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  • Sandra Bravo Ivorra 9:00 am on August 27, 2013 Permalink | Reply
    Tags: , , human resources,   

    Bad times, good resume 

    Estimated reading time: 3 minutes

    In times where many people are looking for word, having a good resume is essential as it continues to be both annoying and necessary.

    When you prepare your resume, the goal is to get them to call you to a face-to-face interview in which you can demonstrate your worth. But what errors are commited in a resume and how do we solve them?

    1. Resumes are always written in the past, when they should be a projection of the future and contain at least one sentence that describes the reason for which you want the job. Experience is all well and good, but it doesn’t mean a thing if it doesn’t set you apart as a person or show your special interest in the job, they can find twenty others like you who say exactly the same.

    2. Resume templates have done a lot of damage. Unless they ask you for a specific format, be a little original and personalize the document. The typical Word with Times New Roman and a passport photo is dreary. Be surprising!

    3. Forget so many facts and degreeitis and tell a life story. In a resume, it’s not about telling everything, rather highlighting what makes you different. What better way that through a tale? Investigate the company’s history and try to adapt it so you capture their attention. There are as many options as ideas in your head!

    4. Another very obvious –but often ignored – point is to adapt the resume to the job you’re going for and the company, as well as the email that accompanies it, if you aren’t handing it over personally. If necessary, call beforehand by phone to find out who you should address and avoid that horrible Dear Sir/Madam …

    The biggest error lies in trying to impress with quantity (degrees, years’ experience…), when in reality, what you should do is seduce with quality (human and professional). A surprising, sincere and personal story gives you the chance to go for many face-to-face interviews and position your profile as one that is worth it.

    Sandra Bravo (@Sandra_BI) is founding partner of BraveSpinDoctors, a strategic communication and political marketing consultancy.


  • Sara Jurado 9:00 am on June 3, 2013 Permalink | Reply
    Tags: , , human resources, , , , , 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 May 29, 2013 Permalink | Reply
    Tags: , , , , , , human resources, ,   

    Enterprise Social Networks: Lineal Growth in People and Exponential Growth in Talent 

    Estimated reading time: 9 minutes

    One of the virtues that an organization can have when applying the right Enterprise Social Network (ESN) is it can make different people share knowledge and different points of view on an idea in a single space.

    Two members of an organization may have never shared ideas about something they are both working on in the organization, i.e. due to physical circumstances, for example, because the employees are located in different work centers with an extensive geographical distance between them, or due to time limits, as time zones mean that their working days never coincide.

    In this scenario, employees in the same organization who could share knowledge with a personal and professional benefit for the company may never come into contact or exchange ideas.

    This is one of the key points where an Enterprise Social Network implemented in an organization plays a fundamental role, as the lineal sum of people with determined knowledge (talent) can mean exponential growth in talent in the organization.

    When we decide to implement an ESN in our organizations, one of its key objectives must be to act as a virtual collaboration space in which different professionals who work on a product can share their experiences and ideas, which will benefit not only professionals in the same area who are working on that product in other work centers, but also other professionals who work on that product from other areas.

    It seems to be more complex than it really is, so let’s take an example where we can see how growth can be exponential for the organization.

    Taking an organization with work centers in different parts of the planet, such as Europe, North America and Asia. They sell a range of products, and in this example, let’s focus on the product A. We design an ESN that creates a contact area with different professionals from different departments, for example, heads of different areas.

    When the head of design in Asia of that product A enters to share his experience on end users who acquire the product, the heads of design in Europe and North America acquire knowledge that enables them to work on the product to make possible modifications that could benefit their end clients. However, if in that meeting place, the heads of marketing also participate, they can see what the strong points for convincing the end client in each part of the world (support marketing) in order for them to purchase product A. What’s more, if the heads of Finance also participate, they can see how to apply the different product prices according to the possible competitors in each part of the world.

    With this simple example, we can see how the talent of one of the members in the organization shared in an open collaborative space not only causes lineal growth, but also exponential growth in the talent, which will reverberate on global improvement in the organization at different scales and as a whole. And that is something that is difficult to achieve with a traditional organization system where, with luck, the different departments meet at an annual convention in order to share ideas.

    The ESN implemented needs to have four indispensible points in order for it to be a true source of collective knowledge:
    • Open: i.e. all members of the organization, regardless of their work area but with the same hierarchical responsibility level, can access at any time to contribute an idea, knowledge… something that may be of interest to any other department and any part of the organization.
    • Collaborative: it must be the meeting point for debate or sharing contents, not a social network. In other words, implementing a network means its participants must comply with some basic rules of behavior.
    • Timeless: Any member can access it when they want to share something and it is clearly defined for other members so that when they decide to access, they know where the issue can go and this way know how to share, debate or extend the knowledge already left there by other members of the organization.
    • Hierarchical: the ESN implemented opens different meeting points in which different employees can participate based on their different levels of responsibility within the organization.
    How do I focus my approach if I’m responsible for implementing an ESN in my organization?

