Building a Well-Networked Organization Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Leaders and human resource professionals are looking for ways to get more value from their employees. Recent studies show that companies perform at a high level, when they are integrated talent management programs that are aligned with business strategy and operations. Organizations can get more from their investment in talent management, the authors argue, focusing on cooperation.
Design Work
and performance management is usually based on personal responsibility, despite the fact that most of the work is now shared. Talent management practices tend to focus on individual skills and experience, while overlooking the importance of employee networks. Considering the individual performance data together with the results of the organizational network, the authors say, senior managers can look for talent in two important aspects. In addition to looking at the individual employee for the purpose of succession planning and labor, they can take the network to evaluate the same staff in terms of sharing and contribution to the organization.

Authors show how the use of networks lens shows a large number of key players (including marginal talent, hidden talent and not enough talent) that traditional performance management systems miss. They identify best practices for the education network through initiatives, talent management, illustrating them with examples from organizations including IDEO, Nokia, Dow Chemical, Best Buy, Gallo and the U.S. Army.
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by Margaret Schweer, Dimitris Assimakopoulos, Rob Cross and Robert J. Thomas Source: MIT Sloan Management Review 10 pages. Publication Date: January 1, 2012. Prod. #: SMR410-PDF-ENG