open networks. #TchatKevin W. Grossman
A3: Approach everything as a learning opp. Encourage learning by doing, observing, teaching. #tchatBright.com
A3 Onboarding is one opportunity. Social learning def. required. #tchatMarla Gottschalk PhD
A3: give people some downtime to process and collaborate. Need to let go of control! #tchatBrad Galin
A3. Build a social sandbox in the workplace and champion creative sandcastle architects. #tchatSalima Nathoo
A3) Identify existing pockets where social learning success exists & seek ways to cross-pollinate/expand/amplify on those examples #TchatExpertus
A3: Create an org culture that first values “out of the box” thinking + innovative learning opps. #TChatAndrew Henck
A3 Leverage by creating an environment which supports informal learning opps, ie, outta cubicles! It’s culture & physical #TchatClaire Crossley
A3: Provide UNSTRUCTURE time to think, dream, mastermind,tinker, explore reflect- genius is not a lightening bolt #TChatAngela Maiers
A3 – an open work environment – no cubicles – and encourage collaboration thru social media… #tchatRichard S Pearson
A3: accept unorthodox learning styles. org leadership retreats, to bond teams, and give back to community. displays comm, & collabora #tchatPlatinum Resource
A3 Informal learning allows ppl to learn in a place, time and thru a venue (i.e., mobile device )to fit employee’s learning style. #TchatCyndy Trivella
“@SocialMediaSean: Tweet a photo of where you are tweeting from tonight. Love to add pictures to the Storify. #TChat” http://pic.twitter.com/tSX0nbrhFar North Media
Q4 Why do learning cultures create competitive advantage? #tchatJoe Sanchez
A4 – The struggle after a company has been ramped up is ‘the founders dilemma – can you scale? #TchatLeAnna J. Carey
A4) Seeing love for failure. OK. But it’s how we attend respond & adjust & move forward that is the source of value in failure #TchatExpertus
A4 – barriers can be overcome by continually evolving the teaching models through an innovation lens #TChatLeAnna J. Carey
A4: Learning cultures tend to be more civil. #tchat #leadership #learningLindaFisherThornton
A4: there’s a jack welch quote about comp advantage is orgs that that learn fast ad convert that learning into action.. #tchatBill Cushard
A4: Adaptable to responding to external changes,competitive to innovations. The culture of learning is always shifting into high gear #tchatJen Olney
A4: A #LearningCulture creates a competitive advantage by allowing ideas and innovation to flow and be heard #tchatTeala Wilson
A4 Competition fosters efficiency–> production. Experts learn & produce. Leaders teach WHILE they learn & produce. #TChatJoseph Ned
A4: The more you “Learn” the more you “Earn” in life & business #TChatSean Charles
#TChat A4:More opportunity 2 empower employees to learn new things as well as challenge them, instead of “just showing up at work”! #rewardsMichael!
A4) Knowledge hoarding is a tactic for failure. Knowledge sharing is like passing down the recipe for success. #tchatTom Spiglanin
A4: To emphasize to employees to go the extra mile, be accountable & define expectations. #tchatRobert Rojo
A4: a learning culture is able to embrace diversity and this allows good mixing of ideas to bring new ones to life. #tchatBrad Galin
A4 Companies can have customer satisfaction recognition programs that R tied into learning new procedures/processes. #TchatCyndy Trivella
A4) because learning cultures = innovation = competitive advantage #TChatRich Grant
A4. Because they are inclusive, not exclusive. #tchatSheree Van Vreede
A4 I think a good place to look in organizations where and what learning is required, that also goes for tacit and general learning #tChatRitu Raj
A4. Encouraging emps to take part in their own education is empowering…and contagious #TChatKara Singh
A4: Learning cultures are inherently adapting to the changing needs of the day. #TChatAndrew Henck
A4. There are always opportunities to learn. It’s not only up to the mentor but the individual to take the lesson. #TChatKara Singh
Tweeting from Michigan State – #TChat http://pic.twitter.com/SfuOOLWoMarla Gottschalk PhD
Q5 How do you know whether or not an organization’s culture is conducive to learning? #tchatJoe Sanchez
A5 How they react to mistakes – do they learn from it or sweep it under the rug? #tchatAmy Do
A5. By profiling managers… are they multipliers or diminishers? The latter ones don’t leave room for failure and practical learning #TChatLilian Mahoukou
A5: Active Listening , Questioning & raising awareness #TChatNissrine Ghannoum
A5 transparent processes – opening up for feedback & taking it seriously – represent a learning culture #TChatMiriam Brosseau
A5 – It’s important to assess the appetite for change – can close up some barriers! #TchatLeAnna J. Carey
A5 The best learning, especially in business, comes from discovery. How does the org take what’s been discovered and create insights? #tchatJoe Sanchez
A5 you FEEL it! There is a good vibration in the air. #TChat #tchatLori~TranslationLady
A5) I facilitate a social session with newer employees to get to heart of our culture, which is knowledge sharing. Walk the talk. #tchatTom Spiglanin
A5 Leadership must set a purposeful direction for continual learning. Can’t be haphazard. #tchatTerri Klass
A5: I find there is a strong sense of humility in learning focused organizations. #TChatSean Charles
A5 An organization that fosters innovation, trying out new ideas – is more likely to be a learning organization #tchatKimbra Fox
A5. I’d agree on the fact that employees may be the ones to give some key evidences #TChatLilian Mahoukou
A5 Really, all you have to do is look around. If things aren’t changing, people aren’t learning. #TchatRedge
A5) In our org, a VP welcomes every new employee, even if some weeks it’s just one or two. #tchatTom Spiglanin
A5: Find out about an org’s rate of internal mobility and process for determining strategy & best practices #tchatTeala Wilson
A5- Examine how the highest level employee interacts with the lowest…if you see/feel the hierarchy probably not a learning org #TChatAngela Maiers
A5 How they react to mistakes – do they learn from it or sweep it under the rug? #tchatAmy Do
A5 open your network and find people who work there to talk to. They won’t hesitate to share if they are in a great (or horrible) co. #tchatRichard S Pearson
A5: Ask one of their regular employees what the company mission statement is! #tchatRandy Thio
A5: Are the leaders challenging their employees to push their own status quo beyond its limits and seek new perspectives? #tchatJen Olney
A5: if they are in survival mode or not. those they want to survive, tend to skip out on training & learning #tchatPlatinum Resource
A5) do SVPs and above ask more questions than make pronouncements? #TChatRich Grant
A5 How boring are the meetings? :) #tchat #csuite #leadership #workplaceGood Business
A5: If the org culture values failure + innovation, it is conducive to #learning #TChatAndrew Henck
As a manager you can either command excellence or help build excellence. Leaders always choose the latter. #tchatVala Afshar
@TerriKlass Dont use White Boards. Use butcher paper and markers. More creative thought. #tChatGenny Harrison
People can be human. Learning, growing, flawed, passionate, humans. Groups like that learn w/ and from each other. #tchatMatt Monge
@TerriKlass I got your jealously ripening in my yard right now http://www.twitpic.com/aqgpwe #TChat pina coladas for everyone!Sylvia Dahlby
00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2012-09-13 12:14:282020-05-22 14:46:51Channeling Crowd-Sourced Mindshare: #TChat Recap
At TalentCulture World of Work we love all things culture and all things social, talent, leadership and learning. Imagine my excitement when the notion popped up to combine all three ideas: social, learning, and culture. The trifecta. Talent. Culture. Social Learning. Very cool. It’s nirvana for the geeky side of me.
I’ve been digging in on the #TChat social channel lately about social media – how it’s changing businesses and changing people’s relationships to jobs, family, and friends. It’s also changing the relationship between leaders and employees.
It’s no longer sufficient for leaders to tell employees what to do – now they need to provide context, both business and social. The trick is learning how to infuse social into your culture, and into how you train and teach employees – not just to perform jobs or tasks, but how to think in a way that benefits themselves, clients and the business.
Fast-forward to this week’s #TChat topic: how to build learning cultures for the workplace and social community, relying on social tools and concepts. This week’s questions should stir healthy debate:
Q1 What are the top attributes of a learning culture?
Q2 How can leaders teach employees to learn how to learn?
Q3 How can an organization leverage informal social learning opportunities?
Q4 Why do learning cultures create competitive advantage?
Q5 How do you know whether or not an organization’s culture is conducive to learning?
Social people interested in culture and learning, UNITE. Join us Wednesday night, September 12 th from 7-8 pm ET (4-5 pm PT) to question the value of formal learning, explore the limits of informal learning, and plumb the depths of social learning. Bring your culture-vulture point of view, because learning doesn’t happen in a void – it happens in a learning culture.
We’ll discuss learning – formal, informal and social learning – and provide recommendations for leaders and HR practitioners trying to chart the best path for their organizations and communities. No blue book required – just a Twitter handle and some ideas. We look forward to chatting!
A dear friend of our community and social learner and teacher Joe Sanchez @sanchezjb will be our guest moderator this week. Here’s his timely blog post:
We’re happy and honored to have Joe leading the #TChat tweets on Wednesday from 7-8pm ET (6-7pm CT, 4-5pm PT, or wherever you are), to talk shop with us.
Social Learning IS The heart and Soul of the TalentCulture Community!
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-09-11 10:50:062020-05-22 14:46:39A Lifetime of Social Learning Culture: #TChat Preview
If it wasn’t for those pesky, messy, meddling humans, the world of work would actually work flawlessly. We’d work together happily and collaboratively, without deceit, harassment or discrimination. We’d all be accountable and personally responsible and have each other’s backs, we’d have reciprocal respect with our leaders, and reality TV would not be a reality.
We can dream, can’t we?
Consider this: More than 40 companies paid out more than $60 million in settlements or unfavorable court judgments after the EEOC brought systemic discrimination cases in 2011. But there are those who say this kind of law enforcement hampers business growth with burdensome regulations and policies.
