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14 Nov 09

Corporate is playing a new ballgame

"“Recovery will not be restoration of the pre-recession market. Trying to get back to where we were will be like chasing a red herring,” said Jean Martin, executive director of the Corporate Leadership Council of the Corporate Executive Board, a global business research network"

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organization recession recovery information risk riskmanagement talents talentmanagement customers

A shift in consumer buying behavior will require sales teams to revisit old assumptions about customers and their needs.
There is a need for companies to have more agile risk management strategies.
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- Today, 40 percent of the most valuable information created by employees (largely through social media) is out of reach of corporate IT systems.
- Eighty-six more employees than last year said that their talents or interests didn’t match their jobs
- Companies have spent too much time trying to document risks and not enough time figuring out how to handle them.

09 May 09

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…?

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humanresources recruitment socialnetworks assets humancapital engagement carreer talents talentmanagement

28 Apr 09

65 Things I Believe About HR

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management performance teambuilding leadership performancereview talents humanresources Humanresources

I believe employees want to do a good job.
I believe people do what they get rewarded to do.
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- I believe a good manager can make up for a lot of crappy policies.
- I believe crappy policies and crappy managers should be scrapped.
- I believe you can’t ask for commitment unless you give it first.
- I believe there are more hidden superstars out there than we think there are.
- I believe executives get isolated and lose track of what’s going on.
- I believe the way we do performance management is awful.
- I believe HR was asleep at the switch at some doomed financial services companies.
- I believe people will do a lot more when rules are eliminated.
- I believe anyone who subscribes to Theory X should never be in HR.
- I believe HR attracts an inordinate number of people who used to be hall monitors.
- I believe we have too many processes and not enough systems.
- I believe teambuilding should be an everyday thing, not done at retreats.
- I believe in the company making money.
  I believe in HR helping employees understand how.

26 Mar 09

The Strategic Advantage of Global Process and Practice Networks - The Big Shift - HarvardBusiness.org

It goes without saying that no matter how much talent a company might have, there are many more talented people working outside its boundaries. Yet all too many companies focus solely on acquiring talent, on bringing talent inside the firm. Why not access talent wherever it resides?

Some might say there's no way of doing so without sharply increasing the cost of complexity. New institutional practices can reduce these costs, however, as companies become:

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talentmanagement talentnetworks talents transactions relations silos organization practicenetworks networks process

• Less transactional and more relational.

• Less "hardwired" and more "loosely coupled."

• Less focused on merely accessing external capabilities and more focused on rapid capability building for every participant.

• Less focused on the firm and internal silos and more supportive of richer cross-enterprise interactions and collaborations among workers.
Companies must also participate in (and sometimes orchestrate) new organizational forms and structures called global process and practice networks.
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- Rather than providing designers with detailed product blueprints, assemblers supply them with rough sketches accompanied by tightly specified performance requirements.
- Global practice networks, by contrast, are even looser forms of collaboration that involve participants from similar skill areas working on common performance issues. Global practice networks are emerging in such diverse areas as open source software and extreme sports.
- First, organize the right environments to generate productive friction. In part, this requires:
  
  1. Bringing together people with diverse experiences.
  
  2. Investing the time required for them to develop shared understanding.
  
  3. Defining aggressive performance requirements.
  
  4. Providing employees with tools that help them negotiate the most promising approaches for achieving results.
  
  5. Specifying action points that force participants to produce a solution meeting the performance requirements within a certain period of time.

20 Mar 09

Tomorrow's Talent Networks - The Big Shift - HarvardBusiness.org

Even these questions indicate a dated view of where talent is and how to get the most out of it. Sure, no one disputes the importance of talent, even in a recession. But, as a Deloitte report contends (.pdf link), companies spend entirely too much time focused on attracting and retaining talent. Moreover, as they do, they often lose sight of what appeals to and keeps hold of talent in the first place. (See John's perspectives on the report and on the mindsets that limit firms.)

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talents talentmanagement attraction retention humanresources networks talentnetworks pull

Talented workers join companies and stay there because they believe they'll learn faster and better than they would at other employers.
Talented workers develop instead by:

- Trying new things.

- Experimenting with what they do in their jobs and how they do it.

- Tackling real problems with talented people who have different backgrounds and skills.

- Participating in talent networks, the largely invisible matrix structures that run within firms and, with increasing frequency, between and across them.
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- Pull platforms are essential to fostering learning on the job since they can make it easier to access unexpected resources in unexpected ways and thereby encourage participants to try new approaches that simply would not be feasible in more rigid push programs.

20 Nov 08

Launch of the Enterprise Social Network Strategy report: what senior executives REALLY think about social networks inside the organization - Trends in the Living Networks

The majority of large Australian companies are trialing social networks within their organisations and senior executives believe that, rather than being a waste of employee time, there is substantial value to be harvested from connecting with Web 2.0, a report released today says.

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Autralia socialnetworks collaboration strategy adoption generationy timemanagement talents

Our trial of social networks is going exceptionally well – there is very positive feedback from employees. They see it as a personal touch that improves their enjoyment of the work environment.”
“What if I have one of my best performers spending an hour a day on Facebook - do I really want to stop them?”
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- “The whole organisation is about collaboration. So the area of social networks is really critical for us, particularly if we want to provide a seamless service delivery to the client.”
- “For Gen Y, social networking is much more open than traditional computing. Look at gaming. They have a collective mindset – achieving common goals is more important to them. They either win together or they don’t win. ”
- We are serious about finding ways to engage people. We have to compete for talent.
- “The way products and services are sold in our industry will be vastly different to how it is done today”
- We have an evolving strategy. Fail fast and cheap. We’re finding that’s the best strategy

23 Jul 08

Connectivity Powers Talent: Leveraging Employee Social Networks

According to a recent survey, 83% of workers rate relationships with co-workers as a critical reason for joining and staying with their employer, and alternatively, one in four people quit a job due to feelings of isolation. Organizations that provide talent with tools to connect, build and manage their personal and professional networks, bond people to each other and to the organization. Moreover, organizations that offer employee social networking have an edge in attracting talent who thrives on these tools to exchange knowledge and ideas.

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socialnetworks management retention talents relationship humanresources

25 Jun 08

CIPD: Web 2.0 And Human Resources

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web2.0 enterprise2.0 talents retention engagement communities socialmedia employerbrand humanresources2.0 humanresources

03 Jun 08

You 2.0 - How Web 2.0 empowers YOU: Talent Management 2.0: How HR can use Web 2.0 to attract and retain Talent

If you think about it, talent managment really starts from recruiting through on-boarding; and carries on until the employee is comfortable with the culture, is made to feel at home in the organization, and is equipped with the tools to be productive.

youarenew.blogspot.com/...agement-20-how-web-20-can.html - Preview

retention talents talentmanagement socialnetworking recruitment recruitment2.0 humanresources humanresources2.0

The real work for HR really begins once the offer is accepted. Promises made during the interviews need to be fulfiled. Many times a company hires a person for a specific role but what really keeps that person in his chair is not merely the role he was hired for. For large companies, it is difficult for HR to provide every employee the attention they deserve. Therefore HR needs to consider providing 'self-service' tools and methods to retain employees.

To retain an employee it is important to provide him the right tools to be productive, and that includes providing the ability to quickly establish the social connections that he needs to be successful in job. We all know that work is really done through informal networks and with the tacit or unstructured type of work these days, structured tools and systems that exist in organizations today do not help.
These methods can particularly be useful in tough times, i.e. when resolving issues at work. They can particularly prevent employees from leaving the company when they are not satisfied with their current roles by letting them search and apply for internal job postings.