Leveraging Talent

1
Leveraging Talent

• CUTalent Evolving on social aggregation as a
  business strategy for getting the most out of
  human resources

2
Rethinking Human Resources at the Organizational
Level

• How many people work for you?
• What has changed that might influence how a CEO
  in 1988 would answer that question, compared to a
  CEO in 2008? Networks and the mindset of
  employees who know how to use them
• How do you see the talents available to your
  organization?
• What has changed that might influence how a CEO
  in 1988 would answer that question, compared to a
  CEO in 2008? Networks and the mindset of
  employees who know how to use them
• So have networks and the mindset related to using
  networks for access to talent and people changed
  the way your organization thinks about human
  resources strategies and tactics?

Think about your personal contacts...they might
add up to more talent than a large company in 1988
3
Rethinking Human Resources at a Personal Level

• How will tomorrows employee react to classic
  career challenges?
• They will bring their network to work with them
  every day
• When the boss asks them to find a new solution to
  a constant challenge...they will use their
  network
• When they need an edge to get that next
  promotion...they will use their network
• When they need a new opportunity...they will use
  their network
• So when employees bring their network to work and
  truly understand the advantages they have at
  being adept in using networks, will your business
  plan leverage this new perspective?

Think about your personal contacts...you have an
edge on someone who still works like they did in
1988
4
Rethinking Human Resources

• Imagine the revolution in trying to get
  organizations with top-down control thinking to
  embrace social network concepts
• Open environment with little governance
• Easy, quick communications
• Rich user identities (personalization, vanity,
  etc.)
• Reputation/ranking mechanisms
• Cliques
• New social network metrics (betweenness,
  closeness, centrality, clustering coefficient,
  etc.)
• How can we translate these ideas into winning
  business models?

5
CUTalent

• At CUAnswers, we are anticipating using our
  business network design to enhance both our
  participating organizations and their employees
  situations by leveraging a new mindset about HR
  and the collective talents of a network
• Goals for CUTalent
• Connecting people
• Creating opportunity
• Sharing knowledge
• Source of intellectual capital
• Collaboration, collective exchange of ideas
• Alternative resource allocation
• Individualized career development
• Potential for reduced people expenses

6
CUTalent

• We need to design a network that can capture the
  power of talentno matter where it is in our
  networkto innovate, execute, and earn beyond
  anything weve ever seen
• Build an expectation of leveraging both employees
  and their peers and contacts
• Our Passageways partnership gives us the
  potential to design a unique environment for
  credit union professionals that will be
  compelling, contagious, and a place where they
  will want to do business

We plan to leverage the power of a single
Intranet against the Intranets of a hundred
organizations and let 3,000 employees be visible
to each other
7
CUTalent Network
8
CUTalent Network
9
CUTalent Network
10
CUTalent Network

• Ideally, the community servers create an
  environment where employees inside a credit union
  are partnered with employees anywhere in the
  network
• The community server represents a common
  environment, set of tools, and business concept
  that facilitate a shared activity a ready-made
  eco-system to facilitate a new shared business
• It will start with CUAnswers at the center of
  new business initiatives
• It will come to fruition when any participant
  feels empowered to go into business or sell their
  talents throughout the network

Is your business read to extend services to your
peers? Are you digitally defined, connected, and
ready to bring on your first client?
11
CUTalent Network Peer to Peer Connectivity
12
Harnessing the Promise of Social Networks Around
People and Their Talents

• Ultimately, this network business design works
  when the environment (eco-system) creates the
  belief in the minds of its participants that
  their very participation in the network gives
  them a competitive advantage by
• Helping them harvest the benefits of scale that
  were previously beyond their reach
• Surrounding them with accessible innovation that
  is easily actioned at a lower cost
• Magnifying their opportunities and creating the
  potential for positive (though unspecified) new
  directions

Simply put employees and leaders believe this is
the place to be...this is their connection to the
crowd that will take them to the next level