Helping You Succeed in the Digital Era
Your Digital Era Career
Courtney Shelton Hunt, PhDSeptember 12, 2013
About the Speaker
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Courtney Shelton Hunt, PhDCourtney is the Founder and Principal of The Denovati Group and an international consultant, speaker, teacher, and writer. Her background in business development, communications, human capital management, information technology, and academia, combined with her business acumen, enables her to provide a unique holistic perspective and strategic leadership to organizations.
The Denovati Group enhances the success of individuals and organizations in the Digital Era through an alliance that provides thought leadership and guidance, research, consulting and training services, and a professional community that fosters the sharing of information and best practices. These objectives are accomplished through three divisions and two sub-brands:• Denovati Solutions• The Denovati Network• The Denovati Institute• SMART Blog• SMART Resources
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Topics to CoverUnderstanding the Digital EraHow social and digital technologies are
transforming how work gets doneWhat it means to be a leader in the
Digital EraDigital Era career considerationsWhat’s on your mind?
UNDERSTANDING THE DIGITAL ERA
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Five+ Decades!?!?
1957
Social Tech Makes the World Go ‘Round
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Social Media through the Ages
Cave Paintings Hieroglyphics Smoke Signals
Messengers Ham Radio CB Radio
Think of (digital) social media as “new” tools for doing “old” things
All images from Wikipedia
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OMG, Social Media is SO Last Century!
Classmates.com launches
Classmates.com launches
1992 1993 1994 1995
First web search engine
First web search engine
First SMS text message sent
First SMS text message sent
Match.com launches
Match.com launches
First blog?First blog?
First graphics-based web browser
First graphics-based web browser
Craigslist launches
Craigslist launches
First video webcast
First video webcast First wikiFirst wiki
First library of digital images
First library of digital images
First image posted to the web
First image posted to the web
eBay opens for business
eBay opens for business
First consumer-priced digital camera
First consumer-priced digital camera
Source: Jeremy Norman’s From Cave Paintings to the Internet
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What’s Your SMQ?
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New Software and Hardware New Forms of Digital Networks
Thinking beyond Social Technology
We’re talkin’ SMAC:Social, Mobile, Analytics, Cloud
In the Industrial Era In the Digital Era
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+
“Real World” vs. “The Cloud”
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Terms and Trends
3D Printing Augmented reality
BitcoinBYOD
ChromecastCMSCRM
Crowdfunding
DDoSe-Discovery
FISAHackingMOOCSaaS
SEA, SEM, SEOSmart watches
How many can you define and/or describe?
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The Denovati…Pronunciation guide: day-no-VAH-teeDeconstructing the term:– DE = Digital Era– NOV = short for novani, the Latin term for colonists,
immigrants, new residents…– ATI = those who seek knowledge and/or are in the know
The Denovati areDigital Era explorers, pathfinders and pioneers
who seek to understand and effectively leverage social and digital technologies
THE DIGITAL ENTERPRISE
Industrial Model
Work and knowledge are centralized, with people and information physically
co-located
Work and knowledge are decentralized, with information being distributed via
email (and often stored locally) even when people are physically co-located
Work is decentralized, with people being both physically co-located and disbursed,
but information and knowledge are centralized
Early Digital Model Mature Digital Model
The Evolution of Work
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Organizations Get “Social”
PublicSocial Media
Pages
(Semi)PrivateDigitalGroups
Internal Platforms
CommunicationAnd
CollaborationKnowledgeManagement
BusinessIntelligence
ProjectManagement
Learning
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Focus on Features and Functions
Feature/Function Externally Inter-Organizationally
Intra-Organizationally
Blogging (and Vlogging)
Chatting/instant messaging
Customized aggregators, dashboards, portals
Discussion forums
File sharing and editing
Geolocating
Group/subgroups
Media sharing (photos, videos)
Microblogging, status updates
News and event sharing
Podcasts, videocasts (live or recorded)
RSS feeds
Social bookmarking
User-generated profiles
Virtual reality/simulations
Wikis
Rather than thinking about specific platforms, products, or services, think about how specific 2.0 features and functions can be used:• Externally (i.e., marketing/branding, sales,
PR, customer service)
• Internally (e.g., knowledge management, business intelligence, internal communication)
• And between organizations (e.g., product development, project management)
