And, the end states:
Many of the social, collaborative, developmental, contributive and collegial workplace experiences desired by young workers can be facilitated through online social networking, and many company challenges- including bridging geographic and generational divides, increasing retention, improving process and workplace innovation, and building new business, can be enhanced through strategic online community initiatives. To remain competitive, some innovative companies have begun implementing and encouraging the use of online tools to create communities where employees can connect with one another at work and beyond.
Where well-planned corporate social network strategies have been deployed, companies have seen early results indicating dramatic strategic and operational value across myriad strategic corporate measures, many of which directly impact human resource initiatives. Purely from a talent perspective, corporate social networking has the potential to help business leaders identify internal talent across departmental and even geographic barriers and to help capture the attention, interest, collaboration and contribution of the employee community. It offers a solution to enhance on-boarding and development programs through social awareness and knowledge transfer in a peer-driven and collaborative fashion that connects the employee with whom they need to know. And, it can help talent planners to track employees through various career stages, from the time of entering a prospective talent pool within a corporate community, through to hire, promotion, alumni status, boomerang hiring, career development, retirement, and beyond.
While corporate objections to social media and social networking are not uncommon, well considered electronic data policies and carefully chosen technology platforms can address these and provide solutions that are secure with ample control mechanisms. Working through risks and objections and through executive strategy, policy and goals, Human Resources leaders and senior executives have the ability to leverage corporate social networks and online employee communities and to develop and protect a tremendously important company asset- invaluable talent.
Accepting a proven communications trend, companies may choose to reevaluate policies
and reassess opportunities to implement changes that enable the power of online social networking for corporate advantage. Because employees themselves are seeking connectivity not just at work, but in the world, we are apt to witness a shift in attitudes towards the role of online social networking at work and the growing emergence of corporate social networks. As social media tools and solutions become ubiquitous, it will be ever more critical to chart a company course through the vast and evolving online social networking meta-verse.
Company online communities and social networking enable social awareness and knowledge transfer in a peer-driven and collaborative fashion, connecting employees with whom they need to know and connecting their contributions to the organization. Ten years ago, the Internet was a huge corporate threat. Today we’d be lost without Google and email. Tomorrow, social networking can solve complex corporate challenges, if we embrace change and pave the way.
Where well-planned corporate social network strategies have been deployed, companies have seen early results indicating dramatic strategic and operational value across myriad strategic corporate measures, many of which directly impact human resource initiatives. Purely from a talent perspective, corporate social networking has the potential to help business leaders identify internal talent across departmental and even geographic barriers and to help capture the attention, interest, collaboration and contribution of the employee community. It offers a solution to enhance on-boarding and development programs through social awareness and knowledge transfer in a peer-driven and collaborative fashion that connects the employee with whom they need to know. And, it can help talent planners to track employees through various career stages, from the time of entering a prospective talent pool within a corporate community, through to hire, promotion, alumni status, boomerang hiring, career development, retirement, and beyond.
While corporate objections to social media and social networking are not uncommon, well considered electronic data policies and carefully chosen technology platforms can address these and provide solutions that are secure with ample control mechanisms. Working through risks and objections and through executive strategy, policy and goals, Human Resources leaders and senior executives have the ability to leverage corporate social networks and online employee communities and to develop and protect a tremendously important company asset- invaluable talent.
Accepting a proven communications trend, companies may choose to reevaluate policies
and reassess opportunities to implement changes that enable the power of online social networking for corporate advantage. Because employees themselves are seeking connectivity not just at work, but in the world, we are apt to witness a shift in attitudes towards the role of online social networking at work and the growing emergence of corporate social networks. As social media tools and solutions become ubiquitous, it will be ever more critical to chart a company course through the vast and evolving online social networking meta-verse.
Company online communities and social networking enable social awareness and knowledge transfer in a peer-driven and collaborative fashion, connecting employees with whom they need to know and connecting their contributions to the organization. Ten years ago, the Internet was a huge corporate threat. Today we’d be lost without Google and email. Tomorrow, social networking can solve complex corporate challenges, if we embrace change and pave the way.
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