In Part 2 of the “Salesforce Effect on HCM,” we touched on a very important topic – the individual, the talent, the person. What we will begin to see – especially with the younger generations – is individuals taking ownership of and managing their own careers. There will be less dependence on career management and coaching from one mentor, business function or even an organization. In the interconnected social world huge numbers of people (through Facebook, professional forums, webinars, or other channels) are there to respond to our multiple questions about our own career journeys. A quick look at LinkedIn provides ample proof that it is a daily occurrence.
So as an HR professional or Business manager, what should you know?
Build. Create. Influence: Know that your employees, from intern through executive have access like never before to tools and communities to help develop a career. There are few boundaries around the social web. Its sheer scope and ubiquity make it a powerful source of support, coaching and insights across cultural, geographic and organizational boundaries. Its relatively unfettered access to others challenges the existing mindset that the only talent with whom an organization needs to manage relationships is that inside its own walls. Of course those people matter most, but in the highly social and highly collaborative world we find ourselves, those relationships outside the organization matter as much as those inside.
To do list #1: The first thing on your to-do list is to create a community of your own. Manage it. Develop it. Invite outsiders to join it. Influence the dialogues and directions the interactions take. Create your own future.
Manage to the left and right of your workforce. When we think of managing careers we think of managing the careers of our workforce. Today’s workforce. With the advent employer branding, the extensive reach of the social web, clear visibility to where people currently are and in many cases where they’d like their careers to go—look no farther than “LinkedIn profiles”—we have the opportunity to stand out as a career destination and to focus on those who might be perfect new additions or rehires for our workforce.
Looking left and right of our current employees is the key. Facilitating and managing dialogues and interactions that include not only current employees but alumni and candidates in the open market is a key.
To-do list #2: Add to your “things-to-do” list a plan on how you will extend your view of managed relationships left and right of those employees you currently have in your workforce.
If there is a common theme in today’s business world it is the theme of “connected”. Whether connected IT tools, applications, or people the connected theme runs through all. And at the center of it all is the whole notion of connected communities. Perhaps the only way for HR professionals to build and maintain that connection is to adopt a collaborative and social philosophy and to extend it beyond the boundaries of the current workforce. Today it may be radical thinking, but in the not-to-distant future it may be considered best practice and the ante to engage and develop the best talent.