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Ex-Employees, Social Networks, and the Reverse Flow of Knowledge
"Traditionally, ex-employees have been viewed as unloyal, traitors and not to be trusted. After all, an employee who leaves is likely taking all their knowledge with them to the next company, right?
But in an economy so demanding of maintaining relationships with talented individuals, does it make sense to cut ties with those who walk out the door? And does it necessarily mean that an organization loses that knowledge altogether?"
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- New communication channels may be established between the old and new firms
- Colleagues from the old firm gain an increased awareness of the new firm as a resource for knowledge
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“When people are viewed strictly as ‘human capital’, the departure of an employee results in the former employer’s loss of that person’s intellect and talent, and the corresponding gain of those same valuable attributes for the company doing the hiring…But Rosenkopf says the picture is different when employees are viewed in terms of ’social capital’. Workers aren’t just silos of knowledge and skill onto themselves, but rather are part of social networks of workers from various firms
Collaborative Enterprise: Enterprise 2.0 & The Flywheel
My triggering point for this post was a post by Peter Bergman in the Harvard Business blogs on the best way to change corporate culture. It is in many ways a recapitulation of fundamental issues organizations face on the cultural side. He says: "Performance reviews and training programs define the firm's expectations. Financial reward systems reinforce them. Memos and communications highlight what's important. And senior leadership actions — promotions for people who toe the line and a dead end career for those who don't — emphasize the firm's priorities. In most organizations these elements develop unconsciously and organically to create a system that, while not always ideal, works."
What all of this really boils down is two things - human and social capital. Toyota in my view could be one such company - the robust and high performance knowledge sharing network they have built across their supply chain is a case in point. See research paper here .
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"Toyota’s network has solved three fundamental dilemmas with regard to knowledge sharing by devising methods to (1) motivate members to participate and openly share valuable knowledge (while preventing undesirable spillovers to competitors), (2) prevent free riders, and (3) reduce the costs associated with finding and accessing different types of valuable knowledge
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Technology makes things possible; people collaborating makes it happen."
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KM and HR: Siamese Twins?
I've previously pondered over how we could possibly work with HR to ensure success for KM and can perhaps summarize some of the key points as follows: (I am assuming that the points below represent key components in HR strategies)
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Hire people with at least an average KM quotient
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Encourage informal learning mechanisms
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IT, RH, Com : bouleversements à venir
Que restera-t-il à la fonction RH ? Les nouvelles compétences de communication déployées par la fonction communication, l’environnement de travail développé par IT, et dans tout cela, les managers de plus en plus acteurs dans les pratiques classiques d’entretien annuel, de recrutement, de développement …
Le vrai défi, à mon sens, sera de mesurer l’impact des investissements à venir puisque la plupart seront faits dans les domaines … du talent. Identifier les populations clé, définir des stratégies sur mesure pour chacune d’entre elles tout en assurant la cohérence d’ensemble et surtout, surtout, être capables d’établir avec la Direction une conversation suivie sur l’importance et la pertinence de l’investissement dans le capital humain.
HR 2.0: Talents manage their careers alone while corps are blind
Times are changing. There’s no doubt about the fact that corps must change too, because employees (particularly younger ones) already did…And if you’re not able in your HR function to understand their moves and these new behaviors, you’ll be “out of the market” for them, leading you to fights, misunderstandings, and desertion. Human resources like stocks? No. But like assets, yes, and the ability to move with them empowers your role and the trust they’ll have, to drive their career (tip: zapping behavior is normal today, there’s no “career plans” anymore, in long term, by crisis and unknown situations). Even if you’re dealing with this, let’s consider it IN the corp, vs moves to competitors. Could you accept giving assets for nothing to competitors? No. Why would it be different with executives…?
What is HR really for?
So here’s a heads-up on a new shot across the bows from Stefan Stern in Management Today. Stern argues that HR is still in danger of becoming a bureaucratic pariah and suggests a way forward for HR professionals - ‘if we are bold enough’.