    Firstly, analyze the activities and departments making up your organization. Then, analyze the hierarchical level of your staff. Finally, establish criteria that enable you to create different meeting points in the organization, both in terms of parallel and transversal competences. i.e.

    • Meeting points for sharing knowledge for those responsible for finance, marketing, etc. in different work centers (parallel competences).
    • Meeting points for sharing knowledge for the same hierarchical levels in one work center in the organization (intra-center transversal competences).
    • Meeting points for sharing knowledge for the same hierarchical levels in different work centers (inter-center transversal competences).

    Each member who participates in the ESN is responsible for sharing their knowledge in one or more centers implemented according to whom it may be of interest.

    Obviously, this means training participants first, but undoubtedly, once the system and the ESN are implemented, the growth of talent within the organization will be exponential and not lineal like in organizations 1.0.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a faciliator, 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.


  • Juan Ignacio Barenys 9:00 am on May 28, 2013 Permalink | Reply
    Tags: human resources, , , , , , ,   

    The executive and correctly managing time 

    Estimated reading time: 5 minutes

    For any professional, correctly managing time is essential as from it comes, in almost all security, efficiency in all the tasks performed. For an executive even more so, as in executive positions, the pressure of the surroundings is high and tends to cause distortion in personal organization which, when frequent, causes a reduction in performance, a fatalist resignation, and undesired stress.

    As opposed to what is commonly thought, time management is not a natural skill that some people have and others don’t. We aren’t born with the ability to organize ourselves; it is learnt and thanks to it, significant improvements in performance are achieved in all tasks carried out. Nonetheless, we admit that some people possess a sense of order, a natural inclination that usually is shown at an early age.

    On the other hand, we must remember that time is a resource with three characteristics that make it unique:
    • It is available to anyone. Most resources have a “property”: money to invest, books to study, instruments of any type, etc. Time doesn’t; we all can have time.
    • Everyone has the same quantity of time. An hour, a day, a month… are exactly the same for everyone.
    • It is inevitably used. Whether we like it or not, in any task time will come into play, unlike other resources where their use is usually optional.

    As a result, managing time is no different to that of any other resources we have available.To do it correctly, you just need to combine good task management with the right management of the independence with which we can perform the task. And those are the skills in which in many cases can be improved with learning and training.

    Nothing better than to have a line-up of practical, short and concise advice, that when handled properly and subject to a strict discipline should result in the disappearance of the eternal “time problem”, captured in endless work hours, to-ing and fro-ing from work to home, “it’s Friday again”, etc. For executives, the need is two-fold. You are responsible for your own time and for others’.

    Tips for correctly managing time

    1. Stop interruptions, that come suddenly, without notice, or by rebound. Be a little selfish.
    2. Know your priorities. Know how to ask for them and do not take on tasks unless you have done it beforehand. Working blindly without priorities can generate subsequent errors and dissatisfaction.
    3. Be FIFO (first in first out). Don’t accumulate old tasks. Finish them off in order. Only change this natural order with the appearance of emergencies and, in some cases, with the change in the established priorities.
    4. Don’t be overconfident. Know your own limits and don’t exceed them. Doing it, generates barren exhaustion and detachment if it is directed at others.
    5. Handle five things at most at one time or homogenous time period.
    6. Don’t be a perfectionist. The best is usually the enemy of the reasonably good. From the point where the marginal benefit is zero, time becomes gold. Not before that.
    7. Know how to waste time every now and again. Releasing tension, resting, relaxing are activities that also have a place in our time resource.
    8. Be an owl. Watch, process, decide and act. If possible, without hesitation.

    Juan Ignacio Barenys de Lacha is Director at Odati and Eskpe Consulting. Member of AEDIPE, creator of the Odati Method for training executives and managers, ex-CEO of Olivetti Information Systems Spain and of Sligos Systems and chairman of the World Forum Congress in Washington in 1990.

    At Zyncro, we care about correctly managing time and we believe that an Enterprise Social Network can help you and your team to improve productivity. If you still haven’t tried Zyncro, try it free now and be convinced. If you don’t believe us, you can download the whitepaper in which we give you practical case studies of companies that have 😉

  • Bill Cushard 9:00 am on May 2, 2013 Permalink | Reply
    Tags: , , human resources, , ,   

    On-boarding New Employees on Enterprise Social Networks 

    Estimated reading time: 9 minutes

    On-boarding new employees is a major undertaking for many organizations. In fact, for most training departments, on-boarding is most of what it does. A lot of money is invested in on-boarding new employees, but there are staggering statistics that show that all of this time, energy, and effort is largely wasted.

