Social networks should be integrated into talent management within organizations

Professional social networks should be incorporated into talent management, not only in the recruitment functions but also in the development tasks of the same.

Cezanne Software Ibérica, specialist in the development and commercialization of human resources management software, affirms that social networks should be integrated in talent management, to facilitate, not only the recruitment of candidates, but to enhance the development of talent within the organizations.

The prominent role of social networks within global strategies

What was born in principle as a communication tool rather used by young people and adolescents to exchange information on various issues, has become over time, a true collaborative tool that starts to be valued very positively by most of the companies not only for the search of contacts, for the corporate promotion or for the sending of advertising messages. Today, social networks begin to play a prominent role in the set of global strategies of companies.

Also in the area of ​​human resources management, social networks have been increasing their value to become, nowadays, another support, not only for the selection, recruitment of candidates and to contrast information, but for the training and talent development. Joaquín Lasheras, commercial and marketing director of Cezanne Software Ibérica, assures that “social networks help us detect the interests and training needs within the organization because they propose open debates that are established among the members of these networks to exchange opinions about the training received or from which they would like to receive. This information allows detecting areas for improvement to promote training meetings, conferences, technical conferences, etc.

Web 2.0 is not a technology, it is a philosophy

The exchange of information that occurs in social networks encourages the motivation of people who perceive how the company listens to their opinions, their ideas and even how they value their requests. This type of initiative generates greater cohesion among the members of the organization, helps to discover new talents that may not stand out in the area in which they usually carry out their activity, but which may stand out with their ideas in other fields that may be adjust better to your abilities. “Recognizing and rewarding good ideas is what increases the motivation and development of employees and, therefore, contributes to the evolution of the project”, explains Joaquín Lasheras.

On the other hand, and in general terms, social networks encourage conversation about different topics of common interest which allows in itself, to acquire knowledge within a process that is constantly fed back. As Joaquín Lasheras explains, “the use of social networks encourages collaboration among employees, interdepartmental communication, open and transparent communication, and the development of creativity and innovation through the generation of content. Communication becomes one of the main assets of the company when it comes to developing its daily processes and, especially those that have to do with the development of talent. Social networks transform processes, methodologies and, ultimately, imply a change in the background of the organizations themselves. ”

In short, the 2.0 communication tools, among which professional social networks stand out, provide flexibility, collaborative environments, adjustment of supply and training demand and optimization of costs to the areas of performance management. Web 2.0 has ceased to be a technology to become a philosophy that should permeate companies that want to add more value to their talents.

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