Bertrand Duperrin's Library tagged talent →  View Popular, Search in Google

"HR/HCM is historically the mature ’social’ center of businesses and can either lead digital transformation or be subsumed into a supporting collaborative role"

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"The Kapta team has been conducting detailed interviews with Human Resources leaders and managers in our target market: organizations with fewer than 500 employees. We have interviewed over 100 HR vice presidents, directors, and managers in the following locations: Colorado, California, New York, Massachusetts, Georgia, North Carolina, Pennsylvania, and Maryland. Globally, we have spoken with HR professionals in the UK, Germany, Egypt, Austria, Hong Kong, Singapore, South Africa, Israel and India. "

humanresources talentmanagement talent socialperformancemanagement performancemanagement performance

"Nul ne peut l’ignorer, les pratiques RH évoluent à vitesse grand V au sein des organisations. Comment les entreprises font-elles face à ces changements ? Il semble que certains DRH voient dans la R&D une alternative crédible pour développer des solutions et produits innovants en matière de ressources humaines."

humanresources r&d innovation engagement employeesengagement retention risk motivation competencies talent talentmanagement

"The race for skilled talent is picking up speed and could have long-term implications in the job market. A Human Capital Zeitgeist, is emerging as companies big and small are getting smacked with the realization that talent management is SO critical to competing in a volatile marketplace, they might actually have to throw a bit more respect at the “human” in the human capital equation."

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"With more analytics about which organizations need help and which people are available, we could create a true marketplace for people looking to donate their time and skills."

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"Is it time for human resources professionals to go beyond the ‘toe-dipping’ stage with social media recruitment?

A survey at the end of last year by online recruiter Simply Hired found more than half of UK jobseekers now use social media to assist them in their job searches. Meanwhile, research firm Potentialpark has found that in Europe close to 100% of young jobseekers would like to interact with employers online, and that in the UK, Facebook (64%) is favoured over LinkedIn (52%) as a good place for employers to be present.

Some recruiters are using the leading social media channels simply to search and advertise, while others are building longer-term strategies, such as investing in permanent, interactive online talent pools.

"

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"Ask executives to identify the talent within their firm and many will focus on the top tiers of management. Often, they will include in this august group the "high potentials" being groomed for leadership roles. Sometimes, they will extend the boundaries to include "creative talent" or "knowledge workers". But then there is the rest of the workforce."

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The event encouraged healthy discussions and provocative ideas by the analysts, other speakers and an active audience around the future of organizational processes in the landscape of ground-shaking technologies like social networking, mobile, cloud and analytics

hr processes chro talent talentmanagement education P2Plearning

"All is fair in love, football, and mergers and acquisitions. In fact if corporations were afforded the same rights of family law as free speech, the divorce rate among agrieved merger partners could easily surpass the current American divorce rate of 45-50%."

merger m&a knowledge ECM IP processes knowledgeworkers talent

"Because I think no one really knows what a large-scale transition to social computing and collaboration as core work activities really means for today’s (and tomorrow’s) human resources professionals and the management processes and practices they design, implement, coach and manage.

I say that with full knowledge that the last two decades have seen a lot of talk and activity aimed at ‘modernizing’ human resources management practices. There have been regular clarion calls for major change, and waves of interest and activity aimed at transforming HR professionals to become (for example):

* business partners with line management
* proactive change agents
* coaches to managers and professionals
* enablers of change, as opposed to (more traditional) gatekeeper roles"

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The particular focus here is on the points I made in response to John Tropea’s interesting vision of what he calls a “role-based” organization. In this, individuals would have greater discretion to organize their own roles and relationships to suit their particular talents and interests

role rolebasedorganization organization selforganization selfmanagement talent management

How to Identify Your Employees' Hidden Talents

8:25 AM Wednesday June 24, 2009

Tags:Managing people, Organizational culture, Talent management

There's no shortage of advice about finding and attracting the best people to work for you. Or even about scouring your own organization to identify top performers within the ranks. My experience in a variety of frontline, supervisory, and other positions has taught me that important as both of those endeavors are, it's even more vital to look within individual employees for hidden strengths, especially at times when hiring and promotions are on hold.

humanresources talent talentmanagement

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.’

humanresources humancapital talent talentmanagement

“We like to think that people in our [firm] are more than their job title describes, we all have many talents, and we all have many needs to draw on each others talent. This is what we call ’social productivity.”

talent talentmanagement socialproductivity jobdescription humanresources productivity Enterprise2.0

Instead of strategy as Big Bang, what about strategy as Habit? ALL organizations require strategic thinking to succeed, but few organizations actually face the dramatic moment -- ever, or certainly very often. If that is true, then the sweet spot for strategy is something more routine, more "everyman", more evolutionary, more of a living process. Strategy as Habit has 2 components, in keeping with the 2 primary definitions of the word "habit": (1) a regular practice and (2) a long, loose garment worn by a member of a religious order. (In case you've forgotten that second definition: picture here). Strategic thinking is a recurrent, involuntary action. Our strategy is both a content statement and a style statement, both of which define and identify our team. Strategy is participative. Strategy has structure without being overly constrictive.

strategy staff mckinsey 7S socialenterprise people peoplecentrism structure skills sharedvalues values style systems humanresources talentmanagement talent

In recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning. The core questions we all need to address are: who will drive this transformation? Who will be the agents of change? Will it be institutional leaders from above or individuals from below and from the outside of our current institutions?

efficiency learning infrastructure networks scalability talent

The very nature of work is changing. It is . . .

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First, the good news from a new study from Hewitt Associates and the Human Capital Institute: Most companies now have a talent-management strategy in place.

The bad news? Very few of those companies are executing that strategy successfully.

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Downturns place companies’ talent strategies at risk. As deteriorating performance forces increasingly aggressive head count reductions, it’s easy to lose valuable contributors inadvertently, damage morale or the company’s external reputation among potential employees, or drop the ball on important training and staff-development programs. But there is a better way. By emphasizing talent in cost-cutting efforts, employers can intelligently strengthen the value proposition they offer current and potential employees and position themselves strongly for growth when economic conditions improve.

Companies can maintain their attractiveness to internal and external talent by using cost-cutting efforts as an opportunity to redesign jobs so that they become more engaging for the people undertaking them. A job’s level of responsibility, degree of autonomy, and span of control all contribute to employee satisfaction. Head count reductions provide a powerful incentive to use existing resources better by breaking down silos and increasing the span of control for challenging managerial roles—thus improving the odds of engaging key talent in the redesigned jobs.

talent talentmanagement downturn crisis workdesign jobdesign silos management

SRI International based in Menlo Park, California, teamed up with military officers to build a new social analytics tool called iLink that generates models and helps streamline the process by which a specific expert in an online community can be found.

In simple terms, iLink is a machine learning-based system that models users and content in a social network and then points the user to relevant content.

…

The iLink system had several goals, including real-time learning by matching queries and communities users; adapting to user demands and directions, providing accuracy in message targeting and routing and, finally, dynamic user profile correction based on community behaviours and identification of community experts.

The learning in iLink occurs by watching a natural social network, and selecting effective strategies that emerge from the system as the members try to solve problems. The system continuously monitors the real social network and it is capable of drafting from the social network's learning.

…

The iLink software uses artificial intelligence software and message routing technology to help the system learn about the online participants and move specific questions to those who are best equipped to answer them. The SRI scientists basically build a profile of each person in the community and the iLink system starts to learn about the movement of information around the community.

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