Right. And lest we forget the true reality TV of a group of really smart people who wiped billions of financial assets off the face of the earth only a few years ago. My point is that accountability isn’t baked into our DNA, but basic survival is, and unfortunately we’ll do everything we can to fire the pleasure centers in our brains. Screw the pain, baby. Nobody wants that. This is why so much neuroscience research of late shows us why good people make really crappy decisions.
Like hitting on your new employee because she’s been so friendly to you and it feels good to do it. Or leaving racist notes in your co-worker’s locker because you feel he’s been getting preferential treatment, and it feels good to do it.
This is why we have formal onboarding processes in business. This is why we assess and why we screen backgrounds. This is why we throw the employee handbook at employees. This is why we have rules and regulations. This is why we have social media policies. This is why we have sexual harassment and discrimination seminars and workshops and acknowledgement forms to sign off on (and that really don’t help anyway, but it feels good to do it).
I really wish it didn’t have to be this way, that we could onboard employees in companies big and small more freely and effectively, applying agile development techniques, buddy and mentor programs, business cross-training and immediate immersion into the workplace culture that promotes connection, communication, collaboration and business success.
It’s too bad, because it feels so good to do all of the above. And no amount of technology efficiencies make the bad behavior any better (and sometimes not even the good). Thankfully there are those business leaders, HR and recruiting practitioners, and individual contributors who work tirelessly every day to make the bad better.
Amen for those pesky, messy, meddling humans who make it better at work from day one.
Did anyone miss the preview of yesterday’s #TChat? Click on that link. And thank you, Dr. Marla Gottschalk (@MRGottschalk / The Office Blend), for your splendid guest moderation. The tweets came fast and furiously. Below is a slide show of them. We’ll see you all next week.
#TChat INSIGHTS: The Painful Formalities of Informal Onboarding
Storified by TalentCulture · Wed, Aug 22 2012 21:07:01
RT @SocialMediaSean: Favorite tweet of the week by @DaveTheHRCzar: Shopping Sam’s Club thinking of u http://twitpic.com/al1pcx #Bam #TChatDave Ryan, SPHR
Q1: Data shows that informal learning is the best way to know, so why do we throw the “employee handbook” at folks? #tchatMarla Gottschalk PhD
A1: CYA, handbooks seem to be an easy way for companies to cover themselves. #tchatJen Olney
A1: ‘Because that’s the way we’ve always done it.’ – AKA worst reason ever. #tchatRob McGahen
A1: A navigable format is extremely useful. Some think that people read everything that is sent electronically.#tchatCatherine Chambers
I find biz saying “we are social” yet if U don’t adhere to the strict rules U R out= dont understand social biz :-) A1 #tchatCASUDI
A1: handbooks are the ole standby, comp culture isn’t easily defined. #tchatPlatinum Resource
A1. Org’s need to develop a new on-boarding process to engage employees straight out of the gate. Sets good first impressions. #tchatCdna_OrgDev
A1 Most HB are now online so they can be changed without killing trees. #TChatMary E. Wright
A1. Make it fun, visually appealing, and engaging. Otherwise, your message will be lost bc your employees zoned out. #tchatAshley Lauren Perez
A1: An infographic of the onboarding process would be very cool and fresh. Helps create nice visual aid for reference. #tchatFord Careers
A1: An infographic of the onboarding process would be very cool and fresh. Helps create nice visual aid for reference. #tchatEmilie Mecklenborg
A1 – Trial by fire and hands on learning is always the best approach. We learn when we get our hands dirty and make mistakes. #tchatRutterNetworkingTech
A1: Why do we still have books, period? I jest, but the Siren’s song of formality blunts much employee engagement. #TChatBrent Skinner
A1. Employees need to speak with their boss and mentor before they start. Different philosophy #tchatTerri Klass
A1 Someone wrote me about a 600 page handbook. Really? #tchatMarla Gottschalk PhD
A1: they get really interesting when Contractor and FTE manuals get blended #tchatKeith Punches
A1. The onboarding process has to begin way before the first day. #tchatTerri Klass
A1: Lack resources. Handbook should act as just a guide for a proper onboarding employee development program #TChatSean Charles
A1 The culture of the organization should be reflected in all onboarding materials. Missed opportunities… #tchatMarla Gottschalk PhD
A1 A Handbook is an attempt to proactively create a record of what we hope was done in a particular instance. #TChatMary E. Wright
A1: Information is often times outdated if not maintained, informal helps fill in the gaps from updates and revisions. #tchatFord Careers
A1: Information is often times outdated if not maintained, informal helps fill in the gaps from updates and revisions. #tchatEmilie Mecklenborg
A1 How many of your companies have the “handbook” in searchable on-line form? #tchatSteve Woodruff
A1: Good for establishing a foundation but are often subjective & has generalities that informal discussion helps interpret #tchatFord Careers
A1: Good for establishing a foundation but are often subjective & has generalities that informal discussion helps interpret #tchatEmilie Mecklenborg
@RemoteEmploy I agree with that A1 #tchat. We do have to CYA but balance is important as well.Lori King
A1 Consistency. Consistency in application of expectations, benefits and discipline. #TChatMary E. Wright
A1 Valve took a different view of the standard employee handbook! Amazing… #tchatMarla Gottschalk PhD
A1: An employee handbook should be available in an MP3 format and used in conjunction with other learning & communication tools.#tchatCatherine Chambers
A1. I think the employee handbook should be given to the new hires before they start to get basics out of the way. #tchatTerri Klass
A1: It’s larger companies that struggle with agile employee development, but it feels like a renaissance is coming… #tchatKevin W. Grossman
A1 My personal biggest gripe with HR handbook is that it does not account for level of employee Nor their functional job or Team #tchatObjectiveli
A1. EE’s can get the handbook to “cover our arses” to read on their own time. Onboarding can be completely different. #TChatSabrina Baker
A1: Standardization of knowledge. That’s important for building a company culture #tchatYouTern
A1: To put all the employees on the same page #TChatNissrine Ghannoum
A1: CYA, handbooks seem to be an easy way for companies to cover themselves. #tchatJen Olney
A1: Blended learning is best. Formal & informal, static text & visual content.Consult with learning practitioners to get results #tchatCatherine Chambers
A1 Employee handbooks are for liability mostly and probably laziness… #TChatMelissa Lamson
A1 don’t throw book at ’em. Highlight great things about org n how they can navigate.leave the Manual for themTo read n acknowledge #tchatJohn Hudson
A1: Make the #employee handbook FUN at least – Where’s the creativity in the C-Suite? So key….. #TChatMeghan M. Biro
A1: During their “informal training” employees may be exposed to a lot of “its how its always been done” talk – this helps fix that #TChatBarb Buckner
#Tchat A1 Sometimes companies fall back on handbook as the onboarding tool, when in actuality; it’s simply a reference tool.Cyndy Trivella
A1: We expect everyone do their own work. And they should… BUTttttt, they don’t #tchatRayanne
A1: it’s strictly a cover their legal asses (oops! can I say that) but not eff. at all for onboarding – in case something goes wrong #tchatRichard S Pearson
A1 I think structure and data is necessary, informal is key for getting Tacit Knowledge, no handbook has that #tchatObjectiveli
A1: In entrepreneurial companies, the handbook isn’t throw at new employees; new projects are. Better experience! #TChatJon M
A1. It’s easier and faster. The “I’m too busy” excuse certainly plays in onboarding. Plus, who wants to build relationships:) #TChatSabrina Baker
A1: Using the employee handbook as a standalone strategy is fairly common in orgs that do not value people or learning.#tchatCatherine Chambers
A1: to cover our butts! #tchat I think most of the time it’s a formalityCatie Maillard
A1: Some employers still have not grasped the power of social media and its immediacy to interact with employees. #tchatRobert Rojo
A1. We aren’t prepared to offer an alternative process and worried about policies. #tchatTerri Klass
A1 Quicker/easier to just give out handbook? (& old habits die hard) #tchat #workplace #HRGood Business
A1. Employee handbooks are like grilled cheese. Comfort food of the onboarding process. #tchatJocelyn Aucoin
#Tchat A1 The handbook must contain pertinent information on company “Do’s & Don’ts” It should not be distributed as “here read this.” #failCyndy Trivella
A1: For all the company’s policy and regulatory reads that are required. #tchatMelissa Bowden
A1: to cover legal “booty” as long as it’s in writing, shoved at them, can’t be held l
iable. yawn. missed opportunity for engagement #tchatPlatinum Resource
A1: Employee Handbooks help give a consistent message which supports the informal delivery. #tchatFord Careers
A1: Employee Handbooks help give a consistent message which supports the informal delivery. #tchatEmilie Mecklenborg
A1: Employees still need to know guidelines and limits…informal training comes from the job itself – that’s more policy #TChatBarb Buckner
A1: I let them review/sign off on the handbook on their own time. To mitigate some legal risks, I do touch on a few key policies #tchatJoshua Barger
#Tchat A1 Lots of available data 2 support generational differences 4 how ppl prefer 2 receive instructions i.e., technology vs. classroom.Cyndy Trivella
@MRGottschalk A1: in some industries: Compliance. Must show that xyz info has been “imparted” #tchatSteve Woodruff
A1: It is a necessity to cover some policies/procedures if it is possible that failing to abide by them could disrupt the work flow #tchatBright.com
A1: To mitigate the risk of an employee saying they weren’t told some random policy or rule, since they were given the handbook #TChatJess ‘Babs’ Bahr
A1 Lawyers #TchatDave Ryan, SPHR
A1: Too much of a CYA culture, that’s why we default to handbooks instead of relying on common sense #TChatAlex Raymond
#Tchat A1 Sometimes companies don’t take employee preferences into consideration for how individuals prefer training and learning opptys.Cyndy Trivella
A1. Probably so HR feels that they covered their bases by “letting employees know the no-nos” on policies/procedures #tchatAshley Lauren Perez
