Leveraging Talent

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CU*Talent: Evolving on social aggregation as a business strategy for getting the most out of human resources

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Leveraging Talent

  1. 1. Leveraging Talent CU*Talent: Evolving on social aggregation as a business strategy for getting the most out of human resources
  2. 2. Rethinking Human Resources at the Organizational Level <ul><li>“How many people work for you?” </li></ul><ul><ul><li>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 </li></ul></ul><ul><li>“How do you see the talents available to your organization?” </li></ul><ul><ul><li>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 </li></ul></ul><ul><li>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? </li></ul>Think about your personal contacts...they might add up to more talent than a large company in 1988
  3. 3. Rethinking Human Resources at a Personal Level <ul><li>How will tomorrow’s employee react to classic career challenges? </li></ul><ul><li>They will bring their network to work with them every day </li></ul><ul><ul><li>When the boss asks them to find a new solution to a constant challenge...they will use their network </li></ul></ul><ul><ul><li>When they need an edge to get that next promotion...they will use their network </li></ul></ul><ul><ul><li>When they need a new opportunity...they will use their network </li></ul></ul><ul><li>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? </li></ul>Think about your personal contacts...you have an edge on someone who still works like they did in 1988
  4. 4. Rethinking Human Resources <ul><li>Imagine the revolution in trying to get organizations with top-down control thinking to embrace social network concepts </li></ul><ul><ul><li>Open environment with little governance </li></ul></ul><ul><ul><li>Easy, quick communications </li></ul></ul><ul><ul><li>Rich user identities (personalization, vanity, etc.) </li></ul></ul><ul><ul><li>Reputation/ranking mechanisms </li></ul></ul><ul><ul><li>Cliques </li></ul></ul><ul><ul><li>New social network metrics (betweenness, closeness, centrality, clustering coefficient, etc.) </li></ul></ul><ul><li>How can we translate these ideas into winning business models? </li></ul>
  5. 5. CU*Talent <ul><li>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 </li></ul><ul><li>Goals for CU*Talent </li></ul><ul><ul><li>Connecting people </li></ul></ul><ul><ul><li>Creating opportunity </li></ul></ul><ul><ul><li>Sharing knowledge </li></ul></ul><ul><ul><li>Source of intellectual capital </li></ul></ul><ul><ul><li>Collaboration, collective exchange of ideas </li></ul></ul><ul><ul><li>Alternative resource allocation </li></ul></ul><ul><ul><li>Individualized career development </li></ul></ul><ul><ul><li>Potential for reduced people expenses </li></ul></ul>
  6. 6. CU*Talent <ul><li>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 </li></ul><ul><li>Build an expectation of leveraging both employees and their peers and contacts </li></ul><ul><li>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 </li></ul>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
  7. 7. CU*Talent Network
  8. 8. CU*Talent Network
  9. 9. CU*Talent Network
  10. 10. CU*Talent Network <ul><li>Ideally, the community servers create an environment where employees inside a credit union are partnered with employees anywhere in the network </li></ul><ul><li>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 </li></ul><ul><ul><li>It will start with CU*Answers at the center of new business initiatives </li></ul></ul><ul><ul><li>It will come to fruition when any participant feels empowered to go into business or sell their talents throughout the network </li></ul></ul>Is your business read to extend services to your peers? Are you digitally defined, connected, and ready to bring on your first client?
  11. 11. CU*Talent Network: Peer to Peer Connectivity
  12. 12. Harnessing the Promise of Social Networks Around People and Their Talents <ul><li>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 </li></ul><ul><ul><li>Helping them harvest the benefits of scale that were previously beyond their reach </li></ul></ul><ul><ul><li>Surrounding them with accessible innovation that is easily actioned at a lower cost </li></ul></ul><ul><ul><li>Magnifying their opportunities and creating the potential for positive (though unspecified) new directions </li></ul></ul>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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