    For example, according to the Wynhurst Group, 22% of staff turnover happens in the first 45 days of employment and the cost of losing an employee is at least three times the salary. This means that organizations are spending thousands of dollars per new employee to on-board them only to see many leave, costing the organization even more money to replace.

    These statistics alone should cause business leaders to question whether their current on-boarding efforts are effective enough to reduce these numbers. The good news is that new employees who went through a structured on-boarding program were 58% more likely to be with the organization after three years.

    So there is hope.

    Learning Job Skills is a Limited Goal of On-boarding

    The purpose of most on-boarding programs is to help new employees learn the skills they need to perform their jobs. Of course, this is important, but not enough attention is placed on other important goals of on-boarding, including socializing new employees into the culture of the organization. This limited goal of on-boarding is short-sighted because research has shown that effective on-boarding and new employee socialization can lead to positive outcomes in terms of job satisfaction, better performance, higher commitment to the organization, and reduction in intent to quit.

    Therefore, if organizations can just change how they on-board new employees by thinking about socializing new employees into the organization rather than just training them, organizations can improve performance through new employees who are more satisfied at work, perform better in their jobs, are more committed to the company, and have a lower intent to quit.

    So how do organizations socialize new hires instead of just training them? This is where enterprise social networks (ESNs) come into play.

    Where ESNs Come In

    In most cases, a new employee completes a new hire training class and then is shuffled to a desk surrounded by people in their department. Most of what a new person now learns about the company comes from their immediate surroundings, which is only a microcosm of what the company is all about.

    What if a new person ends up sitting in between the two most negative people in the company? What influence do you think they will have on the new person? Enterprise social networks open up the entire company to new employees, and empowers new people to interact with anyone in the organization no matter what department they are in or where in the world they are located.

    In the remainder of this post, I share four ideas for how to use enterprise social networks to more effectively on-board and socialize new employees into your organization.

    Four Ideas for Implementing Effective Socialization on ESNs

    1. New Employee Group: Create a group on the enterprise social network and assign all new hire employees to this group. Encourage new employees (perhaps defined as people hired within the past 0 to 12 months) to interact with each other, share stories of their on-boarding experience, and otherwise support each other.

    2. Assign New Employee Community Manager: Many companies have community managers to facilitate interactions between companies and their customers. The idea is to improve customer engagement. Why not assign a community manager to improve engagement specifically among newly hired employees?

    3. Encourage New Employees to Reach Out (with Direction): One of the most important benefits of enterprise social networks is that they allow employees to easily communicate with people beyond their immediate network. The new hire community manager should encourage new employees to reach out to people all over the organization, which could mean reading posts of others, finding people with expertise, asking questions of people they find interesting or commenting on the posts of others.

    This reach out should be structured in order to get new hires started. One example is a scavenger hunt. All new employees could be given instructions to seek people out using the enterprise social network. Some assignments could be to 1) find three people who share a hobby or interest with you by searching employee profiles; and 2) find three people in departments or with skills and expertise you want to acquire and send them a message asking them a question about how they got started. There are many ways this can be done.

    By providing structure to early activities, it reduces the anxiety of what to look for and also gives new people the confidence to continue to reach out and build their network on the enterprise social network as they progress with the company.

    4. Provide Links to Resources Related to Their Job: As a learning and development professional, I can tell you that the worst thing you can do is cram everything people need to know about their new job into the new hire training. It is too much. New hires get overwhelmed and forget much of what was taught anyway. Enterprise social networks allow you to strip out much of the content from the new hire training, and provide it to your new people over time, and in the moment of need. Use enterprise social networks to post resources when needed and also allow users to share these resources with each other.

    A Natural Opportunity to Improve Performance

    Enterprise social networks provide a natural opportunity for vastly improving how newly hired employees are socialized into organizations. By leveraging the power of enterprise social networks, your new people can be more satisfied at work, will perform better, and will stay longer. How could you not want that? If you are not using an Enterprise Social Network yet, it’s time for you to try Zyncro for free.

    The ideas above are just the beginning of what can be accomplished on enterprise social networks. How are you using enterprise social networks to on-board and socialize new employees into your organization? Share your stories in the comments below.

    Bill Cushard (@billcush), a new author to our Zyncro Blog. Bill is writerblogger and learning experience (LX) designer and facilitator. He has extensive, in-the-trenches experience in creating learning programs that incorporate semi face-to-face and social learning methods. You can follow him on Twitter or on Google+.


