Talent Strategies
Tapping the Power of Social Networking to
Manage Talent.
Talent

Talent Strategies
Your Presenters
Ben Willis, Sr. Director of Product
Strategy
Saba Software Inc.
Software, Inc
Allan Schweyer, Executive Director &
Schweyer
SVP Research
The Human Capital Institute

Talent Strategies
Focus of Study
f d
Awareness of
the concept of
th tf
Social Network
Analysis for TM
Analysis for TM
Process
Improvements
Use of SNA to
measure various
measure various
Study of
St d f
network
Corporate Social
components in
Networking
Networking
organizations
practices

Talent Strategies
Social Network Analysis
“Social Network Analysis [SNA] is the mapping and
measuring of relationships and flows between people, groups,
organizations,
organizations computers or other information/knowledge
processing entities. The nodes in the network are the people
and groups while the links show relationships or flows between
the d
th nodes. SNA provides both a visual and a mathematical
id b th i l d th ti l
analysis of complex human systems. In terms of people, or
workgroups, social network analysis (or Organizational
Network Analysis) may measure the depth, quality, scope,
strength and complexity of communications.”
From: Social Network Analysis, A Brief Introduction, orgnet.com

Talent Strategies
The Research Approach
Th R hA h
Quantitative Analysis: An online
survey of 319 HR and non‐HR senior
f d HR i
leaders, directors, and managers
which quantifies their level of
understanding and use of Social
g f
Network Analysis.
Qualitative Analysis: Respondents and
interviewees also answered questions in which we
asked them to provide examples of how their
organizations use networking practices during various
stages of the talent management process.
“We appear to be on the cusp of an explosion of network
thinking d
thi ki and applications – one i which SNA can be the driver
li ti in hi h b th d i
to vastly improving organizational performance.”

Talent Strategies
Why is This Important?
Before SNA After SNA
Courtesy Rob Cross, University of Virginia

Talent Strategies
“I would recommend that every CEO and HR Executive
should learn to use social networks to communicate with
expert groups and top performers and to know who their top
networkers are. Knowing which employees are the nodes
and connectors in the corporate network will enable it to
leverage those individuals for communications and avoid
l th i di id l f i ti d id
inadvertently downsizing key nodes during layoffs.”
Tim Ringo, Global Head of Talent Management, IBM

Talent Strategies
Poll Question
P ll Q ti
How aware are you of Social Network Analysis?
•Never heard of it
•Moderately familiar (I’ve heard the term before today)
•Familiar (I know the basic concepts and uses)
•Knowledgeable (I have used SNA techniques and/or tools at
work)
k)
•Very knowledgeable (my current organization uses SNA
y g (y g
techniques and/or tools and I am involved in the projects)

Talent Strategies
Awareness of a formal Social Network Analysis
A ff lS i lN t kA l i
Process
Source: HCI Survey Data
Awareness and Use of a formal Social Network Analysis Process.
Only 9.5% f respondents
O l 9 5% of respondents consider themselves to be
id th l tb
either knowledgeable or very knowledgeable about
SNA

Talent Strategies
Demographic Variation in Awareness of SNA
18% of non‐HR respondents were
of non HR respondents were
knowledgeable of SNA, compared
Other HR 2.50%
to only 1.5% of people in Workforce
Worforce Recruiting/Hiring
1.50%
Recruiting/Hiring Management and
Management
only 2.4% in other HR functions.
Non-HR 18%
Asia/Pacific 13%
North America 43%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Exhibit ‐1.14
Source : HCI Survey Data
Demographic Variations in awareness of SNA
43% of North American respondents were familiar with SNA,
compared to only 13% of respondents from Asia/Pacific.

