Download Credo Connect - Social HubSite

Credo Connect
Idea and Collaboration Deck
Credo Connect Committee
Mission
“How do we get to a state where Credo Connect is a
community tool, not a communication tool?”
-Greg
Logical Design Components
•
•
•
•
Purpose
People
Platform
Process (timing, frequency, content,
contribution)
Idea and Collaboration Deck
This PP is a collection of ideas, notes, comments,
and models from ongoing meetings regarding
Credo Connect. I suggest that nothing is sacred
and anything can be changed. I ask, however,
that we create new slides for things we change
so we can track the original concepts.
Joel Kline
Onboarding Model
1. Orientation
HR activities such as IRS forms, benefits, payroll, software, logins, hardware, etc.
2. Acclimation
What is CREDO?
How does CREDO conduct
business?
Who is the Community?
3. Integration
What is my role in the Credo Community?
Par. text for onboarding model
The first stage, Orientation, provides the basic HR functions necessary to start a position with Credo
Technology Solutions. This stage includes important steps such as: signing a contract, obtaining a
computer, receiving logins to corporate platforms and software, acquiring hardware, and completing
employment and government forms.
The second stage, Acclimation, is the stage where the new employee learns about our mission, our
model for conducting business, and our community. This stage has three sequential steps. First, the new
employee reviews information about the company’s history, and mission. Second, the new employee
receives information and resources on how to do her specific job using Credo processes, models, and
tools. Finally, the new employee engages other members of the Credo community, especially those
team members with whom he will work closely.
The third stage, Integration, requires the employee to reflect upon where he fits in our organization.
This stage involves:
• Employee writes a one-page reflection piece that describes her strengths, areas for improvement,
how and what she wants to learn, and where she can contribute to the collective effort (and
knowledge).
• Immediate supervisor conducts a 30 minute face-to-face or telephone interview with the employee
to review the employee’s understanding of Credo and set goals and expectations.
• Employee posts a one-paragraph summary of his reflection piece to his profile on Credo Connect.
Pre-employment Stage
•
Notes added by Monica Walker 7/9/2014
•
Pre-employment Stage
– This stage takes place before the employee’s first day.
– All pre-employment paperwork is completed
•
Including but not limited to:
–
–
–
–
–
–
–
–
–
–
–
•
Signed offer letter
Employment Applications
Benefits forms
Medical
Dental
Vision
401K
Direct Deposit Form
W4
Local Government Tax Form
Background Check Form
Employee Database access is set up
–
–
–
–
–
Email
Credo Connect
Salesforce
Job Diva
Dice
Proposed Onboarding Schedule
Notes added by Melissa F. for meeting on 7.02.14:
•
Meeting set up on 7/8 with Laura. She will teach both Monica and I to upload
content.
Ideas for Acclimation:
• Handwritten “welcome to the team” note or card
• New employee welcome email or e-newsletter
–
–
–
–
Includes links to CREDO Connect
Important info about “who does what”
Intro letter/note from Greg
Link to welcome video with video intros from staff
• Greg posts on CREDO Connect (personalized welcome
message)
– All employees are encouraged to comment
Notes added by Melissa F. for meeting on 7.02.14:
Ideas for Acclimation:
• Day 1 – New employees are always assigned a
mentor or “buddy”
– We can create to-do lists for buddies to adhere to
• “How to Use” CREDO Connect
– Establish upfront that this is our key communication
platform and digital community
• Develop Introductory Powerpoint
– Includes company history, basics of what we do, intro to
brand, etc. but not as overwhelming as operations manual
Notes added by Joel on 7.9.14
Sale Training Ideas:
Learning Objectives
• Explain the collaborative selling model and the role of Practice Directors
• Choose the right questions; questions that point to the problem and lead
the client to acknowledge a problem.
• Describe how to use existing successes and clients to prospect.
• Explain retail channel IT and its differences from manufacturing and other
sectors.
• Illustrate how our competitive advantage is providing the best person to
solve a problem.
• Identify how to align IT and business purpose to create a pipeline of future
opportunities.
•
Training Modules (Joel)
Proposed Curriculum Modules
Module 1: Introduction
An introduction to how Credo adds value to client IT projects and our process to make money. A short history of the company including how our mission
aligns with the needs of our clients.
Module 2: Retail
How retailers use IT services. Where Credo fits in the IT model between Software Licensing companies and Systems Integrators. Case study summaries for
successful projects which salespeople can use to sell retail clients.
Module 3: Products and Services
Oracle Retail products and the products and services that we offer. Project management services and the value we directly add for our retail clients.
