We have seen recently how a specific group of professionals, Executive Secretaries, can greatly contribute to the successful implementation of the Business Networks Management (BNM) program led by the CNO - Chief Networking Officer.

We will see now how an entire department and of great potential strategic value, Human Resources, can contribute decisively to the success of this program. Here are three action points: 

1) Within the responsibilities of HR, we have training. One of the first activities is to recruit collaborators who are interested in contributing to the firm through social networking tools. This action is voluntary, but extremely important. The CNO will train volunteers to use social networks on behalf of the company with application, both for business and for recruitment & selection. 

The explanation is very simple. With the advent of social networks, the vast majority of staff already have profiles into these platforms and an average network of 250 contacts. Well, if we're talking about a large company with 1,000 employees, we are considering an expanded network of 250,000 of second degree contacts. Of course we will have many redundancies, but still, we have a population of a medium sized city. Imagine if the company can raise the average to 1,000 contacts per employee with this training? 

All these people are potential stakeholders around the business, ie, customers, suppliers, investors, media contacts, distribution channels, etc ... By the time, the company activates this mega communication  channel through social networks, it positions itself strongly in the mind of its audience and begins to attract a lot of opportunities around itself. 

This activity takes place in both real  world and online one. If the company has already created a corporate social network, the collaborators can invite all their contacts from both online and real worlds to participate in it to the extent they are grouped according to their position in the stakeholder matrix. In order to do so, it is imperative that the company already has segmented these stakeholders in groups of customers, suppliers, channels and so on.

2) Another important role of HR is to identify potential relationship managers of various groups of stakeholders in several departments. This activity, initially voluntary, can pay very interesting dividends to the professional  when that program results start to appear.

3) Finally, the RH is also instrumental in developing a  mesaurement and reward policy for this business networks management activity. Benefits can be agreed , case by case, in various ways, eg, fixed  fee attached to a specific business outcome, promotion with natural salary increase, advanced courses, opportunity to represent the company in relevant forums, among others.

Conclusion: the deeper the HR is engaged with the business networks  management program implemented by the CNO, the faster the company will feel the immediate effects of this new business approach. A truly active and strategic HR is an effective center to generate multiple revenue streams for the company.


Octavio Neto Pitaluga