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Social networking (SN) has become the new online rage. Blogs, wikis, RSS feeds and social networking sites like Twitter, Facebook and LinkedIn have provided creative ways to recruit, engage, connect and retain employees. They have also provided an opportunity to facilitate strategic knowledge sharing across organizations and government agencies.

Most SN tools are Web-based and provide a variety of ways for users who share interests and/or activities to interact. Users can share best practices and build communities of practice. These tools provide email and instant messaging services — constant connectivity. SN tools can help with the current challenges facing today’s government agencies such as brain drain from a retiring workforce, the need to create inter-agency knowledge sharing and an increased need to imbed talent tools where the work is getting done.

The Human Capital Institute (HCI) and Saba partnered to better understand the use and potential of SN tools in the government workplace. The goal was to learn what SN tools are being used in government today, the effectiveness of SN for doing government work, future expectations and barriers for its use, and how agency type affects the use and opinions of SN.

Social networking (SN) has become the new online rage. Blogs, wikis, RSS feeds and social networking sites like Twitter, Facebook and LinkedIn have provided creative ways to recruit, engage, connect and retain employees. They have also provided an opportunity to facilitate strategic knowledge sharing across organizations and government agencies.

Most SN tools are Web-based and provide a variety of ways for users who share interests and/or activities to interact. Users can share best practices and build communities of practice. These tools provide email and instant messaging services — constant connectivity. SN tools can help with the current challenges facing today’s government agencies such as brain drain from a retiring workforce, the need to create inter-agency knowledge sharing and an increased need to imbed talent tools where the work is getting done.

The Human Capital Institute (HCI) and Saba partnered to better understand the use and potential of SN tools in the government workplace. The goal was to learn what SN tools are being used in government today, the effectiveness of SN for doing government work, future expectations and barriers for its use, and how agency type affects the use and opinions of SN.

Transforming HR to spend less time on administration and transactions, and more time on strategic work, has been easier said than done. HR shared services plays a vital role in achieving this transformation. Effective HR Shared Services can actually improve the delivery of HR services with fewer resources and lower costs, allowing HR talent to focus on adding value to the business. But how do you get there?

This paper will explain the concept of HR Shared Services, its value proposition, functions and scope, and the best practices that make it effective. The paper will also discuss the multi-tier approach to HR Shared Services , and provide a preview of "HR Shared Services 2.0"

The findings from our research present an extremely compelling argument in favor of centralized Contingent Workforce Management (CWM). Rarely is an independent research organization (such as HCI) able to make so clear cut a recommendation for or against a course of action. In this case, we strongly recommend that organizations move toward enterprise-wide, centrally managed and technology-enabled CWM. Below