Human capital, networked approach.

We normally think of people as something to be managed. After all, we call the department human resources.
Organizations create value by managing people to generate products and services. But consider the organization itself as platform, connecting people who have ideas, skills, and work with people who need them.
The rise of — and demand for — contractors is starting to rewrite the rules of talent. Twenty to thirty percent of the workforce in the U.S. and the EU is doing some type of independent work, according to the McKinsey Global Institute, and 42% of U.S. executives plan on hiring more of these workers in the coming years.
This is in part because companies need to hire highly skilled people for shorter periods of time as work flows in faster, less predictable cycles. As a result, hiring managers are now tasked with finding, hiring, and managing employees who run the gamut from full-time workers to those in remote, flex, or contract roles.
Companies use HOBNOB to engage people from inside and outside the company and to take networked approach to the way the company manage talents.
Traditional companies try to increase productivity, modern organizations work on increasing connectivity.
Based on: “You Don’t Need to Be a Silicon Valley Startup to Have a Network-based Strategy” by Mark Bonchek, Barry Libert and “A Guide to Finding and Hiring the Best Contractors” by Alyssa Merwin.
