Web 2.0 – Is HR missing out on this revolution?
Submitted By stargtm on 2/13/2009 8:08:21 PM

For HR leaders Web 2.0 is a phenomenal opportunity to engage with their employees and talent community and the community at large..but they need to know. In this blog I will share examples of how companies are leveraging these social computing technologies to gain competitive advantage in talent management.

So what is Web 2.0? It is the second phase of the revolution that started almost 15 years ago with the introduction Netscape browser and changed how we access knowledge, communicate and collaborate with each other. Forrester Research identified a trend it called “ Social Computing” where people are socially and professionally connecting with each other using on line tools and social networks like Linked In, Facebook , Orkut to get things and information from each other rather than from centralized structured institutions. People buy from each other on Ebay vs. going to a supermarket or store; people in Bangalore rent apartments from Craigslist vs. looking through the classified section in newspapers. My son downloaded Open Office – a Microsoft Office competitor that is free and is being created by engineers working together across the world vs. a big company like Microsoft. Businesses and HR are ambivalent about how to put its arm around this phenomenon as businesses are built on command and control and organized dissemination of information. This undermines that control and flow of information. This revolution has already transformed businesses, created new business models and how companies do business. Encyclopedia Britannica which was the fountain of knowledge, cost a fortune to own and a room to store has been replaced by Wikipedia which is free, real time and takes no space. This revolutions has been embraced in our personal lives. One out of seven urban couples married in 2007 met online; MySpace is the 11th largest country in the world; at Summit HR we communicate with candidates more over SIMS than email
Among the top trends Watson Wyatt has identified for 2008 was companies adopting advanced, “web 2.0” technology. With the rapid growth of consumer-oriented web 2.0 applications, organizations are considering increasingly interactive strategies and technologies. While many corporations are using web 2.0 elements such as blogs and wikis, organizations are just beginning to implement other elements of social networking. All of these systems could reduce the focus on traditional e-mail and make work communication a more dynamic experience for employees.

Let me first share few examples of how web 2.0 is changing the HR world
Connecting with Talent Employees and talent community are natural groups for such social network. They work for you or would like to work for you. Dow Chemical was one of the pioneering adopters of intranet and recognized the value of social computing especially to keep in touch with former and retired employees but understood the need for corporate governance and risk management that is imperative for a 50 billion dollar global company.

Dow launched a social network primarily aimed at is US workforce that allowed people to upload their profile and pictures that could be accessed by current employees and alumni.

One month after launch, more than 3,000 users had posted profiles, including 2,624 current employees, 93 former employees and 374 retirees. Managers are effectively using the platform to hire people obtain referrals or bring in retired employees for short tern projects. The cost savings of hiring using this platform over traditional methods paid for the cost of technology is a few hires.

Listening Bell Canada like any large company has employees that have frustrations and complaints and they do not know what how to channel them and when they have a good idea do not know who to go to or move to forward .

Bell Canada came up a ID –Ah!. Anyone can submit ideas , grievances and have employees vote on them. In 18 months shared over three thousand ideas , 15, 000 employees have visited the site and 6,00 have voted 27 of the top ideas has been significantly reviewed
an d 12 have been implemented.

Here is a list of the component technologies
Blog - A web site (“web log”) where people or groups “post” their thoughts, videos, pictures comments, usually displayed in reverse chronological order. Readers of blogs add their own comments and thoughts blogs link with each other to create a blogosphere. It a is great platform for organxtaion to understand what is happening in their company and reach out and connect with the talent community.


SNS (Social Network Sites ) – Members of these sites maintain their profile, picture, videos and share with other members their mood, thoughts, ideas. MySpace and Facebook already have over tens of millions members and Facebook is adding 1 million users in India per month. Social networks have emerged based on interest and geography. Linked in targets professionals. Orkut is popular in Brazil. Hi 5 and Bebo dominate Europe

Podcast - A digital audio or video file distributed over the Internet for play back on media players and computers. Some are live and interactive. The word is derived from Apple’s iPod and “broadcast.”

