The Five Priorities of a Social HCM Strategy

Author: Jim Lundy                        Date: March 30, 2012

Topics: Social   Research Note Number: 2012-4

Issue: What are the trends in social software?

Summary: HCM tools used to manage people in enterprises haven’t changed much in years. With the advent of Social HCM, HCM and talent applications will become more proactive and engaging for users.

Human Capital Management (HCM) is headed in a new direction. For years, HCM managers have needed to step up to the executive suite and provide substantive and meaningful business leadership. Yet HCM’s primary focus has remained stuck in its historical role, lacking the ability to move the organization, and its people resources, toward being a more engaged and productive community.

Workplace tools now focus more on people, and collaboration tools like social networks are driving key changes in the ways that people work and interact. The introduction of social applications into business processes has made it possible to accelerate work and increase productivity. Social HCM and talent applications will offer new levels of engagement that can help enterprises push the productivity equation. This note explores five areas where social will have an impact and how they set the stage for a new kind of social HCM (see Figure 1).

HCM executives want a seat at the executive table, yet to date HCM processes have been about tracking and reporting, much of
it necessary. It isn’t hard to add the extra elements to an HCM strategy that make it a productivity strategy, but it requires a
deeper understanding of work and what the work processes are.

Note: This is part of Aragon’s archived research. Please visit our Coverage Areas page to view our most recent content.

Copyright © 2012 Aragon Research Inc. and or its affiliates. All rights reserved.