A1: Because “that’s the way we’ve always done it…” And we are lazy… #tchatRayanne
Q2: How do we embed the behind-the-scenes, impromptu workplace cultural experiences into the onboarding process? #tchatMarla Gottschalk PhD
Awesome. For sure. Let’s expand on @swoodruff: A2: Storytelling is one great avenue #tchatMeghan M. Biro
A2 A co’s “About Us” website link should also provide the co’s history & its *lineage* communicated via rich multimedia. #TchatJoe Sanchez
A2: Got me! There’s always downtime during on-boarding, people need a break & well-thought out reading material can fill a void. #tchatSteve Sisko
VERY Geeky #Culture +1 @jobhunt411: A2 how about QR codes that take you to video snippets, Q&A, etc.? Geeky I know.. #TChatculture_jammer
A2. Preboard them; assign a motivated sponsor from the time they hear “you are hired.” The sponsor interacts and answers questions. #TChatClark Wells
A2 Taught cooking class, ran video of bag of flour dropped & exploding on me. Laugh at self-expose mistakes-humanity shows culture. #TChatMary E. Wright
MT @prgwest A2 group lunches..are a great way to show culture & easy to include newbies #tchat < The power of "breaking bread!"Joe Sanchez
A2: Handbooks should be tailored to each business & Culture. One size doesn’t fit all #tchatNissrine Ghannoum
A2 Interview current employees on a video about job satisfaction and culture. #TChatMary E. Wright
A2: Zen approach may be in order. Identify where impromptu moments take place & make room for them; don’t formalize. #TChatBrent Skinner
A2: Try to stuff them with history and perspective (from top and bottom staff) of last 12-18 months (unless that’s a bad idea) #tchatSteve Sisko
A2: group lunches, traditions are a great way to show culture and easy to include newbies (who’ll think work is a pretty cool place) #tchatPlatinum Resource
BOOM @gingerconsult @JessaBahr: A2 Embed them with different folks from different departments and functions #TChatTalentCulture
A2: Show them where to find things on the intranet that are the FAQs and “how to’s” for the company. #tchatFord Careers
A2: Show them where to find things on the intranet that are the FAQs and “how to’s” for the company. #tchatEmilie Mecklenborg
A2. Depending on your hiring process, they may already have a good idea of culture. #TChatSabrina Baker
A2 Embed them with different folks from different departments and functions #TChatJess ‘Babs’ Bahr
A2: By just getting out there and talking with those in the know, and learning firsthand. #tchatRob McGahen
A2: New employees are nervous enough on their first day – set the right tone by introducing them & letting them mingle to learn #TChatBarb Buckner
A2: One way we want to improve onboarding is letting employees exchange workplace tips (ie, best cafe nearby) before they come on. #tchatTeamalaya
A2 Onboarding also important as your ees move through the organization – critical. This does impact performance. #tchatMarla Gottschalk PhD
A2 – get them out to lunch w/ rest of staff to make them feel part of the org. to informally meet the others #tchatRichard S Pearson
A2: Seems stodgy but give a slew of “CEO Letters to staff,” Award Announcements, & other ‘info material’ ready to read on downtime. #tchatSteve Sisko
VERY Geeky #Culture +1 @jobhunt411: A2 how about QR codes that take you to video snippets, Q&A, etc.? Geeky I know.. #TChatMeghan M. Biro
A2: Start off right with introducing them to the group. Make sure they have the tools needed to start, ie. logins, PC, laptop, etc. #tchatFord Careers
A2: Start off right with introducing them to the group. Make sure they have the tools needed to start, ie. logins, PC, laptop, etc. #tchatEmilie Mecklenborg
MRT @CyndyTrivella: A2 Communication is at the heart of every GR8 onboarding program. Unfortunately, many dont have GR8 com skills. #TChatBarb Buckner
A2 how about QR codes that take you to video snippets, Q&A, etc.? Geeky I know.. #tchatKeith Punches
A2: First impressions are lasting ones…and they actually have monetary value! #tchatEarly Careerists
#Tchat A2 Communication is at the heart of every GR8 onboarding program. Unfortunately, many ppl don’t have GR8 communication skills.Cyndy Trivella
A2 culture can’t be covered in a day. Don’t try to push that or accomplish that. They will get a good sense when back w/ their team #tchatJohn Hudson
Yes-Stay HUMAN @viralheat Why? @TerriKlass: A2. Worst thing is for new hire to not connect with the boss in the first day. #TChatMeghan M. Biro
A2: I’ve also heard that at Nordstrom, the employee handbook is 75 words. It fits on a 8 by 5 inch card. #tchatCatherine Chambers
A2 How about a 2 or 3 minute video of snaps from events, presentations, meetings? #TChatMary E. Wright
A2: For new employees could be done during initial orientation/ in-processing for existing employees during annual briefings. #tchatRobert Rojo
A2 I am still struggling to figure out how to embed a new employee in anything? #TchatDave Ryan, SPHR
A2: Onboarding doesn’t stop after the presentation, it’s how you introduce them to the co., give them the tour, & show how they fit #tchatJoshua Barger
A2: to provide a buddy or mentor that the new employee can engage with. #tchatMelissa Bowden
A2: Onboarding sets the tone for the candidate’s experience – part of their first impression. Great opp to show company culture. #tchatFord Careers
A2: Onboarding sets the tone for the candidate’s experience – part of their first impression. Great opp to show company culture. #tchatEmilie Mecklenborg
A2: Embed with team members. We had new emps sit down w/key members for 1on1 meetings on day one for download of info #tchatJen Olney
#Tchat A2 Providing new employee with access to various corporate communication vehicles is essential for pr
oper integration.Cyndy Trivella
A2 How about setting up a special chat on Twitter for all the folks in the new person’s department? #TChatMary E. Wright
A2. Worst thing is for new hire to not connect with the boss in the first day. #tchatTerri Klass
A2. Employee talking about positive experiences can be a subtle way to display good culture. #tchatCdna_OrgDev
A2: At Southwest airlines, management staff perform humorous orientation skits. A positive mood will enhance learning & retention #tchatCatherine Chambers
A2 We should get rid of or make the behind-the-scenes culture transparent, the clients who’ve done that have really succeeded #TChatMelissa Lamson
A2 – Like DrJ says you’ve got to involve humans – start a mentoring process. Assign a “buddy” to walk with them thru the onboarding #tchatRichard S Pearson
A2 The “social” or any culture should be part of the CO DNA & deffinitely reflected +++ in the “onboarding” process #tchatCASUDI
A2: make sure ppl understand the culture, get outside & internal feedback. find a way to make it actionable for all to participate #tchatPlatinum Resource
A2: Company’s social media can help describe the onboarding process and make it more interactive, ie. Yammer, etc. #tchatFord Careers
A2: Company’s social media can help describe the onboarding process and make it more interactive, ie. Yammer, etc. #tchatEmilie Mecklenborg
A2. Create behind-the-scenes, impromptu workplace setting. #tchatSheree Van Vreede
A2: through informal initiation rituals-welcome breakfast, new employee project (blog post, video, or other creation) etc. #tchatCatie Maillard
A2. Allow your new employees to meet current employees that seem to OOZE conviction of their love of the company. #tchatAshley Lauren Perez
A2 Assign a transitional culture “mentor”. Helps with info about company language, politics, etc. #tchatMarla Gottschalk PhD
#Tchat A2 Hiring mgr. should host a lunch or b’fast for new person so new employee has chance to meet team members and ask questions.Cyndy Trivella
Absolutely! Tell us more Steve > @swoodruff: A2: Storytelling is one great avenue #TChatMeghan M. Biro
A2: Social Video #TChatSean Charles
A2 There is no way to standardize knowledge across say engineering/ R&D and supply chain or accounting #tchatObjectiveli
A2: need to make the whole process more FUN! #TChat why do we have a party when someone leaves, but not when they join?Alex Raymond
A2: Get the new employee integrated into their dept right off the bat…don’t keep them singled out til you go thru the steps #TChatBarb Buckner
A2 every new employee should have a mentor to engage them into culture and company traditions #tchatErin Nemeth
A2: There is only so much BTS culture info you can cover during the formal portion – the tone/voice & the topics discussed can help #tchatBright.com
A2: Storytelling is one great avenue #tchatSteve Woodruff
#Tchat A2 As new employees R brought in, it’s important to expose them to many ppl in first few days so they can begin connecting the dots.Cyndy Trivella
A2 I think thats why Social Media, cannot completely work – as most of it is at the level of teams #tchatObjectiveli
A2 Tacit Knowledge = Teams and Smaller Groups, and not the company/ brand #tchatObjectiveli
Q3: Who’s responsible for cultural acclimation, training & retention at & beyond formal & informal onboarding & why? #tchatMarla Gottschalk PhD
A3: Is it not the entire #leaderships’ responsibility and the company teams’: culture is omnipresent. #tchatLori King
A3: As I always stress with #candidateexperience, be sure internal culture is what you are depicting. No bait/switch with onboarding #tchatSabrina Baker
This!! -> MRT @EmilieMeck: A3: Worst thing you can do: come out w/ bells &whistles &then drop off &leave them feeling abandoned #TChatBarb Buckner
A3. The supervisor is closest to the new employee and can make the biggest impact. #TChatClark Wells
A3: Worst thing you can do is initially come out with bells and whistles and then drop off and leave them feeling abandoned #tchatFord Careers
A3: Worst thing you can do is initially come out with bells and whistles and then drop off and leave them feeling abandoned #tchatEmilie Mecklenborg
A3: leaders take the lead, but not always. it can be other mentors who make a difference. Don’t dismiss your impact on others #tchatPlatinum Resource
A3: This is where having passionate and trained employee brand ambassadors come in handy. #TChatSean Charles
A3: Everyone. We all make our workplace a better or worse place to be. #tchatRob McGahen
A3: Well, depends on the company size and structure, but management (that should include #HR), supervisors, peers, mentors… #tchatKevin W. Grossman
@BrentSkinner has a point – A3: employees need to take ownership as well if they wish to grow with the co or promote #TChatBarb Buckner
A3 it is not HR’s job. It is the job of manager & employee? We are not their parents! #tchatInsight72
A3. Ultimately it’s the individual who chooses to adapt their behavior or not. Sometimes you don’t want them to adopt the culture. #tchatDr. John Grinnell
