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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…"