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  • Sara Jurado 9:00 am on June 3, 2013 Permalink | Reply
    Tags: , HR 2.0, , , , , , professional branding,   

    LinkedIn’s new competency model: networking + personal branding 

    Estimated reading time: 3 minutes

    Some time ago psychologis spoke about the importance of positive reinforcement, but have you ever stopped to think that social networks are just about social reinforcement? They are a way of reaffirming ourselves (what we like, what we know, what we read…), but that was already done in blogs and in the web 1.0.

    Part of the success of microblogging platforms and social networks lies it it enables us to leave our egocentricness and project ourselves towards the world through others (retweets, +1 button); all these ways of sharing our “agreement” are nothing more than a system of reinforcement

    Linkedin started to take advantage of this phenomenon with endorsements of skills and expertise, seeking to encourage interaction among users.

    1. Follows the trend to present information visually.

    2. Aids the process to indicate what you value about a contact. What may represent an advantage in using the tool means a defect for its detractors, as they point out that it will lower the quality of the valuations we make. The risk of a user’s lack of criticism or objectivity will always be there and it is something that HR experts should know how to discriminate.

    3. Prognosis that the next change to be implemented will be a mechanism to quantify the value of the endorsement, establishing the level of real relationship of the professional making the endorsement.

    4. Endorsing an ex co-worker for that quality you appreciated enables you to get back in contact with that person “giving them” something positive without communicating directly, which essentially is practising networking in its nicest form.

    5. It can improve the positioning of a profile, as what is endorsed are tags that we have previously chosen. This means that, apart from helping someone to quickly identify your strong points (being a good personal branding tool), it is also great for SEO.

    Sara Jurado (@sarajuradoBCN) is psychologist specialized in career counseling and social media for professional development, and currently works as counselor in the professional development team at Barcelona Activa.

  • Jose Luis del Campo Villares 9:00 am on March 21, 2013 Permalink | Reply
    Tags: , HR 2.0, , , , , ,   

    5 keys for managing Internal Talent in Organizations 

    Estimated reading time: 8 minutes

    Managing internal talent in organizationsWe all have talent for something, whether it’s good or bad. At times, the problem is that we are unsure what our a special skill is used for, or even when we know it, we have little or no motivation to try to exploit it or we have an inability that prevents us from dedicate ourselves to it.

    We have always believed in the idea of talent of individuals. For this reason, when we talk about organizations, we usually refer to the concept of ‘human talent’ as the potential of its members, knowledge, aptitude, attitudes, experiences, motivation, vocational interests, skills….. that can be applied to daily work within the organization and that enable us to get the best out of each individual, which results in the improvement of the group and the organization to which they belong.

    Everyone would like to have talented individuals in their organization, or individuals with the potential to be talented, as it is believed that they will contribute positively to the growth of the organization. The truth is if the organization doesn’t have them, it can ‘import’ by bringing in outside individuals (outsourcing), but that is not the topic we are discussing today. Here we will see what is necessary to manage the ‘Internal Talent’ that organizations already have and the advantages of this talent.

    Starting from the basis that we all have a potential talent for something, what are the key points for managers in an organization in knowing how to manage the potential of its members?

    1. Ability to discover talent in its employees.
    2. Ability to know how to manage them in accordance with the organization.
    3. Ability to know how to motivate them.
    4. Ability to generate new talents among employees.
    5. Ability to adapt organizations.

    In times of crisis like the current one, it is clear that investing in bringing in outside talent is very expensive, meaning the starting point for optimizing costs lies in‘insourcing, or in other words, managing the talent and potential already found in our organization and knowing how to leverage it is infinitively more profitable, as well as them being someone who already knows the organization and doesn’t have to be taught much.

    1. Discovering talents

    Hence, the first step is to discover the internal talents of each individual so that we can reinforce the internal talent of the organization. HR management in organizations should be done by professionals specialized in competence development, skills management, and in short, those used to finding the talent in each individual. It’s not much use to think about ‘insourcing’ if we are unable to discover the potential in our employees.