A3: Managers should ensure that staff have access to resources. A personal interest in learning will increase learning opportunities #tchatCatherine Chambers
A3: Anyone that wants to ensure the employee is successful. #tchatSalary School
A3: Onboarding should be equally beneficial to all those involved – not just the new hire – so I say mix it up with all levels. #tchatSteve Sisko
A3: It is leaders who set a tone. #tchatEarly Careerists
A3 Everyone wld b best answer but not realistic. Mentor takes lead. Shld be appointed responsibility. #TChatMary E. Wright
Yep! MT @TerriKlass: A3. There needs to be ownership by everyone to welcome a newbie – formally and informally. Not just #HR. #tchatJocelyn Aucoin
A3. Leaders. #TchatJoe Sanchez
#tchat A3: Since culture is important to all companies, we believe that it is a year round investment to maintain culture.Teamalaya
“@AshLaurenPerez: A3. Everyone. We all play a major part in the company’s culture. #tchat” spot onSasha Taylor
A3 my best exp w onboarding was meet w HR then 1:1 with leaders of each department. Learned a lot. Networked. Not an unknown body #tchatErin Nemeth
A3: Everyone. Because we all have to strive to make the workplace better. #tchatRob McGahen
A3 – In general, it’s the responsibility of those in “charge”, the leaders of the company should always pave the way! #tchatRutterNetworkingTech
A3: It’s a team effort that requires each member to play their role to ensure the onboard is smooth #tchatJen Olney
A3 This heads towards “Talent Communities” yes? All are responsible #tchatKeith Punches
A3 And there should be another onboarding training for experienced hires (managers) #tchatObjectiveli
A3. There needs to be an ownership by everyone to welcome a newbie both formally and informally. Not just HR. #tchatTerri Klass
A3 it ha to be both the line manager & the individual. 50/50% accountability. We don’t employ children? #tchatInsight72
A3: In a culture of learning vs. a culture of training – we are all responsible. Self Mastery is the foundation of a learning org. #tchatCatherine Chambers
A3: Best onboarding is when New Hire can sit w/ someone from each team – gets great understanding of entire process & their role #tchatFord Careers
A3: Best onboarding is when New Hire can sit w/ someone from each team – gets great understanding of entire process &
their role #tchatEmilie Mecklenborg
#tchat A3: We believe that organizations should invest in these, as it saves money long term. (That’s why we built the platform!)Teamalaya
A3: The “responsibility” goes to the manager. Others are important, but there has to be a steering wheel to keep it on track. #TChatTom Bolt
A3 Team leaders should have a role in this – schedule lunches – help them establish networks. #tchatMarla Gottschalk PhD
A3 Onboarding should be part of the level1 training of all managers. #tchatObjectiveli
A3: Devil’s advocate: When does it become just as much the employee’s responsibility? #TChatBrent Skinner
A3: formally = managers, informally = co-workers. It’s a team effort, and family environment. Help each other, don’t just compete #tchatPlatinum Resource
A3: Starts with HR as a base point for the new employee but batton gets passed to their manager to keep up with it as well #TChatBarb Buckner
A3 Everyone has some part in it #TChatJess ‘Babs’ Bahr
A3: The best onboarding I’ve ever participated in involved a little bit of everyone. Started with #HR and moved on from there #TChatSabrina Baker
A3. In a perfect world *Everybody* Culture is a team sport. #TChatSean Charles
A3. Don’t forget to empower new employees with their own onboarding process. Give them the tools to assimilate how the like. #tchatJocelyn Aucoin
A3: Leadership! It’s incumbent on leaders to bring new team members into the fold. #TChatEarly Careerists
A3: Everyone is responsible, it should be the culture of the agency. #tchatRobert Rojo
A3: first responsibility goes to that person’s boss, then colleagues, and other departments etc #tchatPlatinum Resource
#Tchat A3 It’s important for new employee to seek out answers, assistance and request what is needed. They should not expect to be babysat.Cyndy Trivella
A3: The manager should take point and be aware of how the new EE adjusts. I agree though, everyone plays a role in the process #tchatJoshua Barger
A3 HR for consistency in practices. Manager for accountability and performance ratings. All employees for culture engagmnt #tchatErin Nemeth
A3: Sometimes there is a department mentor or someone who the new hire will shadow for first few months. #tchatFord Careers
A3. HR+Departments+Boss+Mentors are all responsible. It takes a village. #tchatTerri Klass
A3. #HR mostly your on boarding buddy, and everyone else (in that order) #TchatDave Ryan, SPHR
A3: Truthfully? Everyone. All it takes is 1 bad experience to sour someone. #tchatBright.com
#Tchat A3 1st responsibility is on the hiring mgr., then everyone else in the company. Think “it takes a village.”Cyndy Trivella
A3. Everyone. We all play a major part in the company’s culture. #tchatAshley Lauren Perez
Q4: When does formal onboarding make the most sense & why? #tchatMarla Gottschalk PhD
“@ShimCode: A4: IMO, spending the 1st day being talked at by an HR drone & going through ‘enrollment crap’ is a total downer! #tchat” +1Sasha Taylor
A4: Mass hires 4 massive projects necessitate formal onboarding component – e.g., new restaurant hiring entire staff. #TChatBrent Skinner
A4: If fun, and aligned with the actual culture of the org (not just the training room) formal f-t-f onboarding can be great #tchatCatherine Chambers
A4: Blended learning works best. Formal onboarding can be engaging. Formal can = consistent message and positive initial experience. #tchatCatherine Chambers
A4. One thing to remember is not to skip onboarding even if things get busy. #tchatTerri Klass
A4: Candidate was hired for their great skills, they’re not incompetent – just new. Give them resources, provide guidance. #tchatEmilie Mecklenborg
A4 – Face to face may not always be necessary, but it should always be considered. Nothing beats face time! #tchatRutterNetworkingTech
A4: Formal to me means “On Purpose”. In that case all our processes should Formal #TChatSean Charles
Good strategy “@EmilieMeck: A4: Should be a mix of formal and informal onboarding. #tchat”Nissrine Ghannoum
A4 I appreciate access to human beings if I am learning a phone or computer system! #tchatMarla Gottschalk PhD
A4. Informal begins at time of hire and continues throughout. Never stop encouraging informal. #tchatTerri Klass
A4: Formal onboarding does not mean list of “thou shalt not” rules. Informational links to intranet can be instructive. #TChatTom Bolt
A4: Always to start. That way the expectations are always made known before bad habits can form. #tchatRob McGahen
A4: Formal should begin during their initial orientation/in-processing, that will set the tone and expectation. #tchatRobert Rojo
A4 Really does depend on the content – sometimes face to face contact is necessary to relay the information… #tchatMarla Gottschalk PhD
A4: IMO, spending the 1st day being talked at by an HR drone & going through ‘enrollment crap’ is a total downer! #tchatSteve Sisko
A4: Always at the start. The informal stuff comes as they learn the culture. #tchatRob McGahen
A4: Probably makes the most sense when there are large groups of new hires and it isn’t possible to give enough personal attention #tchatBright.com
A4 JUST before you start (FORMAL) ~ informal before that & during recruitment & informal once you start = a workable balance #tchatCASUDI
A4: Formal onboarding s/b occurring from the recruitment process until the end of the first year. Informally after that. #tchatSalary School
A4: Structure to on boarding makes what could be an overwhelming chaotic experience seem more orderly #TChatJess ‘Babs’ Bahr
A4 Define “formal onboarding.” #TchatJoe Sanchez
A4 Some key policies Sexual Harassment, Security, Patents, Communicating outside your group, talking to press etc #tchatObjectiveli
A4. Formal on boarding is best used to prevent internal politics reassigning wrong people to a unit undergoing transformation. #tchatDr. John Grinnell
A4: formal on boarding to get the basic rules, regulations etc down. #tchatPlatinum Resource
A4: Extremely structured & controlled environments where each EE must receive the exact same orientation / training. #tchatJoshua Barger
A4: Should be a mix of formal and informal onboarding. Formal gives it structure & consistency while informal gives it personality #tchatFord Careers
A4: Should be a mix of formal and informal onboarding. Formal gives it structure & consistency while informal gives it personality #tchatEmilie Mecklenborg
A4 – when it’s a very structured position, where the new peep could not know what is expected – a formal process is needed. #tchatRichard S Pearson
A4 Without manager buy-in, onboarding programs will fail. HR can create program, but onboarding is responsibility of hiring mgr. #TchatCyndy Trivella
A4: In highly regulated industries. Mandatory coverage of certain points are necessary, but does not have to be death by PowerPoint. #TChatTom Bolt
A4 Formal onboarding is first week of employment. Informal is everything before and after. Recruiting thru one year review #tchatErin Nemeth
A4: During “group” onboarding sessions – easier to get the info across in one swoop (ideally) #TChatBarb Buckner
#Tchat A4 For any onboarding to be successful, company must train management on process and provide all necessary tools and directions.Cyndy Trivella
A4: There should be a structure to orientation, when you are brand new to an org, you need to have a proper introduction 2the company #tchatJen Olney
A4. Formal onboarding is needed for technical information and company pol
icies that all newbies need. #tchatTerri Klass
#Tchat A4 Technically onboarding begins at the interview stage, but the “formal” begins at the acceptance of the offer.Cyndy Trivella
Q5 Culture simply can’t be automated. However, tech could facilitate “meet ups” and other face to face opps. #tchatMarla Gottschalk PhD
A5: Regardless of automated processes, there should always be an informal, human touch to onboarding. Engage the new hire. #tchatFord Careers
True :) @TalentCulture: YUP @mrgottschalk @RRojo619 @nicoleoch A5 Companies have to embrace the #hrtech. Good luck with that one. #tchatRobert Rojo
YUP @mrgottschalk @RRojo619 @nicoleoch A5 Companies have to embrace the #hrtech. Good luck with that one. #tchatTalentCulture
A5: *Some* #hrtech can facilitate communication thru new channel, but #hrtech plays small role @ best in #onboarding. #TChatBrent Skinner
Interesting** @ShimCode: A5: Unless you’re startup (even then,) recommend against developing deep friendships #tchat topic 4 future chat?Meghan M. Biro