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The Three Clusters in the SNA Universe
Th Th Cl i h SNA U i
Source : HCI Survey Data
The Three Clusters in the SNA Universe

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Network components for SNA
N k f SNA
Cluster
Non‐Users
NU Empiricists
E iiit Social Engineers
S i lE i
(n = 246) (n = 28) (n = 45)
Number Of Social Networks X √ X
Complexity Of Social Networks X √ X
Overall Strength Of Each Network
Overall Strength Of Each Network X √ X
How Information Flows X √ √
Identifying Connectors X X √
How Networks are Created X X √
How Networks are Leveraged for
How Networks are Leveraged for
X X √
Organizational Performance
How Networks are Leveraged for Talent
Management X X √
Source : HCI Survey Data
S HCI S D
Network components For Social Network Analysis
Our 319 total respondents can be divided into three distinct
groups – based on whether they use SNA and, if they do, which
network components they focus on.

Talent Strategies
SNA Methods Analyzed in Workplace
Only 14% f
O l 14% of our respondents
dt
are using SNA to measure a
single network component,
while 29% are using SNA to
measure from two to eight
(or more) different network
(or more) different network
components.
Source : HCI Survey Data
Number of Network Components Analyzed by Respondents

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“Emergent” Social Network Analysis from within
“E t” S i l N t kA l i f ithi
Talent Management
Talent Management Used Within Knowledge of Other
Process Organization Organizations’ Practices
Onboarding
O b di 71% 21%
Recruiting 62% 24%
Leadership Development 61% 14%
Career Planning 54% 10%
Group Support/Collaboration
Group Support/Collaboration 47% 15%
Performance Management 38% 10%
Source : HCI Survey Data
Emergence of a Social Network Analysis process from within Talent Management

Talent Strategies
What do I do after Social Network Analysis?
Wh t d I d ft S i l N t kA l i ?
Social Network Analysis allows you to understand how
information flows in the organization and who are its most active
and most valuable hubs and connectors.
Without action, however, this knowledge is only interesting at best.
The main objective of SNA must be to provide a roadmap for
action. In terms of talent management, SNA offers a window
across the Talent Lifecycle. Corporate Social Networking (CSN)
Lifecycle
follows SNA as an actionable means for organizations to both
improve their networks and knowledge flow, and to drive better
performance around the talent lifecycle.

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Identifying key network nodes … connectors
Id tif i k t kd t

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Social Network Analysis Potential in Talent Managem

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(Example: Onboarding
(Example: Onboarding (Percentage of Workers Who Have Left a Job
Due to Isolation by Age Group)
50%
45%
40%
35%
28%
26%
30%
23%
21%
25%
20%
15%
15%
Breakdown
7%
10%
5%
0%
20-29 30-39 40-59 60-65 66+
All
Workers
Age Groups

Talent Strategies
Conclusions
Conclusions
And
Recommendations

Talent Strategies
Conclusions and Recommendations …
Organizational networks and the
pp
people who knowingly or unknowingly
promote SNA are critically
important to short and long term
important to short and long‐term
organizational success.

Talent Strategies
Conclusions and Recommendations...
Conclusions and Recommendations
To fully capture the benefits of network
building and improvement activities now occurring,
g
organizations need to become aware of the
importance of looking at their networks
importance of looking at their networks
analytically .

Talent Strategies
Conclusions and Recommendations...
Conclusions and Recommendations
Organizations are using
networking tools and
networking tools and
concepts even though they may
not realize it.
not realize it

Talent Strategies
Conclusions and Recommendations...
Once an organization has conducted
Social Network Analysis, it should
y,
consider implementing tools for
Corporate Social Networking (CSN) to
Corporate Social Networking (CSN) to
facilitate socialization and the flow of
information throughout the organization..
if ti h h h ii

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Conclusions and Recommendations
Annual SNA will measure the
organization’s progress by comparing
g pg y p g
year over year progress in deepening and
strengthening the connections
the connections
between people in the organization.

Talent Strategies
Q&A
Ben Willis, Sr. Director of Product
Strategy
Saba Software, Inc.
Allan Schweyer, Executive Director &
SVP Research
The Human Capital Institute

Talent Strategies
Don’t miss this exciting upcoming webinar that will be broadcast
live from HCI s National Summit!
HCI’s
Talent Market Index
Tuesday, March 10, 2009, 3:30 p.m. PDT
Speaker: Allan Schweyer, Executive Director & SVP, Research,
Schweyer SVP Research
Human Capital Institute (HCI)
Registration Available Soon!