Styrk din rekruttering af specialister med sociale medier - Ravi Vatrapu- CBS
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The document discusses the concept of social business, which involves the strategic engagement, analysis, and management of social media to enhance organizational processes and value creation. It outlines the importance of social media in modern business practices, detailing trends, engagement methods, analytics, and implications for human resources. The paper provides insights into how organizations can leverage social media for competitive advantage and operational efficiency.
Styrk din rekruttering af specialister med sociale medier - Ravi Vatrapu- CBS
- 1. Social Business: Engagement, Analytics, and Management Ravi Vatrapu Professor mso, Department of IT Management Director, Computational Social Science Laboratory (CSSL) Copenhagen Business School Professor of Applied Computing Norwegian School of Information Technology (NITH) Phone: +45-2479-4315 Skype: rvatrapu Email: vatrapu@cbs.dk Web: http://cssl.cbs.dk Social Media & HR Copenhagen 31-October-2013 1
- 2. OUTLINE The Internet Revolution Current Trends Business Transformations Social Business Social Media Engagement Social Media Analytics Social Media Management Social Semantic’s Networked Business Factbook Applications to HR 2
- 3. Why should companies be on social media (facebook)? What do you think? because it is there everybody else is there expected by customers demanded by customers hijacked by customers business value 3
- 4. Current Trends Ubiquitous & Pervasive Computing Participatory Turn of the Internet Technologies of the Self Digital Positivism Civic Panopticon (Vatrapu, 2008) (Vatrapu, 2008) 4
- 5. Concomitant Convergence Services: Local, Social, Mobile Media: Owned, Paid, Earned Interactions: My Place, Your Place, Our Place Scorecards: People, Planet, Profit 5
- 6. NETWORKED BUSINESS FACT BOOK 2012 Strategic Partnership Survey of Perceptions, Practices, and Value Generation with Social Media, Mobile, and Cloud Computing 2729 Respondents/Orgnaizations Private: 2432 Public: 297 6
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- 8. SOCIAL BUSINESS ”A Social Business is an organization that strategically engages, analyses and manages social media to structure organizational processes and support organizational functions in order to realize operational efficiencies, generate competitive advantages and create value for customers, share holders and other societal stakeholders. 8
- 9. THREE ASPECTS OF SOCIAL BUSINESS Social Media Engagement (SME): Organization's strategic use of social media channels to interact with its internal and external stakeholders for the purposes ranging from marketing, customer support, product development and knowledge management. Social Media Analytics (SMA) Collection, storage, analysis and reporting of social data emanating from the social media engagement of and social media conversations about the organization. Social Media Management (SMM) SMM focuses on the operational issues, managerial challenges and comparative advantages with respect to the emerging paradigm of Social Business 9
- 10. Part I: Social Media Engagement 10
- 11. SOCIAL MEDIA ENGAGEMENT: STAKEHOLDERS Wollan, R., Smith, N. & Zhou, C (2011) 11
- 12. SOCIAL MEDIA ENGAGEMENT: COMPLEXITY Sony PS4 Controller: “Share” Button Image from Kotaku Wollan, R., Smith, N. & Zhou, C (2011) 12
- 13. FOUR TYPES OF ENGAGEMENT 13
- 14. Part II: Social Media Analytics 14
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- 17. SOCIAL DATA Social Data Social Graph (Actors, Actions, Activities, and Artifacts) Social Text (Topics, Keywords, Pronouns, & Sentiments) Social Data Issues Key Performance Indicators (KPI) Return on Investment (ROI) Campaign Duration (3 days– 1 year) Pre-Click vs. (Non)Click vs. Post-Click What about House Data? 17
- 18. SOCIAL MEDIA SCORECARDS Systematize the field Academic Rigour + Industry Relevance Knowledge-Creation + Problem-Solving “Meaningful and Actionable Insights” Include “Ultraviolet” Social Data Web Analytics Integrate House Data (social-CRM and such) Training and Certification 18
- 19. Software: Social Data Analytics Tool 19
- 20. Part III: Social Media Management 20
- 21. SOCIAL MEDIA MANAGEMENT: FRAMEWORK #1 (Wollan, Smith, & Zhou, 2011) 21
- 22. Social Business Maturity (Spondor, 2011) Level 1: Monitoring Level 2: Online Research Level 3: Social Targetting and Data Management Level 4: Social Business Collaborations 22
- 23. Part III: Social Media & HR 23
- 24. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-1 http://nstore.accenture.com/technology/millennials/global_millennial_generation_research.pdf 24
- 25. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-2 Cultural Challenges from Socia Media Leaders underestimate benefits and fear risks Enterprise cultural change Silos and organizational change Rewards and incentives Scaling of talent needs Tools and knowledge management capabilities Keeping up with the pace of change 25
- 26. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-3 26
- 27. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-4 Three Transformation Techniques ”Use a rapid knowledge transition tool kit built on social media to help share knowledge across the organization” ”Set standards and requirements for use of collaboration technologies to overcome resistance to change and to encourage use” ”Focus on middle management” 27
- 28. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-5 28
- 29. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-6 29
- 30. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-7 30
- 31. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-8 31
- 32. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-9 32
- 33. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-10 33