“@ilovegarick: A5 Support a culture of #community building. Foster friendships in the work environment #tchat” +1Sasha Taylor
A5: Unless you’re in a startup (even then,) I’d recommend against developing deep friendships and a soul mate. #tchat topic 4 future chat?Steve Sisko
A5. “You’re hired” starts the preboard. Building informal relationship with sponsor. Onboarding continues the process with the team. #TChatClark Wells
A5: Someone, plz stop us from saying #socialmedia as the answer…again. I’m not sure if #hrtech *can* help “informalize” onboarding. #TChatBrent Skinner
A5. Food can be very helpful during the onboarding process. #tchatTerri Klass
A5: Use #HRTech for onboarding EE’s to introduce them to your internal social networks not just the office #TChatSean Charles
A5: Onboarding informal process could be video of employees of various titles and positions talking abt their experiences w/ company #tchatFord Careers
A5: Onboarding informal process could be video of employees of various titles and positions talking abt their experiences w/ company #tchatEmilie Mecklenborg
A5. HR tech needs to be part of the design for onboarding and collaborate with HR and departments and mentors. A “village” #tchatTerri Klass
A5: Videos that explain procedures & provide insight into org. culture They can be shared in advance & enhance face to face sessions #tchatCatherine Chambers
“@NickKellet: A5 Onboarding should be a celebration. A time to take time out & welcome new people. Time to make them feel valued. #tchat”Chris Gabaldon
A5: Until computers have better instincts than humans, we need to be in charge of the process. #tchatRob McGahen
A5: make connecting on #SoMe a game and comp bonding activity. Get ppl moving & really mtg actively, not passively #tchatPlatinum Resource
A5 technology should not replace human interaction. It’s used for compliance and signing bennies etc #tchatErin Nemeth
A5: Automation is great but sorry to say a lot of ppl still do not have access to it and/or don’t want to embrace it! #tchatRobert Rojo
+++1 “@ilovegarick: A5 Support a culture of #community building. Foster friendships in the work environment #tchat”MeeoMiia™
A5 Each employee associated w nu hire ASKS ~ how can we make your onboarding easier & more fun? what can we do 2 help? #tchatCASUDI
A5 Hire to Retire, ATS & Onboarding systems should be connected for flexbible, adaptable, ~relevant~ content / workflows #tchatKeith Punches
#Tchat A5 Technology is not a replacement for the human touch. It’s there to expedite processes, not hinder communication.Cyndy Trivella
A5: This is another need Teamalaya wants to fill. Formal OB is important, but informal gets your new hires comfortable. #tchatTeamalaya
BAM! @emiliemeck A5: Regardless of automated processes, there should always B an informal, human touch to onboarding. Engage new hire #tchatSean Charles
A5: Offer material on company discounts, fun info facts, etc. #tchatFord Careers
A5: Offer material on company discounts, fun info facts, etc. #tchatEmilie Mecklenborg
A5: Simplified web resources & a #SocMed mindset is great, but have a people component also. #tchatSalary School
A5. Try to have someone take the new employee to lunch (and buy) on their first day #TchatDave Ryan, SPHR
A5: informal onboarding using tech can include; VC; Social Media through private groups like Facebook, Jammer, etc #tchatMelissa Bowden
#Tchat A5 Technology should be used to make processes easier. If it doesn’t, it will only frustrate ppl. Often times it’s user error.Cyndy Trivella
A5: Something as basic as communication. Have the mgr interact with the new EE, bring them up to speed, etc., before they start #tchatBright.com
A5: promote connecting through good ole ice breakers! bingo ice breaker anyone? the prize is connecting through #SoMe #tchatPlatinum Resource
A5: Regardless of automated processes, there should always be an informal, human touch to onboarding. Engage the new hire. #tchatFord Careers
A5: Regardless of automated processes, there should always be an informal, human touch to onboarding. Engage the new hire. #tchatEmilie Mecklenborg
A5 Support a culture of #community building. Foster friendships in the work environment #tchatGarick Chan
A5: Reach technology way into the onboarding process and make it part of the pre-hire process #HRTech #TChatAlex Raymond
A5 Onboarding should be a celebration. A time to take time out & welcome new people. Time to make them feel valued. #tchatNick Kellet
Let’s STAY HUMAN +1 @CASUDI: A5 F2F a prirority #tchatMeghan M. Biro
A5 F2F a prirority #tchatCASUDI
@MRGottschalk A5 Companies have to embrace the #hrtech. Good luck with that one. #tchatNicole Och
#Tchat A5 Informal onboarding can begin as soon as interview process, so technology can be vehicle to convey communication to candidates.Cyndy Trivella
A5: amazing #onboarding, #social perf mgmt, #CRM, #chatter or similar internal social + rewards and recognition #tchatJohn T. Lawrence
00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2012-08-23 10:38:032020-05-22 14:45:57Onboarding: It Feels So Good to Make the Bad Better: #TChat Recap
We’re big fans of social media and all things social here at TalentCultureWorld of Work. We’re also fairly informal as a social community, most comfortable with relaxed interchanges and a bit put off by super-formal processes at times.
But I’ve noticed something interesting of late in the social world — the very informality of social media is creating a new formality in the workplace, one that’s actually harder to monitor and manage than conventional interchanges happening in the workplace. How can this be? A good deal of this happens in employee orientation or onboarding, so we decided it would be a great #TChat topic. On the one hand we have loads of research showing people learn best in informal settings. On the other hand, we have companies still pushing process and culture through the employee handbook (although there are some great handbooks out there — tip of the hat to Valve.)
One weird paradox is that social media at once eliminates much of the formality and much of the human touch. And informality isn’t necessarily what the new hire craves; he or she may just want real, live, approachable human beings to deal with. I’m talking about the face-to-face, in-person, in-real-life (IRL) touch.
In real life, a formal setting doesn’t need informality to provide a real, live, approachable human. All the interactive technology and informality that comes with it lacks the human touch. And then, all of a sudden, it feels like all the things we mistakenly correlate necessarily with formalities — clinical, lacking in warmth, thin, superficial. UGH. People hire people – right?
What to do? As leaders how can we shove a handbook at someone and expect the person will pick up the company’s nuanced workplace culture? And who’s responsible for making sure new hires are brought into the workplace culture fold, anyway? Please don’t tell us you’re relying solely on social media, either. As HR turns to more automation, are we at risk of losing the opportunity to acclimate new hires in a systematic, repeatable and personally-meaningful way? I’m worried to be honest. I guess it’s time we talk it through to find some peace.
So many questions, so little time — here are this week’s questions for your consideration:
Q1: Data shows that informal learning is the best way to know, so why do we throw the “employee handbook” at folks?
Q2: How do we embed the behind-the-scenes, impromptu workplace cultural experiences into the onboarding process?
Q3: Who’s responsible for cultural acclimation, training & retention at & beyond formal & informal onboarding & why?
Q4: When does formal onboarding make the most sense & why?
Q5: Much of the hiring administrative processes can be automated today, but how can HR tech promote informal onboarding?
If you are interested in or responsible for leadership, workplace culture, employee onboarding and best practices, we hope you’ll join us at #TChat World of Work on Wednesday night, Aug. 22, from 7-8pm ET (6-7pm CT, 4-5pm PT, or wherever you are) as we explore the balance between “social” workplace onboarding and more formal, classroom-style employee orientation.
Dr. Marla Gottschalk, industrial and organizational psychologist, as well as workplace strategist (@MRGottschalk / The Office Blend), will be our guest moderator. We’ll assess the formalities and informalities of employee onboarding and new-hire orientation and discuss the merits of informal social learning vs. formalized orientation processes. I look forward to chatting with you soon.
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-08-20 14:54:052020-05-22 14:45:45Painful Formalities of Informal Onboarding: #TChat Preview
The other day, my friend couldn’t find her Droid. So we looked and looked until we found it. …in the back pocket of the pants she’d been wearing the whole time. And then there was last weekend, when I searched what seemed like every nook and cranny of the house: My Jeep’s keys were nowhere to be found. …until I remembered I’d left them in the ignition; my home is in the sticks, on a dirt road where nary a bad guy lurks to take away my stuff.
The palm of my hand traveled to my forehead. So, too, did hers. Together, we experienced a “double facepalm.” Employers have them all the time, and especially when they realize that the talent they’re looking for is right there, inside.
Pet Theories
Here’s a pet theory: Employees work to make money. I know: I could be wrong. But money is probably the primary reason a majority work, and for a majority, money used to be one of the only reasons.
Employees would look for the greatest amount of security in making that money over the greatest amount of time — ideally, a lifetime’s worth of time. And they found those conditions almost everywhere. They found them in big corporations that paid well and provided room for advancement — to be paid even better, over several decades, till retirement knocked. They stayed because they wanted to, and for these conditions specifically. But they also stayed because society told them they had to. Seeing to it was an ingrained, shared ethos that honestly couldn’t fathom anyone wanting to leave a secure job.
And here’s another pet theory: Today, it’s Maslow’s world, and we just live in it. Employees stay because they want to. But they don’t have to — unless they really do have to, but for reasons entirely divorced from that old ethos, which has faded into memory. In an economy that is weak, employees stay for security, but they may resent the security, especially if the pay just barely provides the security. And they will concurrently pine for work more self-fulfilling, more self-advancing. As a world of work, we’ve moved further up Maslow’s hierarchy of needs, above survival to self-actualization.