Wiki - “What I Know Is.” It is a web site where various people contribute to the content and take shared responsibility editing and maintain the truthiness of the content. According to Wikipedia (the largest wiki), the word comes from Honolulu’s Wiki buses (wiki means “fast” in Hawaiian), .
Here are the four factors that makes adoption of Web2.0 easy and inevitable
1) Inexpensive –Most if the time the software is free.
2) Easy to implement – This is not your centralized deployment of ERP system. Web 2.0 thrives on amorphous adoption by people.
3) No training needed.
4) It is powered by human need to connect, hear and listen

   


Paparazzing of CEO compensation and BREAKDOWN of corporate governance
Submitted By stargtm on 2/5/2009 4:11:19 PM
CEOs over the last 20 years in the US have started behaving and some believing they are super-athletes and want compensation to be like that of superstars. Until the 1980s the compensation of US CEOs and their counterparts around the world were at parity. Today a US CEO not only makes 3x to 5x his global counterparts, does not necessarily do a much better job (worse in some cases) but also makes obscenely more.. 200 times of an average worker (in large organizations) while CEOS in the rest of the G 10 nations make approximately 20X the salary of the average worker.

The recent economic crisis that gutted Wall Street, has thrown the world economic order into an unprecedented crisis, the collapse of Enron seven years ago, and recently the fraud at Satyam share a common root cause: an appalling breakdown in corporate governance that is caused by perverse CEO/Executive compensation, often set by a crony boards made up of friends (other CEOs mostly) and family of the CEO, clueless and corrupt private sector risk rating agencies ( Moody; S&P) and auditors, misdirected belief that de-fanging of regulatory authorities by stripping their budgets is good for capitalism and pathetic ineffective and non vocal corporate risk monitoring by companies themselves.

Warren Buffett has said, "Executive compensation is the acid test of corporate governance." In India, an “average” CEO makes half of his global counterparts. However they make significantly more than an average worker (200x) when compared to most other developed nations. CEO compensation in India now has far reaching social implications as private sector controls an increasing portion of GDP , consequently jobs and social happiness.

So how did we get here from the 80s? I call it the Louis Gerstner Effect – where a talented CEO/executive from one industry delivers top performance in another industry. Louis V. Gerstner Jr. was a very high performing CEO who was hired from the giant biscuits business (NABISCO) at a significant premium to turn around a technology company, IBM, which was then struggling. Until then and even now CEOs internally promoted do not tend to command these superstar salaries. Hiring CEOs from the outside was viewed as a panacea. However what we forgot is that for every Louis Gerstner there are many Bob Nardellis that demand superstar pays, but significantly underperform.

Robert Louis Nardelli was hired at Home Dept with no experience in retail and in seven years he destroyed about 30 billion dollar of market value for the shareholders and employees and when the board ousted him he walked away with 200 million of severance.. an amount he would have never made while at GE.

The creation of spot market for CEO talent is not necessarily bad, but can only work for the shareholders and society at large IF (big if) there are independent, engaged and active boards to ensure quality governance to support a true free market for CEOs.

Currently the CEO market is an oligopoly of other CEOs and board members hired as window dressing that determine salaries for each other. Oligopolies are typically managed through legislation to avoid collusion. Government must look at legislating salary caps for CEOs based on size, value of the company, industry comparatives from other countries and other fair criteria. In my opinion, the only exception should be made if the CEO has controlling ownership and the company does not benefit from any governmental subsidies or loans. If the public’s money is at stake, there needs to be strong governmental oversight on CEO compensations through board participation so that we do not find wrecks but prevent them from happening.

There is a need to not only reform the process, but to even reform compensation structure. Directors should not endorse compensation structure that provides huge salary upside for taking unmitigated risks at shareholders cost and limited penalties personally for the CEO for immediate or long terms losses. CEO comp needs to emphasize qualitative measures of executive performance, long term value creation for the enterprise, for its employees and society vs. just quarterly quantitative and financial criteria which test the greed of the CEO to manipulate numbers.

The CEO comp should have a claw back provision to recoup the money in case of future losses that extends over long periods (10 years with comp being held in escrow). Dick Fuld, CEO of Lehman Brother was paid 150 million dollars over the last three years to crater a multi-billion dollar, 150 year old venerable institution and add tens of thousands to the unemployment line. He walked away with no recourse available to shareholders and employees

It would be naïve to assume that the Enrons, Lehmans, Satyam, Maddofs are exceptions. I believe decaying corporate governance and bad CEO compensation design has created many more of such companies which will unravel during tough financial times. To quote Warren Buffet again “You only find out who is swimming naked when the tide goes out”. I believe the tide is going to go down more. Get ready for some more ugliness.

PS: In case you are wondering… I am a free market - libertarian that has benefited from free market capitalism.. but CEO compensation is not determined by free market mechanisms today and self governance is not an entitlement… corporations have to demonstrate more responsibility to earn it.
   


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