Posted by Kris:
What began as a slick way to technologically organize parties, weddings and spontaneous public gatherings, is now creating a dilemma for employers. Social networks are proliferating faster than boomers can turn 50 (every 12 seconds) or even 60 (every 7 seconds). On the one hand, social networks can be tools for recruiting, knowledge sharing and unending leads for marketing opportunists. On the other hand, they represent security risks as employees share uncensored information on the unsecured internet.
It’s a consistent reaction: We are initially wary of new technology; at least until a competitor figures out a profitable way to leverage it into a business solution. Then we all adopt and adapt. In fairness to employers, they have to be able to separate “fad” from substance. While Microsoft CEO Steve Ballmer believes that there could be something solid to social networks, he also says “…there’s a faddishness, a faddish nature about anything that basically appeals to younger people.” Employers need to distinguish technologies that provide valued services from those that zap workforce productivity.
My Plan After 50 is not a virtual “water cooler” for boomers. Rather, it’s a Web-based service for boomers to access holistic coaching for their next life phases and pre-retirement planning. As an e-learning community, My Plan After 50 offers private discussion forums, webinars, expertise and tools for its individual and employer members. Because of the depth of its substance, My Plan After 50 will be here long after fads lose their appeal.
So is there a value to social networks for boomers? My Plan After 50 would say yes, if used judiciously. We recommend companies build internal, private networks for boomers to share knowledge with each other and successive generations of employees. These networks can also connect virtual or de-centralized employees who may have little contact with others in the company or their virtual teams. Networks can break down silos that may inhibit collaboration across generations, teams or business units. Finally, social networks can unearth unique knowledge, skills and abilities in their current employees, create just-in-time boomer talent pools or remain connected to the storehouse of institutional knowledge of their retired boomers.