Looking Within
Here’s one more point, before we get to the main one:
A common bit of advice says to look within for answers to the spirit’s ailments. Looking outside one’s self for answers rarely brings authentic or lasting happiness, the saying goes. And that’s true. And a kernel of the saying’s truth applies to the topic of recruiting. Yes, the answer to an organization’s ailments often is a need for talent that’s outside, waiting to be recruited; just as often, however, a relentless recruitment of talent not there yet is a symptom of deep unhappiness within the organization, or lack of appreciation for the talent already there.
Or (and?), this unending need for outside talent reflects the organization’s inattention to self. When an organization neglects its self, looking outside to fix what’s broken inside is an unconscious cry for help. An addiction to new employees sets in, a salve for the continual pain wrought by the organization’s dysfunctional home life — the dynamics intended and unintended that govern workers’ daily grind. The organization must instead acknowledge that the inside is broken — and focus on fixing the inside with inside parts.
Those inside parts are your employees, and many are chomping at the bit to self-actualize, in their jobs. Individuals have self-help books and mentors to help fix what’s broken inside. Organizations have HR and HR technology. HR people implement processes to heal an organization, and HR technology provides more and better tools than ever for organizations to see, understand and cater to their talent inside.
Right In Front of You
My keys were where I left them, and my friend’s Droid was in her back pocket. We each searched a long time before realizing those items were right there, right in front of us. Where is your talent? It might be right in front of you. Remove your palms from your foreheads, like we did, and get on with it. She made a call. I fired up the engine in my truck. Organizations, provide your employees with the conditions that’ll lead them to want to stay.
Thank you for joining us last night. Your tweets ran the gamut of good thinking, as always, and below is a slide show of them. We thank Rob Garcia(@robgarciasj) for his peerless guest moderation. Did you miss this week’s preview? Click here. We look forward to seeing you next Wednesday.
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-07-26 11:02:032020-05-22 14:29:20It's Maslow's World. We Just Live In It: #TChat Recap
Leadership received a lot of lip service in 2011, but if employee attitudes and job satisfaction are any measure, there’s been precious little leadership in action. We have more work to do. Perhaps, because so many businesses were in survival mode, people who were running organizations believed that simply keeping their office door open was leadership enough and sufficient to retain their best talent. In reality, though, this attitude is more about strong management and employee engagement and retention, and less about just leading and inspiring.
There is no one style of leadership that is most effective; people vary tremendously in their personality styles, passions and skill sets. There are as many styles of leadership as there are leadership attributes. Every workplace is as multi-dimenional as is every leader. Pretty complex stuff we are dealing with, so it’s important to keep talking about where we can improve and grow. I believe the most effective leaders are the ones with an innate ability to pivot and simply accept and drive transformation. Can we say Gumby?
While it’s vital to run a profitable, growing business, leaders always have much broader responsibilities: planning for the future, building an adaptable workplace, employee retention, recruiting and grooming the next generation of leaders, motivating employees at all levels of the organization and fostering a workplace culture of results and innovation. Let’s face it – the Social Workplace is here to stay – your employees are simply a Tweet or Facebook update away from you. 2012 could well be the year leadership moves back to center stage, so we’re taking the topic on for this week’s TChat World of Work topic. (We rotate our topics weekly so we keep ideas fresh and fun)
Please join us as we talk about leadership skills. Not what we’ve seen in recent years, but what we’re striving for – things like emotional intelligence, strategic and passionate vision, decisiveness, empathy, creativity and openness to something different. We’ll also talk about technology – talent management platforms, recruiting and HR technology and employee training. And we’ll dive a bit into the ways in which social media and on-line communities such as Twitter and LinkedIn can become leadership tools.
If you’re an aspiring/experienced leader, an HR executive charged with retention, an employee engagement devotee, a recruiting and workplace culture development professional, or simply a fan of adopting social media, we invite you to join us on Twitter – and challenge you to share your views on the most important leadership skills for 2012 and beyond. We’ll cover as much as we can in the hour on such a big topic – how to select and nurture new talent, where innovation fits into established organizations, the essential steps to building a competitive company, and more. Join us Wednesday night on #tchat The World of Work January 12, from 7-8 pm ET (4-5 pm PT), when leadership topics are in the hot seat. Join me, Kevin Grossman, Maren Hogan, Sean Charles and Kyle Lagunas for a very special Leadership #TChat.
Here are the questions for this week’s chat: See you there!
Q1: Now that the economy is a bit better, what are the primary skills leaders need for business growth in 2012?
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-01-09 12:05:362020-05-20 18:03:34Developing Leaders with Innovative Mindset: #TChat Preview
Some technologies are flashy but don’t really change anything at all in how we think about our lives – cloud computing, for example. Unless you’re in the IT industry, odds are you’ve heard a lot about it, but don’t really understand why you should care. Yet you’re using it right now if you are using Salesforce at work to manage customer contacts and information, or Google Docs to share and collaborate on documents, or Dropbox to share and store files with friends and family.
Consumer technology is a different matter. We’ve all changed how we live and interact since mobile phones shrank from suitcase size bricks – a weird indulgence or curiosity – to a powerful, minicomputer-strength must-have. Mobile technology is perhaps the easiest place to observe, both from a business and a consumer point of view, the value of emerging technologies, and the pace of change in technology.
Still, much new technology seems to drive people apart. Even mobile technology can create a barrier to interaction and communication. When was the last time you called instead of texted? Visited in person rather than left a VM? What often happens with technologies is they change the mode of interaction. We lose the one-to-one, person to person interaction and move instead to indirect interactions – transactional, informational or tacit.
But where new technologies have a social component, there’s hope!
Within HR and Recruiting, for example, a new technology is unfolding – one which will, in my opinion, change how people find new careers and how companies recruit. Talent Communities are here, driven by the powerful engines of social media, search, big data, ubiquitous computing and social communities. The term Talent Community is now replacing what many recruiters have traditionally called talent pools. Simply having a database of resumes to sort through to make a talent match has transformed into what we know as social recruiting. Talent Community does not equal a resume database alone – it’s much more than this.
Like all technological waves, Talent Communities can be positive or negative, depending on your attitude, intent, motivation and skill. I see numerous powerful benefits for employer brands and benefits for job seekers. I also see reason for caution if the human touch is not included in a thoughtful way for brands that are in either passive or active hiring mode. I’ve seen a few too many companies fail in this area by automating the candidate experience and not thinking about a real strategy to implement ahead of time. They see social media as the end all be all and just dive in without really thinking. Not a wise idea.
There’s no question Talent Communities are the next wave in talent acquisition. But the technology is immature still, especially for small employer brands which might not be able to field a great community manager and, thus, will rely more heavily on technologies and platforms.
What’s important, from my point of view, is the recognition by employer brands and technology providers that candidates – job seekers active and passive – are looking for a place to belong both in the workplace and in social community, and that requires a human touch at some point and hopefully on a daily basis. Recruiting a relationship driven business after all. Social media has simply given recruiters more options to find and develop relationships with talented people. And talented people are now adopting social media into their daily lives. This will only grow as we move forward.
Social media has made it possible for us to connect using weak bonds, lacking the human touch. Relationships formed via social media tend to occur between people who are sort of like us, or who are friends of friends, or former colleagues, or friends of former colleagues. These are people, and interactions, that are based in part on a shared sense of culture. Personality-culture fit is my topic about which I am passionate, so I have become a strong advocate of social media.
Social media has been working its way into HR. Recruiters and corporate brands are looking for candidates with some history or connections to recommend them, but they want to go beyond their candidate databases and tap into new talent sources (who may or may not be looking) who might be interested in the employer brands they represent. How to do this? Using social media tools, like Talent Communities.
Talent Communities are a way for employer brands to form strong bonds with potential candidates, using a human-mediated but almost purely web-managed set of interactions. Because these interactions come to us via social channels they are trusted – what McKinsey might call tacit interactions. Companies and brand managers create a Talent Community, a virtual community that represents your employer brand. The Talent Community should be managed by a wise human – a community manager, a role the open source software industry relies on – who believes in the brand; attracting new members by relying on social-media sourced recommendations. Voila, a Talent Community arises.
The short story: this is a game-changing use of technology. The long story – like all major technology shifts, some people will be bruised, some brands will be clumsy.
Keep an eye on the topic of Talent Communities. I’ll have more to say at HREvolution – See you in Vegas! Look forward to IRL with everyone. Phew.
It’s the next wave. Get ready to ride. I’m in. Let’s do this.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2011-09-27 15:27:582020-05-20 17:54:13Emergence of Talent Communities… Not Pools
For anyone that can remember the time that a latest and greatest technology emerged to bring business to the next level, we can say that it is profoundly interesting the impact that these advancements actually make on companies.
Some can probably remember the days before email and before cell phones when letters were either typed by hand and traveling sales people had to actually stop at a pay phone to verify an appointment or call home to check in.
More than ever management need to be watching technology trends and making sure their organization is equipped.
Times are changing, the proliferation of technology is moving faster than ever, and businesses are the ones that are benefiting. At least they should be!
There are many ways that technology is leading to better business practices. There are systems for managing customers, accounting, communications, and operations. We are connected 24×7 if we so choose and we are able to reach all ends of the world instantly via the click of a button.
As a proponent of successful businesses being comprised of people that use technology and not just technology alone, I believe that nothing in business may be affected by emerging technology than Human Resources. Recruiting, talent development, and employee retention are all seeing a significant boost based upon what advances in technology have to offer.
Two of the specific technologies that are revolutionizing talent and professional development more than any are IP (Internet Protocol) Based Communications such as Skype, VoIP, and Video Conferencing as well as the rapid emergence of Social Media (LinkedIn, Twitter, Facebook, Google+).
Let’s take a look across the scope of Talent Management and explore how the aforementioned technologies as well as a few others are facilitating success for so many companies.