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There are No Limits…Feature/Function Externally Inter-
OrganizationallyIntra-
OrganizationallyBlogging (and Vlogging) X X X
Chatting/instant messaging X X X
Customized aggregators, dashboards, portals X X X
Discussion forums X X X
Email X X X
File sharing and editing X X X
Geolocating X X X
Group/subgroups X X X
Media sharing (photos, videos) X X X
Microblogging, status updates X X X
News and event sharing X X X
Podcasts, videocasts (live or recorded) X X X
RSS feeds X X X
Social bookmarking X X X
User-generated profiles X X X
Virtual reality/simulations X X X
Wikis X X X
Yes, the answer is
“all of the above”!• All of the 2.0 features and functions
available today, as well as those not yet launched, can be used in any way an organization sees fit
• It all depends on your strategic goals and objectives, and the value of the tools and technologies in helping achieve them
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Social Business Platforms
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Platform UsesMaintaining customer, talent, alumni and
other digital communities Intranets and extranetsDocument storage and management Individual communication and collaborationCommunication and collaboration within
teams, groups and departmentsProject management, both internal and
external
Social Business Applications
Accounting and Auditing Finance Law and Ethics Operations Management Knowledge Management Information Technology Leadership Communications Human Capital Management
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Functional Area Impacts
•Enhancement of business intelligence through the use of 2.0 technologies•Changes in what auditors need to focus on•Impact of new technologies on behavioral accounting
Accounting and Auditing
•New regulations and requirements from entities like FINRA and the SEC•Increasing use of social media by activist investors, financial advisors and financial services organizations•Impact of social media chatter on share prices
Finance
Functional Area Impacts
•Changes in regulations and case law to reflect Digital Era realities (both commercial and employment law)•Inclusion of social media in investigations•Changes in the nature and scope of e-discovery•General social issues and new ethical challenges (e.g., privacy)
Law and Ethics
•How new technologies can be used to enhance supply chain efficiency and effectiveness•The use of wikis and other tools to enhance internal operations
Operations Management
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Functional Area Impacts
•Enterprise 2.0 platforms and related initiatives•New ways of promoting innovation and creativity (e.g., crowdsourcing)
Knowledge Management
•Cloud computing and mobile devices as alternatives to traditional IT systems/approaches•New risk management issues from mobile devices and cloud computing•New 2.0 tools for managing IT and other projects
Information Technology
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Functional Area Impacts
•New interaction expectations for leaders•New internal governance challenges and issues•Increased need to incorporate digital technologies into strategy development and implementation•Cultural and change management challenges arising from new initiatives and shift to new technologies
Leadership
•New channels for internal and external communication•New normative expectations with respect to when and how people should communicate
Communications
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Functional Area Impacts
•New job requirements for a wide variety of positions, along with related concerns about compensation, performance management, etc.•New methods for onboarding and mentoring new employees•Changes in approaches to training and development, in terms of both content and delivery•Shifts in administrative processes (e.g., payroll, benefits)•New requirements for staffing, leadership development and succession planning•New approaches for acquiring and retaining talent
Human Capital Management
DIGITAL ERA LEADERSHIP
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4 Barriers to Social Media Adoption
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Accepting the “New Normal” Embracing Digital Era truths Comprehending how big the juggernaut really is Being able to “talk SMAC” – and walk that talk Accepting shifts in the balance of power and the loss of
control Letting go of Industrial Era notions of what “work” is, as
well as when, where, & how it takes place Recognizing that even “digital immigrants” need to learn
how to operate like “digital natives” Adopting a new focus, perspective, and behaviors
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Digital Era Truths Technology doesn’t care how old you are. Interacting via social media and other digital
technologies is not a substitute for “real life” interactions. In the Digital Era, it IS real life.
The ability to leverage new technologies both strategically and tactically is important for organizations of all types, not just for-profit or consumer-oriented enterprises.
Technology adoption and adaptation is fundamentally a human endeavor.
High tech can be high touch.
