Organization Networks and Talent

Jane - Structural Hole2How often have you realized, only after an employee has left the company, how critical he or she actually was to the business? Have you ever found your company in dire straits because key positions have been empty for too long? Or have you hired a promising new executive only to see that person fail after just a short time on the job?

The missing piece is organizational networks. Networks show the hidden relationships within organizations and identify deeply trusted employees, subject matter experts, innovation leaders, effective implementers, and problem solvers. They show who is deeply trusted, who people go to for leadership, and who might shine on their performance reviews but can’t work well with others. Knowledge of the information embedded in networks can help leaders identify high potentials more effectively, make better decisions about succession, and craft more accurate and effective development plans.

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  • Hidden Assets Can Drive Your Company – The most powerful people in organizations often can’t be identified on organization charts or process maps. These hidden assets occupy critical places in informal organizational networks and have the ability to make or break change. They’re also a tech leader’s best source for potential successors, innovators, and problem solvers. Published in Mass High Tech.
  • Welcome! Now Get to Work: Creating On-boarding Programs That Set Employees Up for Success – 64% of executives hired from the outside fail at their jobs. Companies spend time and money to search, interview, hire, and engage these executives. Their efforts, more often than not, are unsuccessful. This short presentation highlights the reasons why executives fail and what companies can to help new hires succeed. Presented to the Northeast HR Association.
  • Succession Gone Wrong – Companies are exposed to significant risk when leaders step down unexpectedly. Yet 80% of companies are not well prepared for their CEOs’ departure, according to the Corporate Leadership Council (2004). Others have succession plans, but fail to create a smooth transition because the plan is faulty or not well-executed. This PowerPoint show, adapted from a presentation for the Northeast HR Association’s Advanced Practitioner Series, shows how hidden networks influence succession planning. Presented in the Northeast HR Association Advanced Practitioner Series.

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