Recruiting New Talent
It used to be a newspaper ad or a sign in the window. Your audience was narrow and your options were thin. It was difficult to reach the best talent leaving positions to be filled by less than ideal candidates.
Communications – With the ability to inexpensively bring employees in via the network either by voice, video, or perhaps a combination such as Webex, employees can now be sourced from and potentially located anywhere. Productivity tools allow companies to hire the BEST candidate from any location and get them integrated with the team whether they are near or far.
Social Media – Depending on the specifics of the job, talent can be sought through massive global social networks such as Linked In, Facebook, and Twitter. These networks allow a help wanted ad to reach millions of users who may or may not be actively seeking employment. Recruiting and searching for talent has also never been easier due to profiles, recommendations, and other affiliations that can be easily found online using Social Media. As an aside, Social Media has also helped many companies decide who not to hire.
Talent Development
It used to be a quarterly or yearly trip to headquarters for remote employees and or classroom learning for those already in town. Coordinating training was intensive and time consuming. With technology advances now learning can be routine, meaningful, and completed on demand.
Communications – Similar to the recruiting process the continued education of employees can be accomplished using technology tools. Webinars, Distance Learning, and E-Learning platforms all pave the way for continued education for employees regardless of where they are located. On top of being able to create content and have employees learn and develop on demand, it also helps companies to utilize global resources to provide the education.
Social Media – Intranets have existed for companies for some time however they were rarely used all that effectively. With professional usage of social platforms employees can learn from one another as well as competitors by following, reading, and embracing the information that is widely available. Content is created and shared regularly and it allows company talent to keep their finger on the pulse of the industry and any important changes within.
Employee Retention
It has been discussed to no end the impact that turnover has on a business. Whether near or far from headquarters, companies need to focus on how they can keep people satisfied, growing, and engaged. In the past when companies would hire remote employees they oft felt isolated and/or disconnected from the organization. With emails and phone calls perhaps being the only regular communication eventually the employee may choose to be with an organization where they feel more involved. Technology has changed that, and if used correctly it can assist the organization with retention allowing it to focus on strategy with key employees rather than on replacing them.
Communications – Hearing a voice on the line is fine, it is practical, but like long distance relationships in life, eye contact means a lot. With offerings from Free (Skype) to immersive telepresence costing millions ( Cisco, Polycom) and everything in between companies and their employees can now sit across the table and make eye contact with the click of a mouse. Now as easy as a phone call, video can be accomplished and the quality is really good. Video is not only beneficial for the employee, but also for the company as it forces focus and regular collaboration (We all know how easy it can be to multi-task on the phone). Another item that is critical to many employees is flexibility, with tools that allow productivity anywhere and everywhere, (pending signal) companies can be more flexible with their resources allowing both parties to benefit.
Social Media – Social is a medium for even smaller companies to build their brand and create an identity for their employees. This effort can often aid in the development of company community and in some cases successful out of work friendships. While peoples out of work activities generally don’t bare much success for the organization, happy people tend to generate more productivity. People that feel connected to their brand and feel that they are a part of something special tend to work harder and drive greater results. Social Media is a growing vehicle for accomplishing this.
For as long as business has been business, companies have only been as good as their people. In almost all cases where a great product or service fails it isn’t the product or service at all, rather it is those behind it. With emerging communication technology and proper social media integration you have the chance to be ahead of the curve.
Now technology of course isn’t all free, and choosing the technologies that are best for your organization may take some work, however, it is time well spent. You can all but assume that the competition are looking at all the options too, some are integrating, some are watching and waiting, and you can only hope that a few are oblivious. Nevertheless, technology will continue to advance making companies faster, smarter, and of course full of better talent.
The question is, are you embracing it, or are you hoping to ride to prosperity on the tired old horse that got you to where you are today.
Ahhh, summer vacation – my favorite time of year. This summer, however, is a very significant summer as it is my last before I graduate from academia and start my life as a “real” person in May 2012. Naturally I’ve been thinking about how I can spend my last summer of freedom in a productive, yet fun way. After talking with my GenY friends about different summer goals, here is my list of how you can make the most out of your summer vacation.
1. Apply for a Job or Internship
By this point in the year you’ve probably sent in your applications and have started to hear back from potential employers. No matter what position you decide to take, don’t forget to prepare before your first day. Map out how long it will take you to get to the office so you can arrive early. Are you driving or taking public transportation? Check train and bus schedules just in case. Did they ask you to bring certain items with you? Gather everything you’ll need the night before so you won’t forget anything on your way out. Being prepared will help to calm your nerves and stay confident on your big day.
2. If You’ve Missed Application Deadlines…
…there’s no need to panic. Positions can open up at any time even after the summer rush. Finding them can be tricky, so maximize your resources. Who do you know that can help? Are your previous employers still hiring? Have you checked Craigslist or other job boards? Shoot an email to your professors who might have connections in your field. There are people willing to help you – you just have to ask!
3. Learn a New Skill
It’s important to stay mentally active even if you are on vacation. Experts are finding we lose much of our mental agility during long breaks when we aren’t challenging our minds as we normally would at school (because isn’t that what a vacation is for?). Luckily for us, it doesn’t take much to maintain your wit. If you’re busy at your job or internship for the majority of your day, make it a point to pick up a newspaper before your morning commute or start that book you’ve been meaning to read (or if you despise reading for some reason, this will do just fine). If you have more time to spare, why not take on a light summer class? I’m not suggesting you enroll in a hefty physics course by any means (unless you like that kind of stuff, in which case more power to you…) but look into classes that will knock some credits out of the way or are just plain fun. Why not take that photography/dance/cooking/whatever class you’ve had your eye on? Now’s your chance!
4. Travel
I don’t know if you’ve noticed, but it is beautiful outside! Take advantage of the summer weather. Plan a trip somewhere to escape your weekly routine even if it’s simply exploring a new area of your city or town. Plan a trip with some friends for a long weekend or, if you’re especially adventurous, set aside a week to travel to a foreign city. You only live once!
5. Plan Ahead for Fall
Start thinking about your goals for the upcoming semester. What do you want to achieve this year? Send your applications for internships and jobs before the deadline so you’re not rushing at the last minute (there’s nothing more annoying than finding cover letter typosafter you submitted it). Review your class schedule – are there any changes that can be made to better suit your learning habits (i.e. early vs late classes, class on every day of the week or concentrated on only two or three, etc)? What books do you need to buy? If you are applying for a job or internship consider how it will fit into your academic calendar and discuss with your employer how you aim to balance both obligations.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00TalentCulture Team + Guestshttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTalentCulture Team + Guests2011-05-15 12:30:172020-05-20 17:05:49Add Productivity to Your Summer Vacation
One that digs social media as THE engine driving recruiting, learning and organizational development.
And the other that does not.
That was pretty clear during last night’s #TChat about social media in the workplace. Some of you may have tired of the social conversation, but many of us have not.
Remember the resistance to e-mail and the Internet? Good Gosh — what business value do those time-wasters and secret sharers have?
So much fantastic input last night — like workplace laser word tag. Zap. Zap.
Zap.
For me, “social” has always been about networking and learning outside and in the organization and taking the conversation offline to “live” to further discuss:
That job opportunity
That sweet hire opportunity
That business opportunity
That learning opportunity
That sharing knowledge opportunity
That mentoring opportunity
That business birth opportunity
That consulting opportunity
That collaborative R&D opportunity
That partnership opportunity
You know, these opportunities and more
Again, the key is taking these conversations offline to “live.” The anecdotal statistics are there for me and many others; I’ve generated many of those opportunities above as I’m sure many of you have as well.
With the rise of the mobile/virtual workforce, I can’t imagine the world without organic and holistic social connectivity.
The “does not dig” camp is choking on the words organic and holistic right now. We are here to share different views. Like a real workplace. Like a real social community.
Here were the questions we asked last night:
Q1: How has #SM specifically impacted the way you conduct a job search and manage your career?
Q2: Within your org, how have #SM platforms/tools been used to enhance HR/recruiting initiatives?
Q3: Within your org, how have #SM platforms/tools been used to enhance learning initiatives?
Q4: How have #SM platforms/tools been effective – or not – at any or all levels within your org?
Q5: What business metrics have you established to measure how effective your #SM efforts are?
Q6: What specific barriers do you see within your org that impede top to bottom acceptance of platforms/tools?
Q7: Be honest – how do you see yourself improving your efficacy in utilizing #SM platforms/tools within your org?
Thank you to all who participated. It’s good folk like you who make every #TChat a lightning learning round of workplace laser word tag.
See you next week, January 25, 2011, 8-9 pm ET (5-6 pm PT).
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2011-01-19 10:33:322020-05-20 16:46:12Social Media Meets Lightning Workplace Learning: #TChat Recap
Originally posted by Chris Jones, a TalentCulture contributing writer. He is an IT Strategy & Change Management consultant, with a passion for driving new levels of engagement and learning in the modern organization. His research areas include the dynamics of organization culture, and more recently, the importance and implications of critical thinking. Check out his blog, Driving Innovation in a Complex World, for more.
In our increasingly complex world, the compelling need for strong leadership and resilience to “clear the path” for change is evident. It’s a core message from Chip and Dan Heath’s “Switch” that resonates with pretty much everyone in the corporate world. Clarity of vision is paramount. Conviction to achieve it, just as critical for any dynamic workplace or social community.
These ideas are not new.
It’s just getting harder and harder to survive without a strong, hardened competitive edge, an edge sharpened by effective collaboration.
The ability of an organization to solve its hardest problems lies deep in its inner workings. Can team members from multiple backgrounds and disciplines work together to develop new insights and solutions? Do they have the tools and skills, or can they acquire them?
Surely there’s an application for this?
