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06 May 09

HR 2.0 strategy

Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).

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humanresources2.0 humanresources strategy socialnetworkanalysis people organization web2.0 enterprise2.0 management transformation

The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?
Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.
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- a strategy map and scorecard can be developed to support the strategy, outlining the strategy’s objectives and measures, and how these relate across activity, outcome (ie social capital) and business results. Various measurement tools, for example social network analysis, may be required to support this stage as well.
- People. I believe any HR strategy needs to touch on the key people in an organisation, not just on the processes that support them.
- Also, particularly importantly, what OD interventions can be made to directly impact on the way people are connecting with and building relationships with each other?
- What changes need to be made to support a more open, collaborative approach
- What internal changes within the HR (and learning, communication etc) function need to be made to ensure HR is able to effectively implement and support the new strategy?
- How can management itself be redesigned to operate in a completely new and empowering way?
- Note that web 2.0 plays only a very small part of this process

04 Jul 08

Social Network Analysis - The Roadmap to True Enterprise Knowledge Management

Perhaps there is a method to not only use KM data but also to offer characteristics of each individual based on their work relationships and interaction. Actually using the knowledge and the skills is what is important. Getting relationships identified will enhance the potential for using the knowledge and identifying the key players for any project. SNA provides this added value.

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socialnetworkanalysis knowledgemanagement interactions tacitknowledge knowledgeworkers

Peter Drucker suggested in 1997 “the productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor, at least for most industries in the developed countries
SNA highlights who the critical resources are in the organization beyond knowledge, skills, and abilities. This insight might help with leadership identification, trust issues, communication strengths / deficiencies, or innovation skills that are intangible and hidden in most organizations.
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- It is critical to an organization to know who the key contributors are in the organization. It is important to identify these knowledge workers and map their connections.
- Social networks develop naturally and are built based on trust. These networks share tacit knowledge; the knowledge in people’s heads that is not captured by company processes and procedures.