Better Home and Gardening

Logic

In today’s global and distributed knowledge economy, learning is the only significant differentiator of business results. In Brandon Hall Group’s research, % of organizations indicated their social strategy is well developed. They told us their top concern was how to optimize social learning within their organization without creating unwanted organizational complexity. Building a comprehensive social strategy represents a real opportunity to accelerate the business impact of learning strategies in most organizations, regardless of region or industry.

The CEO, other senior business leaders, and HR, Talent and Learning and Development (L&D) leaders should act as internal consultants to the business and to each other to implement a social strategy that creates and sustains organizational success. This new, strategic “tell-me, show-me, let-me-try” working session, led by Brandon Hall Group’s most experienced HR, Talent and Learning and Development practitioners and consultants, is centered around our proprietary framework for social and collaborative learning strategy excellence. The workshop presents leading practices and offers practical tools to enable decisions and pragmatic actions for accelerating the business impact of a social learning strategy.

This full-day curriculum drives toward three outcomes:

• Understanding leading practices for social learning

• Diagnosing current-state of social strategy

• Planning for higher impact future-state social strategy

Tag(s) Aquatics

Description

For years, senior leaders have been tasked with understanding the drivers, trends and challenges for implementing a social strategy – aligning corporate goals with the social strategy, supporting key learning and talent processes through social platforms, IT considerations and others -- without any real data that illuminates why each activity is critically important to the other and without insight about the enablers underscoring each activity. Of course, inefficiencies and ineffectiveness prevails. To break that low-impact cycle, this workshop provides insights on:

• The key linkage between business goals and social strategy decisions

• The science behind a set of leading practices for each social process

• The organizational enablers of a high-performance social strategy

Diagnosing Current-State Social Learning

Understanding leading practices for social is just the start. For business and HR leaders to take action, another critical step is understanding how effective the current social strategy is – what works, what doesn’t, what is a priority for change, who needs to be involved in change decisions, and what organizational factors hinder or help the change transformation. Using proprietary tools, the curriculum allows leaders to:

• Assess current state social practices

• Review stakeholders involved, and those who should be involved, in social strategy decisions

• Pass judgment about what level of business impact social should be generating

Planning for Higher Impact Future-State Social Learning

A key to more effective social strategy is an actionable plan to execute on leading and critical social strategy practices. In this section of the curriculum, leaders will create a pragmatic action plan. Sharing their plans with peers through group activities and an informal panel discussion, leaders will have the opportunity to validate and revise their plans in preparation for execution of them immediately upon returning to work. This section of the workshop covers:

• Action planning for higher-impact social learning

• Validating action plans

• Peer sharing to check reasonableness and alignment with analytics-based leading practices