  • Rafael Garcia-Parrado 9:00 am on April 26, 2013 Permalink | Reply
    Tags: , , , human resources, , , , ,   

    The professional facilitator in organizations 

    Estimated reading time: 3 minutes

    Technological advances and growing competitiveness force companies to stay permanently up-to-date, so collaborative practices are becoming more valued as a more than profitable option.

    Here we can talk about practice communities that can enhance productivity in organizations thanks to an improvement in processes and empowering the employees who should assess, propose and solve in decision-making.

    Placing these work groups at the heart of any productive improvement involves giving them autonomy, with the result being the sum of the individual productivities and knowledge transfer.

    However a change of such dimensions in any organization used to functional or departmental structures can entail a number of problems in managing this complex change. To face it, and to ensure that projects don’t de-virtualize from their auto-da-fe, total integration is required and not just changing the structure of the departments.

    To respond to these limitations in organizations, professional facilitators or facilitator teams have emerged, which are responsible for developing strategic capacities for re-focusing the actions of the work group.

    These professionals seek to:

    • Drive innovation
    • Ensure strategic cohesion
    • De-bureaucratize the organization
    • Instill a new way of doing things (innovation requires a method)
    • Streamline the organizational change
    • Use social technologies to provide business openness

    These professionals can acquire a greater role in the classical structure, while they reduce their weight and importance. Through their interruption in the work methodology, they seek to generate wisdom across the board that enables the company to give an efficient response to the challenges.

    To sum up, I want to highlight the importance of people, as a high level of involvement and maturity is essential in order for the companies themselves to adapt to the rhythm and the quality of their employees, achieving greater flexibility and orientation on the outcome.

    Rafael García (@rafagparrado) works as a consultant at Índize and has his own blog, which at Zyncro we highly recommend: La Factoría Humana.

  • Eduardo Sanz 9:00 am on April 23, 2013 Permalink | Reply
    Tags: , , , human resources, , ,   

    Leadership in difficult times (II): Accidental leader or “what have I done to deserve this?” 

    Estimated reading time: 8 minutes

    I want to start by thanking you for the great welcome my first article on this blog got and all the comments many of you made both privately and publically. This just reinforces that the ideas I mentioned are not just my own vision of things and helps to confirm that we all have a mission to change the Spanish panorama of SMEs with quality executives and leadership.

    Another reason that reinforces that we have “hit the nail on the head” is that all of you who gave your feedback are people that have experienced pseudoleaders. So they are not an urban legend that no one has seen after all and they do really exist. It’s no use thinking that they are just from the older generations, and those that have replaced them are “cut from the same cloth.”

    Curiously, none of these pseudoleaders have written to me publically or privately to say “Hello, my name is X. I’m a pseudoleader and I want to change. How do I do that?” So I ask myself, where is that self-criticism?

    An accidental leader could be any of you; a committed person with a restlessness, who collaborates and has always worked hard thinking that some day their chance to lead a project due to their own merits would come.

    Normally, accidental leaders find themselves with their boss’s job overnight because the company had thought that it could save expenses that way and that they would accept the position without questioning why or how and would limit themselves to doing what they are told.

    It is communicated to them with no mincing of words. “Hello, we have decided to make a change in Sales Management and after assessing several options, we think you are the person for the job. We have good reports from your boss, you’ve been with us for a while and you know the company. So do the visits you have planned and in 15 days’ time we’ll meet here to talk about how we are going to work.”

    You get excited and you follow your work plan and visits. At night in the hotel, you work on a detailed business plan in line with what the company needs and the market demands.

    When the day arrives, the message you receive is “We hope this changes quickly and you limit yourself to doing what we tell you, don’t forget that you’re here because of us” or “What you need to do is sell, stop giving excuses and sell. Your previous boss spent all day getting data on the competition and saying that we had to change things and analyze prices, but what you need to do is sell. We’re here to think, so less PowerPoint and more selling.”

    You’ll leave the meeting completely demotivated but you tell yourself that gradually changes and improvements will be made. The months go by and things stay the same, they didn’t want a leader and you realize that you haven’t worked or endeavoured so long to do that.

    You try to give your team training and the response is “Training is an expense, less training and more selling”. You start to notice that they don’t include you in the decisions and when the time comes, you ask yourself the question do you really want to continue or not?

    You know your potential, you know your areas for improvement and you want to work on them. What’s more, you have ideas to drive and help the company.

    I’ve discovered I’m an accidental leader. What do I do?

