Video: Extended Enterprise Use Case - Enterprise Social Networking in Talent Management - Cornerstone Coffee Cast

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Enterprise Social Networking in Talent Management - 6 Use Cases
#1: Onboarding
#2: Performance Management
#3: Informal Learning
#4: Workforce Planning
#5: Alumni & Retiree Networks
#6: Extended Enterprise

Extended Enterprise Use Case - Enterprise Social Networking from Cornerstone OnDemand on Vimeo.

Charles Coy: Welcome to the Cornerstone Coffee Cast Series. I'm Charles Coy Cornerstone's director of Product Marketing. Today I'm enjoying a cappuccino made with whole milk and extra foam.

We're talking about Enterprise Social Networking in Talent Management and this is part 6: Extended Enterprise Use Cases.

So we're talking about concrete use cases for enterprise social networking in talent management, because as we've said, if we can't make use cases for social networking, social software kinds of tools, we're not going to get it deployed and we're not going to harvest some of these advantages. We do think there are great advantages. The last use case is kind of two use cases and it's for the extended enterprise.

Before we talked about social networking tools in the context of internal processes that we're all accustomed to doing and handling and thinking about in HR and talent; things like learning and performance and succession planning. This is a slightly different one. This is talking about facing our customers, partners, and suppliers; these extended networks. And sometimes this conversation is applicable for a different kind of audience than an HR or talent person, but recently Cornerstone has being seeing the HR and talent organization get involved in the extended enterprise, whether that's through training and certification or other kinds of programs. When it comes to social networking there are a lot of great things that make sense for using social software in the context of serving the extended enterprise, first for customers.

We know that customer networks hold valuable information and if we can engage our customer networks about our products about our services about the things that we're doing and also support them this way, this is a great way to build lasting relationships with customers, of course that's what it's all about.

There are three buckets here when we talk about using social software, social networking tools to serve the customer—networks of customers. A lot of organizations are already in some ways serving customers through maybe some custom portal we've built through a newsletter, through something; but the reality is we can start to use these next generation tools to do a couple of things for customers; one, self-service customer support. So, to the extent that we can build a community that has all of the new product release information, all of the new spec sheets, all of the information about releases, products and services, we can reduce support calls, we can increase access to this type of information, so it starts to be a self-service customer support area to the point where we can solve that first level of customer support before they have to reach out to somebody in the organization. More important than sharing documents and files and things—that's great and it's good to build a portal like that—it's the ability of the social software to do the social part of the name and that's connect our customers to other customers who have been successful, so customers can start to learn from one another in active communities.

When we think about serving customers with social software I think it's good to think about it in two ways: one; it's that ability to rapidly build out communities to share documentation and best practices and the kind of access to materials that customers need to hopefully reduce support calls in some way; but more compelling, is the ability to connect customers, to connect real people with these tools, which is the promise. Self service customer core support being customer engagement, and then the ability to capture customer feedback to get market research from our most loyal champions, which are theoretically our customers.

The same argument applies in the extended enterprise when we talk about partners and channels. Connecting to our partners, particularly if they're in resale channels to make them more successful, because when it comes to indirect sales or partner networks, the big challenge is always, "How do I train my partners? How do I train my resellers? How do I make them effective in the field?" Enterprise social networking—or social software tools—are another slam dunk for servicing the extended enterprise this way. Similar to the customer community concept it's kind of two parts: one, give my partners—like I say, it's particularly critical in resale channels—access to the latest information about products, about my services, about my partner programs, about how we do business. Give them that access 24 hours a day no matter where they are. Make it easy. But more interesting, perhaps more compelling, is the ability to let our partners talk to one another, and this is the social part of social software, right? So, if I have a successful channel partner in a region or in an area, let's get that partner hooked up with my new partner who's just getting up to speed. And so, in the same way our employees internally become high performing employees not just on the basis of what they know, but who they know, the same lesson applies when it comes to our customers and our partners.

So this has been a discussion on what has been what I think is a really compelling use case for social software in talent management and that is serving the extended enterprise. There are others in the series. And we hope to hear from you soon.

For more information call (888)-260-0406.
www.cornerstoneondemand.com

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