Presentation on theme: "Leveraging Talent CU*Talent: Evolving on social aggregation as a business strategy for getting the most out of human resources."— Presentation transcript:
Leveraging Talent CU*Talent: Evolving on social aggregation as a business strategy for getting the most out of human resources
Rethinking Human Resources at the Organizational Level “How many people work for you?” –What has changed that might influence how a CEO in 1988 would answer that question, compared to a CEO in 2008? Networks and the mindset of employees who know how to use them “How do you see the talents available to your organization?” –What has changed that might influence how a CEO in 1988 would answer that question, compared to a CEO in 2008? Networks and the mindset of employees who know how to use them So have networks and the mindset related to using networks for access to talent and people changed the way your organization thinks about human resources strategies and tactics? Think about your personal contacts...they might add up to more talent than a large company in 1988
Rethinking Human Resources at a Personal Level How will tomorrow’s employee react to classic career challenges? They will bring their network to work with them every day –When the boss asks them to find a new solution to a constant challenge...they will use their network –When they need an edge to get that next promotion...they will use their network –When they need a new opportunity...they will use their network So when employees bring their network to work and truly understand the advantages they have at being adept in using networks, will your business plan leverage this new perspective? Think about your personal contacts...you have an edge on someone who still works like they did in 1988
Rethinking Human Resources Imagine the revolution in trying to get organizations with top-down control thinking to embrace social network concepts –Open environment with little governance –Easy, quick communications –Rich user identities (personalization, vanity, etc.) –Reputation/ranking mechanisms –Cliques –New social network metrics (betweenness, closeness, centrality, clustering coefficient, etc.) How can we translate these ideas into winning business models?
CU*Talent At CU*Answers, we are anticipating using our business network design to enhance both our participating organizations and their employees’ situations by leveraging a new mindset about HR and the collective talents of a network Goals for CU*Talent –Connecting people –Creating opportunity –Sharing knowledge –Source of intellectual capital –Collaboration, collective exchange of ideas –Alternative resource allocation –Individualized career development –Potential for reduced people expenses
CU*Talent We need to design a network that can capture the power of talent—no matter where it is in our network—to innovate, execute, and earn beyond anything we’ve ever seen Build an expectation of leveraging both employees and their peers and contacts Our Passageways partnership gives us the potential to design a unique environment for credit union professionals that will be compelling, contagious, and a place where they will want to do business We plan to leverage the power of a single Intranet against the Intranets of a hundred organizations and let 3,000 employees be visible to each other
Ideally, the community servers create an environment where employees inside a credit union are partnered with employees anywhere in the network The community server represents a common environment, set of tools, and business concept that facilitate a shared activity – a ready-made eco- system to facilitate a new shared business –It will start with CU*Answers at the center of new business initiatives –It will come to fruition when any participant feels empowered to go into business or sell their talents throughout the network Is your business read to extend services to your peers? Are you digitally defined, connected, and ready to bring on your first client?
Harnessing the Promise of Social Networks Around People and Their Talents Ultimately, this network business design works when the environment (eco-system) creates the belief in the minds of its participants that their very participation in the network gives them a competitive advantage by –Helping them harvest the benefits of scale that were previously beyond their reach –Surrounding them with accessible innovation that is easily actioned at a lower cost –Magnifying their opportunities and creating the potential for positive (though unspecified) new directions Simply put: employees and leaders believe this is the place to be...this is their connection to the crowd that will take them to the next level
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