How to Build a Cleared Talent Pipeline on The Cleared Network
Talent Network
Transcript of Talent Network
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networks have deep rulesof operation which are
independent of what they
actually do
mick yates2007
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hierarchies
marketsand
hierarchie
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randomnetwork
“scale free”network
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weak links
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randomnetwork
“small world”network
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• work – daily exchange• social – “check in,”
inside and outside theoffice
an important indicator of the trust in yournetwork
• innovation –
collaboration• expert advice –
problem solving• career guidance –
advice
• learning – self
Karen Stephenson
networks we belong to
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hubs &authorities
affiliationclusters
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scale free - hubs and authoritiesstructure to help “the rich get
richer”
small worlds - “weak” links tohelp the search for ideas
affiliation clusters – to helpemergence of belonging, trust
and self development
talent networkdesign …
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1. Purpose
effective Networks have a
clear business /organizational purpose which must be pre-defined
outputs must be both usefuland measurable
the blindinglyobvious …
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A Community of Practice is not a
club - it has identity defined by ashared domain of interest and a sharedcompetence
Members engage in joint activities and share information; relationshipsemerge to enable learning and creationof new knowledge
Members are practitioners - theydevelop a shared repertoire of resources, experiences, tools, andways of addressing problems after Etienne
Wenger
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• create shared vision andpurpose
• build distributed leadershiprather than direct and goalset
• focus on knowledge creationnot just knowledgedistribution
talent implications…
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2. Member identity
skills, knowledge, motivations,
problems, geography, timelinkages, goals and beliefs
demands data based
understanding andcommunication …
… and identification of
“structural holes”
the supposedly easybit …
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•searchable
•customizable– applications
– groups
•facts andcontext
•real time
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• create context as well asdata sharing
• make sure everyone knowswhy they are in the network…
• simplicity and transparency• set the system rules, make
them clear, and then watch
talent implications…
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3. Actionability
something new and
innovative actually happens as a result of the Network’sexistence …
… a corollary is that links in theNetwork must have practicalvalue in real interactions
the sanity check …
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• what do you want to happen?• what is “core” – everyone
must know
• what is “up for grabs” – theyinvent
• each part of the networkreinforces all the other parts
talent implications…
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4. Searchabilityto answer real world questions
informational … best Thairestaurants?intellectual … learn from
research?
actionable … better salesresults?
relational … team worksbetter?
judgmental … decide right
a really tricky bit …
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talent implications…
• purpose driven systems• mix of tacit and implicit
knowledge
• seed points - hubs andauthorities
• trajectory of search is the key
• employees take
responsibility
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5. Networktrustworthiness
depends on
- identity of members, hubs &authorities
- actionability of their links
- conversations in affiliation
clusters
the key to the wholething …
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talent implications…
• participation – face to facehelps
• connect existing systems• performance management,
knowledge sharing, goal settingetc
• encourage “trust but verify”• weak links which “work”
become strong
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1. Purpose2. Member identity
3. Actionability
4. Searchability
5. Networktrustworthiness
making talent networkswork …