Over the last few months as I have delved and tried to understand the new emerging world of the Social Business (i.e. how businesses are being shaped by emerging technologies that make us all want to be creators rather than consumers) - one area is emerging as the arrowhead of change in organizations.
Take a look at this list of use cases that the folks at Altimeter Group came up with
Most organizations who are looking at becoming social businesses - are looking at getting insights in the areas of marketing, sales, innovation and support and responding to them. There are lots of tools - from basic to complex to help organizations do that.
Social CRM sets the stage (or assumes) that HR, Sales and Marketing are now everyone's job. However, social CRM when built with workflows - needs organizational structures and processes to enable it. And I am not merely talking about policy. The questions that need to be answered are:
- If I am not in Marketing and Sales, but I come across a tweet/facebook posting/Blog which either praises my organization/product or disses it - how do I respond? Should I respond?
- Someone on my friend's list is looking for a product. I think we could build our existing product to what he wishes for. Should I connect him with someone in the R&D team?
- How do people within the company connect and collaborate with each other to solve customer issues? How do they acknowledge the issue, and respond to the person externally to share what's being done.
- Within the organization when someone is working on an issue how do co-workers know about it - and add their perspectives?
- Is there a way for point 4 to be expanded so that customers externally who have ideas are also able to contribute?
When organizations will end up answering these questions - they will understand that the way they recruit, motivate, assess, reward and promote people needs to change. This is because
- Achievement in this organization is not the same as in today's organization
- Collaboration is both external and internal. How do you encourage it.
- We're talking about discretionary effort driving the organization - so forget employee engagement - the question HR needs to ask is "How do I convert my employees to be my evangelists - who view their job in not just making my product/service but as creating more evangelists?"
Do take a list of my related other posts here.
What do you think? How will HR need to evolve - and keep up as the customer facing parts of the business start building, managing communities and "get social" ?