Transferring Social Relationships and Social Contacts as Part of Talent Management

This training program will detail unique challenges in social relationship succession planning. It will list common approaches to facilitate the transfer of social relationships and summarize best practices in social relationship succession planning.

• Explain unique challenges in social relationship succession planning
• Summarize how to formulate and use social relationship succession planning
• List common approaches to facilitate the transfer of social relationships
• Summarize best practices in social relationship succession planning
• The future of social relationship succession planning

• How does social relationship succession planning relate to traditional views of talent management?
• How can social relationship succession planning be used?
• What important challenges in social relationship succession planning must be overcome for it to be successful?
• How can best practices in social relationship succession planning be used?
• How can future trends in social relationship succession planning be identified and anticipated?

When experienced workers leave an organization, it takes more than a new pair of hands to replace them. Veteran employees build a social network of people inside and outside an organization who help them do their jobs and help them achieve results. The loss of interpersonal relationships can risk the loss of suppliers, distributors, and customers. This webinar will describe how to identify and transfer key social relationships and professional contacts as part of a robust talent management program.

• HR practitioners
• Training and development practitioners
• OD practitioners
• Operating managers involved in succession planning/talent management

William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell & Associates, Inc. He has worked in HR for more than 40 years and has also worked as a consultant for more than 50 multinational corporations--including Motorola China, General Motors, Ford, and many others. In 2012 he earned ASTD’s prestigious Distinguished Contribution to Workplace Learning and Performance Award, and in 2013 ASTD honored him by naming him as a Certified Professional in Learning and Performance (CPLP) Fellow. (ASTD is now called ATD.) In 2014 he was given the Asia-Pacific International Personality Brandlaureate Award.

He has authored, coauthored, edited or coedited 115 books since 1987. His recent books since 2017 include Virtual Coaching to Improve Group Relationships: Process Consultation Reimagined (Routledge, 2021), The Essential Human Resource Guide for Small Business and Start Ups (Society for Human Resource Management, 2020); Increasing Learning and Development’s Impact Through Accreditation (Palgrave, 2020); Workforce Development: Guidelines for Community College Professionals, 2nd ed. (Rowman-Littlefield, 2020); Human Performance Improvement: Building Practitioner Performance, 3rd ed. (Routledge, 2018);  Innovation Leadership (Routledge, 2018), Evaluating Organization Development: How to Ensure and Sustain the Successful Transformation (CRC Press, 2017), Marketing Organization Development Consulting: A How-To Guide for OD Consultants (CRC Press, 2017), Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD practitioner (CRC Press, 2017). He also authored such books as The Leader’s Daily Role in Talent Management (2015), Effective Succession Planning, 5th ed. (2015), and Becoming an Effective Mentoring Leader (2013).