TM - June 2008 - (Page 4) [from the editor] by Mike Prokopeak S S Power to the People outh African leader and antiapartheid activist Nelson Mandela once said: “It is not the kings and generals who make history, but the masses of people.” It’s a deceptively simple idea, but it exposes a lasting truth. A leader creates the vision and motivation to act, but it’s the people, not the leaders, who make a difference. Seemingly impossible tasks suddenly become possible when you tap into the energy and resources of the masses. Take, for example, the case of mu- ers in their homes. Those repeaters bounce the wireless signal from one to the next, thereby growing the network outward as more and more volunteers sign up. Anyone who has read Thomas Friedman’s best-selling book, The World is Flat, should be familiar with the model. Peer-to-peer networks are increasingly driving innovation and growth in a world leveled by technology and collaboration. Starting with Mosaic, the first public Web browser developed by a team of programmers at the ideas and reading thought-provoking content on new practices and innovations in the critical business of managing people. Last month, at Talent Management Magazine’s Strategies 2008, our first industry event, I had the chance to see that network in action. Speakers shared ideas on the impact of Web 2.0 technology on talent initiatives, tips for managing the multigenerational workforce and ideas for integrating talent strategies with business objectives to drive higher performance. Industry analysts such as Jac Fitz-enz of the Human Capital Source, Lisa Rowan of IDC, Kevin Martin of Aberdeen Group and Kent Barnett of KnowledgeAdvisors shared their latest research. But it was also a networking event, an opportunity to get together with like-minded colleagues, benchmark initiatives and share ideas and best practices. It was a sort of peerto-peer talent management Wi-Fi network — each of us like a wireless repeater, receiving signals, downloading content and bouncing it back out to the next repeater. Today’s organizations face genuine workforce challenges, whether it’s a looming leadership gap, an increased demand for higher performance or the need to do more with less. But like the entrepreneurs behind Meraki who saw an opportunity in what seemed like a daunting challenge, talent managers can tap into a network of peers to break through barriers and deliver results. The power for innovation lies with the people. It’s a new paradigm — a people-powered revolution in which users collaborate and share ideas to create innovation. nicipal Wi-Fi networks. In the past few years, many cities have taken steps to create free public Internet networks that would give residents wireless access anywhere in the city. It’s the Internet as the newest public utility, and all residents would be able to access and benefit from the information superhighway. While some Wi-Fi projects have had limited success, most have either stalled or crumbled due to bureaucratic roadblocks, skyrocketing costs or the logistical challenges inherent in rolling out such a huge initiative. The bar simply was too high. But a northern California technology start-up called Meraki is bypassing the red tape and tapping directly into the power of the people to make it happen. Meraki already has started to cover San Francisco in what it terms a wireless “cloud” by enlisting hundreds of volunteers who agree to host small wireless signal repeat- University of Illinois in the early 1990s, hosts of software developers have tapped into the power of networks to create new products and services that have transformed the way we live our lives. It’s a new paradigm — a peoplepowered revolution in which users collaborate and share ideas to create innovation. Traditionally, only large companies had the resources to fund expensive research projects that ultimately led to new products and technology. In the new flat world, innovation grows organically out of a group of like-minded peers sharing ideas. As the network expands, the rate of innovation increases exponentially. The ceiling is nearly limitless. Since its beginning, one of our goals for Talent Management magazine has been to build a community of readers around the growing talent management industry — a network of people interested in sharing Mike Prokopeak Editorial Director mikep@talentmgt.com June 2008 4 talent management magazine www.talentmgt.com http://www.talentmgt.com
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.