PROFESSIONAL SOCIAL NETWORKING: AN INCLUSIVE SOCIAL ACTIVISM BEHAVIOUR SYNDROME ADDING UP EMPLOYEES’ CAREER COMPETENCE

Global social frontiers are becoming more porous and enterprises are evolving their competitive strategies to align with socialstrata. Research relentlessly kindles enterprises’ human resourcesas sustainable value to enhance competitive advantage. The engine of this value is competencies owned and demonstrated by talent. Across the world, a growing number of organisations haverecognised the importance of defining employee social competencies to derive talent competitiveness. Few others are eager to develop their competency framework and fit them to their specific needs. Enterprises and its talent canmutually benefit by being able to articulate simple and credible tools tomeasure the emerging professional socionetworking activism behaviour. Employees’ enhance their employability and endure practical demonstration of their competence as evidence at workplace and often in official social work gatherings. The purpose of this research study is to explore how professional socio networking [PSN] endures career management opportunities for individuals and employees in their selection for new jobs and for career growth opportunities including promotion respectively. To establish the impact of PSN on talent management process, a pragmatic approach is taken by reaching out to large section of professionals across the planet and this paper empirically establishes its strategic importance of this unknown syndrome for greater understanding. This research paper propounds a three factor model of iSABs [inclusive Social Activism Behaviour syndrome] as an action tool linking talent to professional socio networking activism competencies and an instrument to stimulate dialogue among the enterprises, professionals and academia. Hypothesis Professional Socio Networking Activism influences career outcomes such as increased job opportunities, promotions, and career satisfaction globally. Design/Methodology/Approach Usage of literature survey, quantitative analysis of the responses received from over 1000 professionals across 50 countries. The findings are presented with reference to universal competency model and talent management processes. Practical Implications The empirical results provide a strong support for the hypothesis and the three factor model of measuring the impact of inclusive social activism behaviour syndrome [iSABs] on employees’ career competence. This study is contemporary and strategic and hence, will be among a few of its kind. It will provide a valuable input for organizations, employees and institutions, as it dissects the new tacit valuation of talent and explains the constituents of iSABs having bearance on talent management processes.