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Consider how much of your HR focus is on the quality of the individuals in your organization, but research suggests it may be equally or even more enlightening to understand the collective similarity–not just individual quality. Get the full post from Visier Rob Cross and I have suggested how organization social networks can be sources of strategic success, including encouraging newcomers to create “pull” toward themselves, rather than excessively “pushing” themselves on others. However, Rob, and his colleagues, Reb Rebele and Adam Grant, also warn of “collaborative overload” a particular risk for well-connected or “central” networkers. Their → Read More: Develop Your Workforce’s Political Skill to Help Them Thrive Whether you call it “gig,” “fluid” “liquid,” “agile,” or something else, an increasing proportion of work is done through engagements other than regular full-time employment. While estimates of the number of workers who fully support themselves with work outside of employment vary, the amount of work being done outside of employment (including contracting, freelancing, and → Read More: Are Freelancers Your Best Performers? Applying Organizational Network Analysis to the Gig Economy Patterns in nature are remarkable, from the smallest to the largest scale: The symmetrical pointed star shows up in starfish and segments of fruit. The same fractal patterns are seen in leaf veins, wood grains and branches of trees. Fibonacci spirals are present in the nautilus shell, cabbage tissues and in the way droplets of → Read More: Consider the Meander: How Attention to Timing Can Enhance Employee Engagement Over two decades of research, Cross and colleagues have found that 3-5% of people in a typical organization network account for 20-35% of the value-adding collaborations. Yet even sophisticated talent management systems tend to overlook about half of these central players. Among other problems, this means that the people making your most significant collaborative contributions → Read More: It’s All Connected: Unearthing The Potential in Hidden Collaborative Networks Work automation is often framed in simple terms – how many jobs will new technology replace? On June 14, 2011, U.S. President Barack Obama stated that ATMs allowed businesses to “become much more efficient with a lot fewer workers.” Actually, the number of teller jobs increased with the number of ATMs. In 1985, the U.S. → Read More: To Optimize Work Automation, Get Beyond “Robots Taking Our Jobs” In my July ReWork column, I described agile work as perpetually upgraded work, constantly “becoming” something new. Every day, work becomes a little more automated, the source of talent becomes a little more boundless, the rewards become a little more immediate and non-monetary and learning becomes a little more virtual and community-led. An Accenture report → Read More: Leaders, You Can’t Achieve Agility in the Workplace Without Transparency This trend of “becoming” means organizations—and their talent departments—must be more agile. An Accenture report found that CEOs list becoming agile as their number three business priority. And to compete in this fast-changing world, says the report, “HR will fundamentally reshape itself so that the function becomes a critical driver of agility. In this role, → Read More: Beyond Agile HR: Your Company Must Embrace Agile Work |
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