You'll need to zoom in (Ctrl+) to see the details but the colour coding helps to give an at-a-glance overview of 10 of the most well known brands.
My second pick appeared on Malaysia Tomorrow and was authored by Sara LaForest and Tony Kubica. In Succession Planning: How to Meet Future Talent Needs the authors provide 3 reasons "why you need to immediately implement a succession planning strategy":
Three To See this week features posts on differentiated talent management, overcoming inertia and cultivating candidates.
My first pick is Workforce of One, an interview with David Smith of Accenture which was posted to the Harvard Business Review blog:
In the interview Smith proposes 4 differentiated talent management practices to engaging, retaining and maximising the contribution of employees:
Segmentation
Modular Choices
Broad & Simple Rules
Fostering Employee Defined Personalisation
Smith's proposition hugely challenges the prevailing culture in many a workplace - something that is not lost on Oscar Berg in his post to Content Management Connection: There's no shortcut to the future workplace.
Berg writes about the importance of culture in the successful implementation and adoption of Enterprise 2.0 practices stating;
"there must always be a spark somewhere - a culture or subculture (a social group that shares certain values and behaviors) - that initiates this change."
"A social network helps you gather potential candidates together and it provides a way to deliver and receive information. But typical social networks tend to be weak at getting candidates excited and engaged about working for you. Part of this is because we have not yet embraced the idea of creating communities rather than talent pools."
Before going on to observe that;
"A community is entirely different. First of all it is two-way: both you and the candidate exchange information and both of you give and get. But a community also has several other distinguishing features:
Collaboration and Sharing
Feeling Included
Similar Values
Openess
Engagement"
I think its helpful post that makes a clear distinction between the two approaches and the different resourcing considerations of each at a time when some practitioners are under pressure to build sustainable talent pipelines for future roles.
In Three To See this week; new social stats, HR hate abates and employee fear-fatigue.
My first pick came via Luis Suarez on the Content Management Connection blog: Social Media Revolution 2 from Socialnomics.
There are some interesting stats in the clip but one that stood out for me was the claim that "80% of companies use social media for recruitment" and that 95% of these use LinkedIn, prompting me to ask recruiters the question - does this reflect your experience?
"The real problem is that too many organizations aren't as demanding, as rigorous, as creative about the human element in business as they are about finance, marketing, and R&D. If companies and their CEOs aren't serious about the people side of their organizations, how can we expect HR people in those organizations to play as a serious a role as we (and they) want them to play?"
Taylor isn't letting HR off the hook with this statement, rather he is defining the valuable role that the profession can play in a way that outsiders can understand:
"You can't be special, distinctive, compelling in the marketplace unless you create something special, distinctive, compelling in the workplace. Your strategy is your culture; your culture is your strategy. The most successful companies I know understand that the most important business decisions they make are not what new products they launch or what new markets they enter. What really matters is what new people they let in the door — who they hire — and how they create an environment in which everyone in the organization can share ideas, solve problems, and develop a psychological and emotional stake in the enterprise."
In just a few minutes Silvers demonstrates how groups mobilise around a leader and jokingly observes:
"The first follower is what transforms a lone nut into a leader"
My second pick is 40 Best Practices for Creating an Empowered Enterprise from Bersin & Associates. It is a chart ranking each of the best practices by business impact and shows how they influence behaviour by grouping them into six categories:
I am not an expert in Knowledge Management and I found the post heavy going but there are some really interesting points about knowledge in social systems that I've highlighted below because of the symbiosis with talented people:
"Organizations are one large social system, split into many smaller social systems."
"All social systems have commonalities. One is that they become more engaging and interesting as more people engage and participate. Another is that with each iteration, or version, very quickly the population or interest reaches a new plateau of learning from the "network of knowledge."
"Knowledge is an asset that can and should be actualized by every organization."
"The value of a knowledge asset is reflected by how effective and efficiently it is used within a social system. Businesses make choices based on what they know and they create things based on what they know. Improving the value of decisions requires an improvement in knowledge. The value of knowledge is reflected by supply and demand over time. Having the right knowledge network to improve decisions at the appropriate time is how we reduce the risk of making poor decisions"
The post also features John Maloney's diagram below which Deragon describes as:
"a "systemic view" of how and where social technology integrates into the capabilities infrastructure of an organization"
This post comes from Su Oakley, Best Practice Consultant, with StepStone Solutions. In this post Su discusses the use of social tools for recruiting.
Social recruiting is a hot topic amongst many of the customers I work with and something that most recruitment teams think they should be part of, though many are yet to identify how it fits into their recruitment and resourcing strategy and the approach they should take - this is not surprising, according to Department for Work and Pensions three quarters of employers are missing out on candidates by failing to use social networking sitesto recruit staff.
Looking at some of the adoption statistics it would seem that the social web has a momentum that makes it compelling to recruiters:
Socialising has become the number 1 activity on the web
It took Radio 35 years to reach 50 million users, TV 13 years, the internet 4 years and iPod 3years. Facebook had 100 million users after less than 9 months.
If Facebook were a country it would be the 4th largest country in the world.
There are currently somewhere between 3000 and 5000 social sites.
By the end of 2010 generation Y will outnumber baby boomers, 96% of them will have joined a social networking site.