It sounds straightforward in principle, but culture often works against us, fueled by the western industrial model forged on hierarchy and silo-thinking. In these environments, specialization and experts rule the roost, and collaboration will typically struggle. I conducted deep dives on culture barriers in 2010 and I’m increasingly convinced cultures can, over time, be intentionally redirected. But it takes focus and rigor, and a long-term investment of energy. More recently I looked at some insights from Peter Senge that seem to resonate even more now than they did 20 years ago, when he first wrote about team-based learning.
I’m starting to talk more about intentional collaboration to refer to the strategic, rigorous approach to group interaction and problem solving. This helps distinguish it from the more casual references and idle claims. Everything today is “collaborative.” So how do we drive meaning into the words, and more rigor into the desired behaviors?
Here are some ideas for a more serious approach to collaboration:
Give collaboration a broad, compelling mandate
Find ways to open communication channels to get people not just talking together, but thinking together
Empower contributors with direction, training, and feedback
People are more comfortable if they know who they’re talking to; make sure they’re introduced to each other or have a published profile, to help people connect and break the ice
Encourage interplay of ideas across all specialties and levels, to foster diversity of thinking
Invest in tools that make it easy to find, share, tag and reflect on people and their ideas, key steps toward becoming a social enterprise
Respect everyone’s thought space by not cluttering channels with noise or trivia
Visibly acknowledge and reward the hard work of critical thinking and cross functional solutions; openly celebrate wins
Embrace and leverage the latest drivers in organizational change management, including “Switch” (linked above) and Drive by Daniel Pink, which contains additional clarity on change motivators.
Refuse to turn back
Organizations, leaders, and teams need to learn by doing. Trial and error need time to happen. Soon there will be some wins. Emerging from that, fueled by small successes, I believe organizations will find themselves increasingly motivated to take on harder problems, building a repeatable capacity for learning.
What are the other challenges that lie ahead?
Organizational silos do not dissolve by decree. Silos and silo thinking are fueled by the organization’s culture, and can only be dismantled by a concerted, coordinated effort – from both the top and the bottom – to redefine the way things work in the middle.
The hard work of introducing collaboration also requires people to interact in profoundly new ways. It requires new kinds of relationships, placing new kinds of demands on the organization, with focus on trust, respect, open dialog, empathy, and even basic listening. All too often, the approaches themselves fall on deaf ears.
No doubt, there’s much work ahead, but it is work worth pursuing.
Can you see a path to collaboration in your own organization? Share what you’ve seen working. I would love to bring focus to some bright spots in this important space.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00TalentCulture Team + Guestshttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTalentCulture Team + Guests2011-01-14 12:11:562020-05-20 16:45:07Intentional Collaboration: The Mechanics of Learning to Learn Together
It’s tempting, in an end-of-year post, to mourn and dwell what didn’t happen in the year past, to give cheery career tips for the new year, or to speculate on emerging innovation trends. I thought about it briefly and then simply decided not to. It’s likely already been done.
I’d like to take a different tack to talk about how 2010 taught us that workplace culture brands need to ‘personalize’, and how truly exciting is has been to watch corporate brands become more authentic and dynamic. It’s a complex work world now and this makes me very happy. There are still many mountains to climb when it comes to workplace, leadership and talent innovation. Thank goodness – right? The real work is still really just beginning.
Down markets are not always times of smart leadership, innovation and inspiration, but 2010 saw these themes emerge powerfully, driven by social media – connecting employees and brands – as well as a return to the realization that emotional intelligence is a critical component in today’s geographically dispersed yet deeply interconnected workplace.
At the TalentCulture social community, I examined the notion of intent and what it means for companies. People seek community. As I said then, “…people come to communities with a purpose, an intent. They are looking for a place to be, a place to learn, a place to grow and interact in a meaningful way. The trick then, for companies, is to behave as social communities. It’s a powerful and new metaphor for the workplace.”
In a company that operates as a social community, there is more room to create a workplace that celebrates and accommodates differences – in backgrounds, personal brands, skill sets and personality temperaments. A healthy workplace “…focuses on ensuring personality/culture fit between employees and the organization, people of diverse skill sets and temperaments can collaborate and succeed – because they have the intent to succeed, and the social context – the community – in which to realize their intent.” Smart and true collaboration holds so many valuable keys for all of us. Bring diversity and enthusiasm into the mix and you really have something special.
Companies that recognize ‘intent to belong’ in their employees know how to build culture by fostering different modes of interaction among the company and its employees. They go beyond transactional interactions with employees to transformational interactions, and then to tacit interactions, where trust is built to create a shared and sustainable competitive advantage. They will be the winners as they recruit and retain the very best talent.
Strong workplace brands that reflect a healthy corporate culture bring an advantage in hiring and creating memorable products, services and missions. We’ll see even more hiring growth in 2011, so companies and people (personal brands) must think about maintaining their brands. As I wrote earlier this year, “Link corporate culture and brand with your people and the magic really starts…Remember that your brand and culture are your biggest attractions…. Your best defense, as an employer, is to have culture and brand in place. Be irresistible to your employees. Be desirable to candidates. Be your brand, revel in your culture, and never abandon either.”
As social media permeates the workplace more deeply in 2011, be prepared to support it, plan for it, even celebrate your social media ‘rock stars’, who are your front-and-center culture brand ambassadors. How cool and fabulous are they? Very.
I, for one, am not mourning the end of 2010. It has been a challenging year for so many people and organizations, to ignore this fact would be completely ludicrous. It’s also been a time of profound changes and advances in workplace leadership and on the community building front. A reason to celebrate = growth and connectivity. Don’t let up – in 2011 the pace will be faster, people will be smarter and more connected, and workplace brand will be critical to retain valued employees. Workplace brands will be a collection of employees with strong personal brands, which will make the workplace a stronger place. So 2010, so long, farewell.
We’re on to 2011 already. Bring it. We are global and we are one. Thank you for listening and sharing. My very best to you and yours from all of us here at the Culture of Talent.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2010-12-24 15:37:342020-05-20 16:42:032010, We Hardly Knew Ye. My Culture of Talent Musings
Originally posted by Chris Jones, a TalentCulture contributing writer. He is an IT Strategy & Change Management consultant, with a passion for driving new levels of engagement and learning in the modern organization. His research areas include the dynamics of organization culture, and more recently, the importance and implications of critical thinking. Check out his blog, Driving Innovation in a Complex World, for more
We’ve all been assured there’s no such thing as a stupid question. If you’ve taken the time to ask, the story goes, you must have wanted to learn something. That’s certainly a step in the right direction.
In the hyper accelerated world of social media, of course, you better keep those questions coming. Contacts are made and broken in a matter of minutes. Exchanges in chats or online work groups can be fleeting. Sometimes the conversation seems to end just after its started, though hours may have ticked off the clock. The prize, it seems, goes to those with the fastest keystrokes and the greatest brevity, the true masters of online multi-tasking.
I agree with the conventional wisdom. Those skills are helpful. And I’d like to add to those dynamics a completely different one.
Quite simply, it comes down to critical thinking.
I’m not mandating academic degrees or journalistic analysis here, though we’ll borrow a page or two from those spaces.
What we’re talking about is putting careful thought into the deeper questions behind the points that are being broadcast so rapidly in front of you. Challenging the ‘why?’, or the ‘how?’, and importantly, ‘under what cirumstances?’.
All of these thought processes have introduced the notion of ‘critical thinking’, an increasingly important aspect of our virtual society. Its the very fuel of the ideas that are generated when we have a conversation. Sadly, in our modern world, critical thinking gives way to the mechanical communication of our personal and professional lives. “Have you taken out the trash?” “What’s the weather tomorrow?” “Did you get the report out on time?” We become almost robotic in our actions and in our relationships, with devastating results. Without focus or reinforcement of an active mind, the knack and appetite for creativity can literally drain from our lives. And our most important relationships – those with family, close friends, and immediate coworkers – are jeopardized, all due to lack of focused energy and interest.
We talked a few posts back about engagement and how to connect with those around us. Those themes and steps remain critical.
We’ve also talked about culture, where a bias for learning and connecting in our world helps shape our attitudes. Bringing this discussion forward, Carol Dweck, PhD, in her book, Mindset (2006), talks about “growth mindset” as a way to approach the world that brings critical thinking front and center. I suggest you track down this book, and read it. If you’re behind in your reading, I plan to summarize it’s main points in a future post.
Cultures of learning and a knack for engagement are a critical combination. These initial conditions create the opportunity – if we choose to take it – to ask the right questions. And there are dividends to those who take the time and make the effort.
So what are the right questions? At the risk of generalizing, I’d hazard a definition that they are:
Open-ended queries that challenge the listener’s knowledge base, exposing root causes or unseen problems, and providing alternative contexts that create a spark for the inception of a new (or enhanced) idea.
The ability to change frame of reference is important. Some of the magic in challenging our preconceived notions comes from changes in point of view. Here are some examples.
You’ve just met a person online that seems to share your perspectives, but your domain expertise is different from theirs; what introductory tweet is most likely to gain their interest and prompt a response?
A well known figure is tweeting in a chat session. Many will simply RT or respond with “love your book.” How else might you engage them in genuine way, as a means to expand the conversation?
You’re embroiled in a dispute with a coworker that is impacting your team and your relationship with this person. Do you vent to anyone who will listen, escalate to the boss, or get quality time with the person to get to the core of the problem? If the latter, how would you approach it?
Are these the right questions? Well these 3 certainly won’t change the world. But they may help you get that gray matter into gear again. In the end, perhaps there is no such thing as a stupid question or a “right” question. But the excellent, thought-provoking questions are out there, and they take a little work. Challenge yourself to come up with a few, and try them out on the folks who seem to care about the topics that you care about.
If you do this often, especially via twitter or blog comments (as both seem to bring higher than average appetites for engagement), I think you’ll be surprised how quickly you’ll be in conversations on topics that matter, often with people who can help make a difference.
Learning. Personal development. Progress. Who knew? Aren’t those some of the main reasons we engage with others in the first place?
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png2010-11-26 08:52:022020-05-20 16:37:16Critical Thinking: Asking the "Right" Questions