As stories of sexual abuse flooded social media in response to the #MeToo awareness campaign, NBN Co chief executive Bill Morrow’s thoughts went straight to his employees. Were there victims of sexual assault and harassment amongst his staff at NBN, Australia’s National Broadband Network? Did they need help? Could he help break the culture of silence around abuse? How could the leader of a large national corporation find out answers to such a sensitive topic and let staff know he is here to help? His answer was the most obvious – ask. Offer to help. Engage in conversation. Show true
I started out composing this blog post with the intent of informing on how to start and sustain a good online conversation. As part of my research for the article I came across MIT Professor Sherry Turkle’s book on ‘Reclaiming Conversation: The Power of Talk in a Digital Age’. There is substantial material available for helping us conduct more effective online conversations. However, if you are like me, there is always that nagging doubt about whether online conversations ever achieve the level of fidelity and depth that a face to face conversation can take. Turkle’s book turned this nagging doubt
The world’s largest private employer, Walmart, has signed up with Workplace by Facebook. It means 2.3 million employees are now able to connect and collaborate across the entire organization. Why did the king of retail align itself with Workplace, Facebook’s relatively new venture into enterprise social networking? Because the retail industry is being disrupted and its only defense is to disrupt itself. Traditionally, retail has been one of the major employers globally. It’s now one of the most affected by digital disruptions, including online shopping and virtual supply chains. The pressure for the retail sector to innovate and change has
For most large organisations, it’s an absolute pain to keep your staff directory up to date. Staff profile data tends to be spread far and wide across different systems, be they human resource data bases, email directories, payrolls and the like; with no single up-to-date repository one can rely on. Believe me, the journey is worthwhile for many reasons. In this post we are selfishly addressing our SWOOP customers and prospects. SWOOP is founded on the science of social network analysis (SNA). Value from SNA is achieved by identifying the relationship connections between individuals. The follow-up core value then comes
Enterprise Social Networking (ESN) is starting to impact how staff at all levels of the organization behave and interact with each other. In particular, we are starting to see progressive CEOs and their senior executive teams looking to ESN to sidestep the traditional top down communication cascades and engage directly with ‘shop floor’ level staff, to build staff engagement overall. We first reported on this trend more than 18 months ago when we interviewed former Telstra CEO David Thodey, the head of Australia’s largest telecommunications company. Thodey stated that his driving enthusiasm for ESN was the way it enabled him
As we started introducing SWOOP to Workplace by Facebook clients, the big difference we noticed between Workplace customers and customers using other Enterprise Social Networking (ESN) platforms was the proportion of “Open” to “Closed” groups. Our 2017 benchmarking report of 57 organisations worldwide identified an average 74% open groups, with four organisations being 100% open. We have always pushed to keep the number of open groups as high as possible, while acknowledging there are always good reasons to have some groups closed. Isn’t that why organisations are adopting an ESN in the first place, to enhance transparency and open sharing?
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