Human resources professionals and leaders are searching for ways to create more value from their workers. Recent studies show that businesses perform at a higher level when they have incorporated talent management programs that are aligned with business strategy and operations. Organizations can get more from their investments in talent management, the authors claim, by focusing on collaboration. Performance management and occupation design are typically based on individual accountability despite the fact that most work now is collaborative. Talent management practices often concentrate on experiences and individual competences, while overlooking the importance of employee networks.
The authors say, by analyzing individual performance data together with the results of organizational network analysis, senior managers can look at talent along two dimensions that are important. In addition to looking at individual worker performance for the purpose of succession or work force planning, they are able to take a network perspective to assess exactly the same employees in terms of their more extensive collaborative contributions to the organization. The writers show how applying a network lens shows an important number of key players (including marginalized ability, hidden ability and underutilized talent) that customary performance management systems ignore.
PUBLICATION DATE: January 01, 2012 PRODUCT #: SMR410-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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