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Beyond Facebook
The first thing human resource professionals need to understand about social-networking analysis is that it isn't all about Facebook or MySpace. "That's actually a source of confusion," says Valdis Krebs, a Cleveland-based expert on social-network analysis. "People hear social networking and they automatically think Facebook. The reality is, social networks have existed since the caveman." Social-networking analysis, or SNA, focuses on the mapping and measuring of flows of knowledge and information between people, groups or organizations. In other words, it's a sophisticated and useful evaluation of the company grapevine. New research suggests HR leaders could benefit from a greater understanding of SNA, particularly at a time when the floundering economy requires organizations to become more effective, efficient and aware of how work gets done. The study, Capturing the Value of Social Networks, conducted by the Human Capital Institute and Saba, found that hardly any HR professionals (2 percent) have a deep understanding of SNA. Yet, more than 60 percent of their organizations already use some social-networking tools, such as LinkedIn, which could prove useful if a SNA program was formally established. Currently, organizations report they are using social-networking tools for onboarding (71 percent), recruiting (62 percent) and mentoring/leadership (61 percent). "It's time for social networks to become a mainstream talent-management process," says Dr. Rob Cross, professor of management at the University of Virginia and author of the just-released book, Driving Results Through Social Networks: How Top Organizations Leverage Networks for Performance and Growth. "Many are dabbling in it to see if it works," he says. "This research proves that in today's technology-driven economy, a formal SNA strategy can help organizations better acquire, develop and retain their top performers."
Call to Action Allan Schweyer, executive director of HCI, a Washington-based global professional association and think tank, says that SNA "reveals an organization's information flow and true knowledge hierarchy." "By knowingly applying SNA to its own social networking, organizations can begin to both improve existing networks and build new ones that will improve both talent management and overall organizational performance," he says. The study's primary recommendation, says A. G. Lambert, vice president of marketing for Saba, a Redwood Shores, Calif.-based global provider of human capital management software and services, is "really a call to action to learn more about SNA -- to get a better understanding of how it can apply to an organization. Many organizations are leaving all aspects of social networking to IT, but HR has to be at the table." The first step to take advantage of social networking is to conduct an SNA evaluation. "This is best accomplished," says Schweyer, "by surveying employees to understand their networking habits, who they seek information from and the frequency and quality of the interactions they have with others in the organization." Such information can be combined with interviews and an analysis of corporate e-mail use, he says. Then, the organization should take advantage of that corporate social networking (CSN) to facilitate better socialization and the flow of information through an organization, he says. Implementing CSN "would allow the organization to target areas of the network (and individuals) to exploit strong connections and improve areas of network vulnerability, where too much may rest on just one or two people," the study states. Real-life Example So how does social networking analysis play out in real life? Krebs, who runs the site, orgnet.com, offers up this example. A few years back the head of an investment bank reached out to him to help determine who at the organization was most deserving of bonuses. Krebs' team asked employees there a simple question -- name the three people in the organization most helpful in getting a deal done? Using the results, Krebs created a roadmap for the way work actually was done in the firm. "We mapped it out, and showed him, '[These are] the people making a difference.' " Krebs says. "He said, 'Wow, I don't even know half the people at the top of the list.' " The leader committed to getting to know those people, and was able to target the incentive money toward those employees playing key roles in achieving results. Lambert says that mapping social networks has vast potential -- from identifying the best talent to finding opportunities to conduct training in-house. "The question HR is asking is, how do you provide the workforce with the knowledge and skills they need and at the same time cut costs?" Lambert says. "With SNA you can harness the potential of the existing community within your organization and identify in-house expertise."
Getting Started The first step to introducing SNA is to find an existing project that is slowed or stalled, Krebs says. As a pilot project, start mapping the flow of information and who the key players or positions are. "Often you can help a project team get unstuck," Krebs says. "Once you solve a problem, you don't have to worry about how to sell it. People see the results and then want to apply [the process] to their area." Once SNA has become part of the organization's culture, HR professionals can help identify tools that enhance the flow of communication and information. That's where the more familiar social-networking tools such as LinkedIn and Facebook can play a role. "Tools like Facebook can help us do more and do it a little faster," Krebs says. "But the basic idea of identifying how things get done had value in the 1950s or the 1500s. Once you have that down, it's much easier to manage."
February 19, 2009 Copyright 2009© LRP Publications |
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