Social Networks and Talent
Social networks and how they impact talent has been the general thread running throughout the past Future of Talent Retreats. Verna Allee, Kevin, and Eileen have all looked at social networks from different perspectives. These networks are becoming mroe formalized and better understood as ways to transfer knowledge, improve communication, find the most talented people, and build customer relationships.
Verna's work has been about mapping these networks and about determining who in a network adds real value. She has shown us at past FOT retreats how to map these networks and determine who are the stakeholders in each relationship. Her work is showcased on her own website. Other sites with valuable information about value networks include Open Valley Networks and the value netowrks Google group.
Kevin looks at social networks from the persepctive of talent acquisition and development. Lots of sites are offering recruiters access to global networks of talent. These include sites such as LinkedIn and referral sites such as Jobster and H3. Many organizations are creating their own social networks for talent acquisition using proprietary tools or pulic tools like Ning. At each FOT session Kevin and Eileen,m along with other faculty, demonstrate or review the various technologies and showcase best practices.
There are many papers and books on social networks. We recommend a few below and offer downloads of the papers.
Verna has written several books and conducts workshops all over the world. One of her books, The Future of Knowledge: Increasing Prosperity Through Value Networks is a good summarty of her work.
Rob Cross, a professor at the University of Virginia, has written one of the best books on social networks. His book, The Hidden Power of Social Networks, explains how work really gets done in organizations. He show show to conduct and interpret a social network analysis.
Some takeaways from the conversation led by Verna Allee (at past retreats):
--There is a shift from Process to Networks
--The shift to networks changes the way we organize to get the job done
--In a networked system, nobody owns people anymore
--The network IS the business model
--We need to ask ourselves: What would the world look like if corporations went away? What would the world look like if jobs went away?
--Authenticity is required by transparency
--In an era where “knowledge is cheap” the real value is in a network, wher we are “going new places together”
--A question we need to all ask ourselves: What role do I play in the network?
--Some of what we do in networks: Sense and respond, exchange intelligence
--Future value: “It’s the brand, not the intellectual property.”
--If companies don’t understand the new world of talent, people will vote with their feet
--Employees know if they are not respected.
--The more complex the task, the more complex the networks
--Network = communitiy of practice
--The leader attends to process not to outcomes
--Are we at the Future of Talent Conference social innovators?
--We are cooperating with other companies even competitors to face the challenge of the talent gap
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