Robert-Jan Sips IBM Center for Advanced Studies 28-5-2015

ert-Jan Sips
IBM Center for Advanced Studies
28-5-
Only
30% of US workforce is currently engaged in their work.
This means that the vast majority of workers does not reach their full
potential.
The estimated costs of Disengagement (visible in e.g. lack of productivity,
lower customer satisfaction, employee turnover, absenteeism, etc) are an
estimated
$450-550 billion
Source: The state of the American Workplace (Gallup)
Currently, companies use monetary rewards to engage and retain employees,
in the ‘war on talent’.
2008: Google vs. Facebook, causing Google to raise all salaries by 10%.
Asking employees, across generations, teaches us that soft factors are
considered at least equally important as hard factors
The inclusive Enterprise: working towards Inclusion:
“a
sense of belonging: feeling respected,
valued for who you are; feeling a level of
supportive energy and commitment from
others so than you can do your best work”
By taking a Computer Science approach.
Source: Sips, Bozzon, Smit, Houben. The Inclusive Enterprise Vision and Roadmap. ICWE 2015.
“Primum non nocere"
Guiding principles
(1) Integration and Transparency
(2) Engagement by Design
(3) Trustworthy and Privacy by Design
(4) Reuse
Source: Sips, Bozzon, Smit, Houben. The Inclusive Enterprise Vision and Roadmap. ICWE 2015.
The Inclusive
Enterprise
system
Starting
with a series
of studies
(1) Social Environment Sensing
(2) Engagement / Gamification
(3) Physical Environment Sensing
A study in how enterprise employees use and perceive Social Media
Enterprise
Directory
Professional
Social Networks
Enterprise
Social Networks
Enterprise Blogs
Personal
Social Networks
Enterprise Q&A
Personal Blogs
Communications
Our study
Source: Bozzon, Efstathiades, Houben, Sips. A study of the online profile of enterprise users in professional social networks. WWW 2014.
January - March 2013
134 IBMers
Survey
January - March 2013
134 IBMers
LinkedIn API Access
40K 1st
Level Contacts
IBM BluePages
9000 IBMers
Which enterprise organisation information (role) is implicitly
revealed by users in professional social networks?
LinkedIn
No IBM Policy
Blue Pages
Manual Inspection
LinkedIn
Blue Pages
Equal (75%)
LinkedIn
Blue Pages
Similar (13%)
(23.5%) Same role described with different terms
“CICS TS Product Manager” in BluePages
“CICS Product Line Manager at IBM” in LinkedIn
(76.5%) Generalised role description
“Service Sales Public/ING” in BluePages
Service Sales at IBM” in LinkedIn
LinkedIn
Blue Pages
Different (12%)
(80.2%) Generalised role description
"Associate Project Manager IBM” in LinkedIn and
”Mobility phones, data cards, blackberries Services”
(19.8%) different job role description used a personalised,
captivating description
”Passionate provider of Competitive Advantage for IBM” and as
”European Sales Execution Leader” in BluePages
Insight
Majority (~80%) IBMers Report Their Internal Job Role:
actual information about IBM internal organisation are
also accessible to the outside world
When different: Self-promotion
Can an organisations’ key employees (managers) be identified
from professional social network profiles?
Managers: coordination of other people’
work.
> 2200 in our dataset
Identify patterns in the terminology used in
LinkedIn job description
•
•
•
Only 16% in the top 50 bigrams are shared by both managers and non-managers
The words Manager/Leader/Director emerge as the most used in both categories
“Senior” is popular in non-manager => level of knowledge and experience
Insight
Clear linguistic distinction in job role
Overlapping terms generally refer to
more operational responsibilities
Easy to identify important
coordination figures within the
organisation
Which factors related to the employer influence the social
reach (# Connections) of an employee?
All 40K users
Country of
Employment
Netherlands, US, Belgium, UK
Compared #
Connections
< 500 conne
Company
Industry
Company
Size
Computer/Software
Management Consulting
Financial, Banking
Very Big, Big, Small, Very Small
Only factors that
passed normality tes
Insight
Influence of Country of Origin
but some latent factors can play a role
Influence of Industry Type
Which factors related to the operational organisation within
a company influence the social reach of an employee?
134 seed IBMers
< 500 connection
A manages B in BluePage
Insight
Managers tend to connect more with
employees higher in the organisation’s
hierarchy
Connection with manager (and
manager’s manager) => more social
reach
Questions?