Module 4: Collaborative Selling
The collaborative selling model and how it works. Examples of how to use Practice Directors and their expertise to sell.
Module 5: Prospecting
Using existing clients, contacts, and field personnel to find new opportunities. Working digital media increase your personal brand identity. Developing
content-driven solutions for attracting new followers and clients.
Module 6: Starting the conversation
How to begin a dialogue with potential clients. Asking the right questions from the client to lead them to his problem. Explaining relevant examples of work
we have completed.
Module 8: Platforms and Reporting
Using our software and Credo Connect to document customer engagement. Establishing Key Performance Indicators (KPI) for contracts and prospects.
Mining software, email, and databases for finding new prospects.
After Acclimation the Employee should be able to answer:
• Who’s my boss? Who’s my boss’ boss?
• How do I quantify my position: KPI, expectations,
interaction with supervisors, communication
channels?
• What people, tools, and techniques (resources) do I
need to do my job?
• What are the processes that Credo uses to do
business (and make money)?
• What is our brand? What is our value proposition?
Value Proposition Ideas
From Greg:
• Effective Communication to the marketplace
• Confidence in translation
• Serve as checks and balances between the
parties
Credo Value Prop
Credo
____?___
SI
VEN
(Staffing &
Completion)
(Licensing)
Client
(Schedule,
cost, scope)
This model shows how Credo augments the Vendor and the System Integrator for
Client IT projects. The comment in parentheses is the focus for the entity. In other
words, the Vendor is most concerned about licensing its product.
Content & Taxonomy
•
Find
–
–
–
–
–
•
Share
–
–
–
•
News
Answers
Personal insight (“I’m running 5K for cancer on Sat.)
Collaborate (Do employees within CREDO cooperate (rely on one another) or collaborate (work together for a
combined product)? Need access to:
–
–
–
•
People
Documents
Answers
Events, meetings, availability
MS Outlook, GOOG Calendar, etc
Project information
Chat/Communication
Negotiation and resolution
Gateway
–
–
–
Jobsdiva
Salesforce
Workday(?)
Questions to Consider
1. Do employees within CREDO cooperate (rely on one
another) or collaborate (work together for a combined
product)?
2. Do you use a project tracking or PM tool for CREDO
projects?
3. Are you BYOD for mobile technology?
4. A perfect world for CREDO is a communication structure
where people use email to say…
5. A perfect world for CREDO is a communication structure
where people use CREDO connect to say…
6. What kind of groups are people in?
7. Kinds of documents do people share?
Sample Communications Charter
At a recent conference presentation Gavin Austin, from salesforce.com, said every
organization should ask three questions to integrate social software into business: 1.
Are you ready? 2. When do you use email versus social software? 3. Do you have a
communications charter? The above charter is from salesforce.com.
Andrew McAfee Model
Concepts
•
•
•
•
•
Brainwashing
Trust
“No Silos”
Dashboard
Ad Hoc
Types of Information
• Tactical – employee’s role and how he can do
his job
• Collaborative - working with others, remaining
connected, and resources that support this
• Emotional - trust and a feeling of belonging,
commitment to the brand
Activities
Quality Assurance
I logged into Credo Connect this morning, looked at my profile and nothing was there. Please put yourself in my position. Jason fixed mine….
•
Profile – Name, Title, Email, Phone, Bio
•
Phone list – No need for a phone list – it should be on the person’s profile, searchable by the front page.
•
Search – On the front page, when I search for the Org Chart, it doesn’t appears
I need one search engine that returns across the board – Articles, post, videos, documents… our own Google of knowledge of results for Partners, Business
Development Directors, Recruiters, Admin, Marketing, a new hire, Financial Investors, etc.
Content
•
Documents that need publish – teach Monica and Melissa, if they are not doing it, Joel let me know
•
Operations Manual (broken out and searchable by sections in the manual) so it gets right to the point…
•
Credo Way
–
–
–
•
•
•
•
Mission Statement, Values, etc.
Sales
Recruiting
Template for how we respond to Proposals
White papers
Case Studies (from website)
PowerPoint Presentations
Reports
•
Figure out financials (so it is secure for partners)
•
Credo Connect Results Report
–
–
–
–
What are people looking for on Credo Connect
What documents are they reading
What articles, posts, forums, etc. are they reading
Who is logging in and using Credo Connect
Quotes
• “Larry Ellison teaches his people to be sharks, not
tuna…”
• “We are the Navy Seals - we are who you call when
the wheels fall off your Oracle implementation…”
• "Open up the sciatic nerve…"