    2. Managing talents

    Once we have determined what our employees talents are, the next thing is to know how they can be used for the organization’s benefit. It is not enough to know how to capture the talent of each individual, rather we must also know the functional structure of the organization and its culture in order to be able to coordinate that talent within the company’s structure. Fitting in the different talents in different positions, hierarchies and responsibilities in an organization is as important for operation as having talented individuals. If we don’t, we are wasting that ‘Internal Talent’. Having people with wasted talent and knowing it is almost worse than having talented people and not knowing it.

    3. Motivating talents

    When we have found a place for that ‘talent’, we need to know how to feed it, to motivate it so that it grows on its own and infuses others. Talent is something that, apart from having it, it is necessary to feed it and this is done with suitable motivation. The techniques for achieving it are not just economic as many believe, but all must ensure that the talented individual is happy in their position and does not want to accept outside offers that would bring their talent to other organizations.

    4. Creating new talents

    If we can find, fit in and motivate talent, wouldn’t it be perfect to be able to create new talents within the organization? Multi-disciplinary ability in our employees, combined with a fast changing environment, can be the perfect combination in order us to consider creating new talents ourselves within HR management. Having our own factory for creating talents is a way of ensuring the future success of the organization. Human capital capable of assuming responsibilities, new projects and motivated to do so is the key to survival for any organization.

    5. Adapting the organization

    But to all this, we need to add a very important thing like the fact that organizations themselves cannot be considered static entities, they need to adapt to changes in trends, regulations, competition and the environment. They are living beings, comprising of other living beings. On occasions, it is not always a case of adapting the talent of the employees to the organization, rather quite the opposite, adapting the organization to the talent of its employees who, on all probability, have adapted to the environment before the organization itself. It is as important on occasions to adapt the organization to changes and its internal talent as to make sure this talent adapts to the organization.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.

    • shalini 1:17 pm on March 21, 2013 Permalink | Reply

      Great ways to manage internal talent Jose. Thanks!

  • Sonia R Muriel 9:00 am on March 20, 2013 Permalink | Reply
    Tags: , HR 2.0, , thoughts,   

    Chaos is necessary for change in companies 

    Estimated reading time: 7 minutes

    A few weeks ago I was at the presentation of the beautiful collection of poems, Entropía de Voces by Milagrosa Díaz Gálvez. I love the meaning that Mila gives to the word in Spanish “entropía“, entropy as: the concept of chaos or disorder that seeks to reconcile apparently disparate thoughts, Space of voices that is fed back from inside out and vice-versa, and reconciles dissimilar concerns, because life is confusing. Using these meanings for the term, I have decided write about my personal thoughts about the business world, personnel management and entropy.

    Originally the concept of entropy appeared as a word coined from the Greek em (en-en, on, near) and sqopg (move, turn, alternative, change, evolution). Entrophy arose in the field of physics, but nowadays it is applicable to a great many other areas, like information or the economy. In its broadest interpretation, it establishes that in each instant the Universe becomes more disorganized, causing a general, unavoidable deterioration towards chaos.

    I don’t believe in entrophy to mean that everything becomes irreversibly worse. However, I do believe in the need to coordinate heterogeneous thoughts that affect the company and how we understand the function of HR.

    Chaos as the first step towards order

    There are systems in which entrophy is not directly proportional to the disorder, rather to the order, as may be the case in organizations. Entropy can lead to the creation of a new order. As Einstein said, all order is the first step towards a new chaos.

    The crisis doesn’t have to be something bad that happens to companies, because if it is managed well it can be the path towards progress. Creativity arises from imbalance and it is in times of crisis when the best ideas emerge.

    The need of a new business culture

    Technology evolves, society transforms, people adapt, the world diversifies, and organizations must innovate. Everything changes and in the change, we need to find a new balance. This balance requires time, effort, and an alteration in the business culture.

    Change will not be easy nor ordered, but it will be satisfying. Because an organization cannot grow if it does not leave its comfort zone. Chaos is necessary. A chaos that questions the rules that were once valid, the economic principles we have once followed and the policies of Human Resources that have managed personnel for centuries.

