There is a growing importance to use Web 2.0 and Enterprise 2.0 concepts in human resources. Last week, I attended and presented at the Inspecht HR Futures Conference in Melbourne. The Inspecht HR Futures Conference brought together speakers covering all areas of HR, Recruiting and Technology to discuss how social media, innovation, culture and technology empower, attract, engage and evolve employees.
I presented how BearingPoint leverage Web 2.0 technologies to assist us in engaging our internal team members through the BearingPoint Wiki and shared some of my experiences and benefits using the tool in my day to day work. Following on, I explained how BearingPoint is reaching out to external information management experts through Mike2.0 where it provided us with an excellent platform to interact and discuss information management.
My presentation is below:
Author: Sean Lew
View more presentations from Sean Lew. (tags: 2.0 collaboration)
Senior Vice President
There was a time when chief information officers (CIOs) were only responsible for back-office technology issues, but times have changed and today’s CIOs wear many hats. In addition to strategy and business expertise, most CIOs are being asked to participate, if not lead, talent acquisition, development and retention initiatives. As we write in our recent white paper, ‘What CIOs can do to Confront the Talent Challenge,’ in many cases, it’s talent, not technology that keeps CIOs up at night.
It’s an area we’re tracking closely at BearingPoint, particularly in today’s economic climate. Despite the layoff and downsizing we hear about daily, we believe CIOs must remain diligent about hiring and retaining top talent. IT is in a somewhat unique position; many IT workers will be nearing retirement age in the next five year while interest in technology and science among college today’s college students is continuing to fall. This, of course, means finding and keeping top talent will continue to get more challenging in the coming years.
So, what’s a CIO to do? We spoke with a handful of CIOs about these issues and wrote up their findings and recommendations in our new white paper. Some of these may surprise you. It’s clear that CIOs can’t take a one-size-fits-all approach to talent strategy. For example, a CIO of a large company may be able to offer extensive career growth and personal reward, while smaller companies may be able to offer exposure to more IT projects and technologies. Whatever the size, it’s clear from our research that CIOs must remain flexible and integrate more innovative human resource strategies.
Take a look and read this report to learn what your peers are doing in the area of talent management and retention. We would love to hear about your experiences and learn what’s working and what’s not at your organization.