Social BPM Necessary to Attract, Retain Next-Generation Employees
This is where the rubber meets the road in social BPM. The next generation of workers is going to expect this level of interactivity at work. Take a recent college graduate, tell her to work in a cubicle all day on a computer without Internet access and only a few breaks, and then tell her she can't make personal calls or text a friend or check Facebook-basically, cut her off from her world-and what do you think the outcome of that conversation would be? Would that employee enthusiastically agree to work for you or look elsewhere-and If she did say yes, how long would she stay?
In this context, the idea of social-enabling business processes makes a lot of sense, not only from a personnel point of view but from a productivity point of view. Processes that until recently took hours, days or weeks can be socialized; suddenly, employees have access to the information and people they need to make better, faster decisions faster wherever they are.
"This creates a great opportunity for the CIO," Krigsman says. "Technology is necessary as the facilitator or enabler. There's an opportunity, then, for the CIO to do something that adds more value and helps transform the business, helps change the business."
Allen Bernard is Columbus, Ohio-based writer who covers IT management and the integration of technology into the enterprise. You can reach him via email or follow him on Twitter @allen_bernard1. Follow everything from CIO.com on Twitter @CIOonline, on Facebook, and on Google +.
Read more about business process management (bpm) in CIO's Business Process Management (BPM) Drilldown.
This story, "Social BPM adds value for enterprises and employees" was originally published by CIO.