    No organization is safe from the entropic process we are experiencing and that will bring us towards a new balance. We are faced with an irreversible process.

    We will reach a better, different situation, but we will only do so by being a transformed, adapted company.

    Taking risks and leaving the comfort zone to evolve

    The labor market, the business network, the economy, and companies are currently experiencing an invariable process that seeks a new balance. I’m talking of a new order from the disorder. Of breaking away from the practices we have known “our whole life” in order to take risks, to encourage tolerance of failure in order to evolve, and to “learn to learn” in a disruptive manner.

    The companies feel a drive to reproduce a previous status, to repeat what was valid in a previous social, economic and political situation. A determination to want to do things like before. But good leadership and proper personnel management has the obligation to fight against this force.

    Entropy always grows; it is inevitable and it always surrounds us. Disorder happens in daily life at any moment, but is this chaos bad? Not at all. I find it to be even beautiful, for the pleasant feeling when you find harmony within the chaos.

    The level of uncertainty generated is positive; there are no longer any clear or structured responses, because we are dealing with new problems that we cannot predict. Now we have to work in order to be prepared for future changes, generate flexible organizations, be aware of the organizational entropy, revive adaptable professionals, and achieve a new leadership. And in that process, the role of Human Resources and the new communication and knowledge flow tools in companies are fundamental in order for that chaos to be understood and have meaning.

    Is your company prepared to face the disorder necessary for change?

    Sonia Rodríguez Muriel (@sonia_rmuriel) is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development, IDEA, and writes a personal blog which we at Zyncro highly recommend you read.


  • Rafael Garcia-Parrado 9:00 am on March 1, 2013 Permalink | Reply
    Tags: , , , cooperation, HR 2.0,   

    The need for cooperation in new companies 

    Estimated reading time: 4 minutes

    The continuous changes which organizations undergo due to technology advances have become a key trend that generates uncertainties regarding the function of HR in organizations. The function of HR is at a crucial situation as the backbone of the organization and a promoter of change. Market requirements, the wave of constant change, short-lived trends… are some of the reasons for new organizational structures that allow organizational adaptability in the new way of understanding relations in companies.

    The vision of HR as a static or hermetic department must become a thing of the past, transforming it into the first line of internal contact in companies, guiding employees towards opportunity, and supporting intra-entrepreneur figures to ensure the success of the change.

    Cooperation must be a shared pattern throughout the company and therefore requires employees’ involvement to favor a collective constructivism that improves efficiency. And to favor that cooperation, we need to facilitate decision-making and do away with hierarchical structures, because imposed hierarchy can prevent the conversion of ideas emerging from the heart of the organization. By removing this hierarchy, companies will be able to escape from the standardization and the bureaucratization of processes.

    But who said that drawing together all that knowledge was easy? Leading the change, being the organizational glue, requires HR having a method to ensure success. Let’s look at some aspects that need to be taken into account:

    • Organizational transparency, a suitable communication must be the shared pattern throughout the organization.
    • The use of tools 2.0 will enable reinvention in the new scenario, guaranteeing a sensitivity towards new trends and advances to bring organizations closer to the external customer.
    • Learning as a goal of the organization for constant improvement of the production processes, enabling a moldability that guarantees survival over time.
    • Transmission of the business strategy to the entire organization, which helps focus all activities towards achieving the main act of faith or raison d’etre of the organization.

    In short, companies become liquid to adapt to the new changing scenario that prevails in the market and to its requirements, and new organizational structures emerge. But despite the wave of constant change that invades business today, we need to remember that adapting the organization to change is not immediate, rather for large companies, a major investment of resources and time is required. But thanks to those necessary changes, collaboration will become a key base for companies and will enable them to assume the challenge of the new organizational capillarity required for success in the new scenario.

    Rafael García works as a consultant at the company Índize and writes his own blog, which at Zyncro we highly recommend: La Factoría Humana.


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