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New FocusPlacing a greater emphasis on where the
organization is going than where it is and where it’s been
Making time for environmental scanning and trend monitoring on a regular basis
Developing a strategic, holistic perspective that guides tactical decisions and actions
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New PerspectivesThinking of new communication technologies
as utilities rather than novelties – very powerful utilities that require expert management
Recognizing that social/digital technology can increase both efficiency and effectiveness
Moving past simplistic ROI perspectives on whether and how to leverage new technologies; taking a longer-term view
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New Behaviors Developing digital competenciesBeing disciplined, and helping others do the
same Moving from “command and control” to
“listen and respond”Embracing the need to be humble, open,
honest, transparent, engaging, and ethical, with great communication skills and high levels of emotional intelligence
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Fiduciary Responsibilities Understanding Digital Era risks and managing them properly Understanding new and evolving legal and regulatory
requirements– Commercial law– Employment law– Industry-specific standards
Reevaluating governance standards– Leadership (e.g., Board of Directors)– Internal operations
Allocating sufficient resources (both financial and human capital) to meet Digital Era demands efficiently and effectively
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Managing Human Capital in New Ways
Addressing organization impacts including– New positions
– Changes in existing roles and responsibilities
– Restructuring
Ensuring staff have the digital competencies they need to be successful in their jobs; recognizing that an LIY (learn it yourself) approach to new technologies is no longer effective (if it ever was)
Leveraging new technologies as part of talent management, career planning, leadership development, etc.
Digital Era Competency Areas
Concepts: Ideas unique to the Digital Era, or that take on new meaning in the Digital Era
Tools: Specific enabling technologies or applications of technology Platforms: Environments in which multiple social technologies are
leveraged for specific purposes Skills: Capabilities unique to the Digital Era, or that take on new meaning
in the Digital Era Tactics: Specific means of leveraging social and
digital technologies to achieve goals and objectives
Management: Issues and challenges related to the development and implementation of social/digital engagement strategies and plans (including governance, risk, and human capital considerations), as well as the use of these technologies by individuals
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Technology Initiatives in the Digital Era:Leadership from the Top AND the Bottom
Strategic prioritizationResource allocationGovernancePolicies and guidelinesEducation and trainingParticipationOngoing support
Top
Bottom
Opportunity identificationExperimentationProofs of conceptSelf-directed learningEngagementOngoing needs
identification
DIGITAL ERA CAREERS
20 Jobs of The Future? Productivity Counselors Personal Digital Curator Corporate Disorganizer Curiosity Tutor Alternative Curiosity Speculator Printing Handyman Digital Death Manager Personal Life Log Archivist Digital Detox Therapist Crowdfunding Specialist Cultural Skill Sherpa Quantified Self Personal Trainer Vicarious Videographer Privacy Consultant Skype Staging Meme Agent Drone Driver
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Talent Management 2.0
•Employment brand promotion and realistic previews•Job postings/applications•Candidate searching and communication•Applicant management•Candidate assessment•Alumni networks
Talent acquisition
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Talent Management 2.0
New Employee Orientation/Onboard
ing•Introducing organizational culture•Inside scoop on “how things are done”•Virtual cohorts•New hire wikis•Buddy systems•E-Mentoring
Learning Management
•User generated learning and development plans•On-line training with 2.0 transfer features•Informal learning (nka social learning) promoted through wikis, subject matter experts, communities of practice, chat features, etc.•Enhanced skills database through user-generated profiles
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Talent Management 2.0
Career Development
Skills assessmentsCareer pathingSuccession planningE-Mentoring
Leadership Development
• Leadership blogs• Support groups• Shared best practices
Final Selection
Social Screening
Social Assessment
Social Recruitment
Social Sourcing Social Referrals
Social Advertising
© Created by Courtney Shelton Hunt, PhD (2012). All rights reserved.
The Social Recruiting Funnel
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Food for Thought Everyone has a digital identity –
whether they want one or not Our digital identity and brand may
be more public and powerful than how we’re known and perceived in the physical world
If we can make time to take care of our physical appearance and put our best foot forward on earth, we should also make time to take care of our digital appearance and put our best foot forward in the cloud
Are you willing to make time to do things that are important to you, like get your hair done or go to the gym?
Would you leave the house without any pants on – or in torn/dirty clothes?
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Create a Social Media System
Managing Your Digital Brand
Step 1: Review and Critique– Conduct internet searches on yourself– Evaluate your public profile on social media
platforms– Get someone else to critique specific
accounts/activityStep 2: Make-OverStep 3: Maintenance
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Digital Due Diligence
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Discussion
ABOUT THE DENOVATI GROUP
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The Denovati Group
Click here to learn more about who we are, what we do, and what we offer
Denovati Digital Network
Click here to learn more and join us on one or more platforms
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Get in Touch
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