Jobfinder bød i okt. 2013 i samarbejde med Capax og Mediehuset Ingeniøren Live velkommen til en dag i rekruttering og sociale mediers tegn.

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
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2. OUTLINE
 The Internet Revolution
 Current Trends
 Business Transformations
 Social Business
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Social Media Engagement
Social Media Analytics
Social Media Management

Social Semantic’s Networked Business Factbook

Applications to HR
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3. Why should companies be on social media (facebook)?
What do you think?
because
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it is there
everybody else is there
expected by customers
demanded by customers
hijacked by customers
business value
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4. Current Trends
Ubiquitous & Pervasive Computing
Participatory Turn of the Internet
Technologies of the Self
Digital Positivism
Civic Panopticon
(Vatrapu, 2008)
(Vatrapu, 2008)
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5. Concomitant Convergence

Services: Local, Social, Mobile
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Media: Owned, Paid, Earned
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Interactions: My Place, Your Place, Our Place
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Scorecards: People, Planet, Profit
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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
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7. 7

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.
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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
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10. Part I: Social Media Engagement
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11. SOCIAL MEDIA ENGAGEMENT: STAKEHOLDERS
Wollan, R., Smith, N. & Zhou, C (2011)
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12. SOCIAL MEDIA ENGAGEMENT: COMPLEXITY
Sony PS4 Controller: “Share” Button
Image from Kotaku
Wollan, R., Smith, N. & Zhou, C (2011)
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13. FOUR TYPES OF ENGAGEMENT
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14. Part II: Social Media Analytics
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15. 15

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17. SOCIAL DATA
 Social Data
 Social Graph (Actors, Actions, Activities, and Artifacts)
 Social Text (Topics, Keywords, Pronouns, & Sentiments)
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Social Data Issues
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Key Performance Indicators (KPI)
Return on Investment (ROI)
Campaign Duration (3 days– 1 year)
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Pre-Click vs. (Non)Click vs. Post-Click
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What about House Data?
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18. SOCIAL MEDIA SCORECARDS
 Systematize the field
 Academic Rigour + Industry Relevance
 Knowledge-Creation + Problem-Solving
 “Meaningful and Actionable Insights”
 Include
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“Ultraviolet” Social Data
Web Analytics
Integrate
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House Data (social-CRM and such)
Training and Certification
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19. Software: Social Data Analytics Tool
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20. Part III: Social Media Management
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21. SOCIAL MEDIA MANAGEMENT: FRAMEWORK #1
(Wollan, Smith, & Zhou, 2011)
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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
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23. Part III: Social Media & HR
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24. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-1
http://nstore.accenture.com/technology/millennials/global_millennial_generation_research.pdf
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25. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-2
 Cultural Challenges from Socia Media
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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
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26. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-3
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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”
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28. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-5
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29. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-6
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30. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-7
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31. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-8
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32. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-9
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33. SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-10
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34. Discussion
vatrapu@cbs.dk
http://cssl.cbs.dk
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