    If after reading this you can identify with this, don’t lose hope. Don’t worry, there is a path to solve it. You have several options and, although there is no good or bad one, I’ll give you a few. But remember, the right one will be the one you decide to take.

    Option 1: Accept it and resign yourself to the fact. If that role is enough for you and you are only looking for a title on your business card, it’s as respectable a decision as any other. Many people spend their lives doing something they don’t like and passing the hours, waiting for their day to end. If you are one of them, you still have time to change it some day. If you don’t want to, good luck in your job. I don’t envy you.

    Option 2: You’re restless and you can see that this is not the future you envisaged.

    • To start, don’t lose hope.
    • Be positive, maybe you will manage to make them change the way of doing things.
    • Seek allies that can help to change things for better step by step.
    • Relish those small successes, from a new customer to a sales rep that you have trained. Give yourself those moments of self-motivation.
    • Don’t stop learningand build up your network of contacts in case an opportunity arises.
    • While you are with the project, always give your 110% so they can never say you “didn’t do it” and if the results don’t come, you can be sure that you gave your all.
    • Trust yourself and your values.
    • You have talent, success requires training .
    • Never rush into making a decision that affects your future. As the song goes “you’ll never walk alone”. “When you walk through a storm. Hold your head up high. And don’t be afraid of the dark. At the end of the storm is a golden sky”

    In the next article with which I will close this trilogy, I’ll talk about new leaders: Leader-Coaches, the seed of the Sustainable Leader.

    Like always, I’ve written about my own opinion of things, but I’d love to know what you think. Feel free to comment!

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.


  • Juan Ignacio Barenys 9:00 am on April 18, 2013 Permalink | Reply
    Tags: continuous training, human resources, , , , , ,   

    The People Manager as a Trainer 

    Estimated reading time: 6 minutes

    In this blog, I highlighted a few weeks ago how positive it is that the expression “human resources management” is being replaced by “people management”. It’s not something trivial. The temptation to treat people exclusively as resources has been enticing and has brought with it attitudes that are not favorable for their overall management, beyond the mere administration.

    People management is not solely the responsibility of the departments created for such purpose in organizations. It is the asset and unavoidable obligation of those professionals who are responsible for managing others in their organization. It includes diverse functions, however today I would like to highlight one in particular, perhaps the one most forgotten: continuous training. And never a word better used than continuous, meaning: without interruption, without need for prior planning and without resorting to the well-known liturgy of classrooms, audiovisual media and reserved timetables. All the above is not strictly necessary for training people, although obviously it helps.

    Has anyone ever told, for example, a sales director to not provide training in sales techniques himself whenever the opportunity arises with his agents? Has any ever stopped a production manager from continuously transmitting his experience to the engineers under his command? Of course not. There is no people management or human resources (or however you want to call it) department that can regulate substitutes, more or less dressed up as academics, that highly personalized, enormously practical and directly focused training for the organization’s benefit. Training that is given in the day-to-day, in the work meetings, in the individual conversations and in any act that includes the slightest touch of communication.

    However, on many occasions it happens like that. Managers omit with excessive frequency and ease the responsibility of giving that ideal training and clumsily resort to the cruddy “you’ll have such and such training program” or “they give me people that don’t need training”, unacceptable clichés in a modern idea of people management.

    We shouldn’t manage, at a level, without explicit desire to train the people managed. And that should not sound like out-dated altruism, please. On the contrary, it is not just the most noble of the acts in management, but also the most profitable, in terms of benefit for the people, without a doubt, but also for the organization that houses them.

    To train people, not resources, first we need to know what their learning processes are. This way, the corresponding teaching procedures can be adapted. Not everyone learns in the same way; as a result, you can’t teach them in the same way. In formal education of groups, it is difficult to individualize those procedures, but when it is daily training from management, it can be done. It’s often enough to want to do it and to provide the personal means to do it.

    There are five learning processes that we people use: stimulus association, consequence association, imitation, peer mediation, and reflection. A combination of these can occur, and in fact, it almost always does. In each person, there is a dominant process and the other that accompany it. These five processes have another number of procedures for teaching associated: adapting the practice conditions, increase feedback, show, provide guidelines, and invite reflection. Also here “each teacher has their own book”, i.e. there is a dominant procedure. From conjunction between them, that training to which I refer will emerge spontaneously, and the figure of the manager as a people trainer will be recovered.

    Juan Ignacio Barenys de Lacha is Director at Odati and Eskpe Consulting. Member of AEDIPE, creator of the Odati Method for training executives and managers, ex-CEO of Olivetti Information Systems Spain and of Sligos Systems and chairman of the World Forum Congress in Washington in 1990.

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

    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: , , human resources, 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.


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