Stern doesn’t make his view about the path towards HR’s ‘glorious future’ as clear as it might be, but it seems to be a combination of two things:
* ‘HR professionals need to be real business people, with a grasp of profit-and-loss realities’
* ‘Once some of that precious credibility has been (re-)established, there is an open corporate door for HR professionals to push at. And the prize is large.’
Intangible Definitions | Smarter Companies
Intellectual Capital (IC) - This is a phrase and a concept which was popularized in the 1990’s to explain the significant shift in our economy and businesses as knowledge became the key competitive advantage in the global market. The focus of IC is how intangibles are manifest in an organization. The field of intellectual capital has identified three main categories of intangibles, each of which has a different character. It is important to understand individual intangibles as well as how they work together as a whole:
* Human Capital - This includes all the talent, competencies and experience of your employees and managers. This is the intellectual capital that “goes home at night.”
* Relationship Capital - This includes all key external relationships that drive your business, with customers, suppliers, partners, outsourcing and financing partners, to name a few. This kind of capital also includes organizational brand and reputation. Due to the growing importance of networks in organizational structures, this is also sometimes called Network Capital.
* Structural Capital - This includes all knowledge that stays behind when your employees go home at the end of the day. There is significant structural capital in today’s organizations including recorded knowledge, processes, software and intellectual property.
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On average, roughly 80% of the value of today’s corporation is intangible.
HR is Strategy ~ Jon Ingham's Strategic HCM (Human Capital Management) Blog
And having just posted on Gary Hamel's latest thinking, I was particularly interested to see the article by Hamel's previous co-author, CK Prahalad, which comes to some fairly similar conclusions as Hamel.
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Purpose:
"The first task is to build an intellectual agenda. It must be at least intellectually challenging, and appeal to your emotions, either to your nationalistic identify or to your sense of what is good for humanity."
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Human capital:
"Resources can no longer be contained within the firm. So resources - talent or materials - must be available globally. Second, access, not ownership, is important. That means you may not directly employ any of this talent."
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Factors Of Production For An Innovation Economy | Socialutions
We know that in the knowledge economy, the location of knowledge work is highly mobile – so “Land” does not have the same significance for making things as it did 100-200 years ago. What about “Labor”? Knowledge workers analyze situations, manage many variables, and create unique solutions. They do not really produce identical knowledge pieces like a machine operator or a production worker –so Labor also means something different than a century ago. The term “Capital” refers to money that would be needed now to build future structures, buy machines and to pay wages. Today money buys access to information, education, and knowledge workers. So we see that many old economic principle may not be as applicable in the new economies.
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Intellectual Capital Theory suggests that concentrations of educated and motivated people attract investors to employ them and invest in the communities where they reside.
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The Social Capital Model suggests that people acting in communities can create better solutions, greater accountability, and more economic growth than management, governments, or bureaucracy can induce on their ow
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Content Matters
“You have to think about your employees as your most important and valuable asset.”
Business analytics / business intelligence leader SAS is an incredible success story that owes its success to many factors, not the least of which is its employees:
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Employee tools at SAS:
• SAS Wide Web (intranet in multiple languages)
• Using SharePoint 2007 (MOSS)
• Employee Blogs
• Employee Wikis
• SAS Video portal (executive updates, podcasts, webcasts, town hall meetings)
• Two sound stages at SAS working every day -
Four Critical Dimensions (Insight into change):
1- Human Capital
2- Knowledge Processes
3- Culture
4- Infrastructure - 1 more annotations...
Du travail et du talent: Les nouvelles navigations professionnelles
La séance de ce matin a été de ce point de vue beaucoup plus positive. Moins théorique et plus pragmatique, notre approche aboutit à un repositionnement de la question RH au centre du développement économique, de l'entreprise
Leader to Leader - Leader To Leader Journal
The key to future competitive advantage will be the organization's capacity to create the social architecture capable of generating intellectual capital. And leadership is the key to realizing the full potential of intellectual capital.
Innovation/Web 2.0 - The Global Human Capital Journal
their clients are struggling with adjusting to the Knowledge Economy, globalization and decreasing margins and Enterprise Adaptability prescribes collaboration and innovation to cure legendary agility gaps.
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