????在超級(jí)激烈的競(jìng)爭(zhēng)環(huán)境下,，當(dāng)寶潔公司（Proctor & Gamble）需要一個(gè)新領(lǐng)導(dǎo)來(lái)帶領(lǐng)公司重新實(shí)現(xiàn)增長(zhǎng)時(shí),，寶潔找到了一個(gè)非常熟悉公司的人擔(dān)當(dāng)這一重任，而這個(gè)人正是寶潔公司的一名老員工,。

????雷福禮前幾年才剛剛離開寶潔,，但他回來(lái)執(zhí)掌公司可以說(shuō)有著得天獨(dú)厚的優(yōu)勢(shì)。他一上手就知道應(yīng)該做什么,，而且與公司也有深厚的感情聯(lián)系,，這都是他的隱性財(cái)富。

????許多公司都忽略了一個(gè)與他們關(guān)系最近,、也是最有價(jià)值的關(guān)系網(wǎng)絡(luò),，那就是一張由前任員工、退休員工,、甚至包括以前曾和公司打過(guò)交道的合伙人和客戶等組成的關(guān)系網(wǎng),。這些“老人”既了解行業(yè)的動(dòng)向，又熟悉公司的能力和文化,，同時(shí)又能帶來(lái)公司現(xiàn)有員工還不具備的外部知識(shí)和關(guān)系,。

????但是能把這張關(guān)系網(wǎng)利用好的公司并不多。說(shuō)起這樣的關(guān)系網(wǎng),，我們最先想到的就是大學(xué)的校友會(huì),。但是即使對(duì)于大多數(shù)大學(xué)來(lái)說(shuō)，他們無(wú)非也是到了要籌資的時(shí)候,，或者是到了開招聘會(huì),、交流會(huì)、就業(yè)指導(dǎo)的時(shí)候才會(huì)想起校友會(huì),。一些業(yè)內(nèi)領(lǐng)先的咨詢公司也會(huì)維護(hù)自己的“老人”網(wǎng)絡(luò),，但是很少有公司真的利用它給公司或給老員工們帶來(lái)了實(shí)際的好處。

????相反,，把校友會(huì),、聯(lián)誼會(huì)搞得最有聲有色的卻是來(lái)自一些非學(xué)術(shù)性的研究項(xiàng)目，比如重點(diǎn)關(guān)注公共服務(wù)的科羅公共事務(wù)研究項(xiàng)目（Coro Fellows Program in Public Affairs）、關(guān)注公共教育的Broad Residency項(xiàng)目,，以及致力培養(yǎng)未來(lái)科學(xué)家的奇點(diǎn)大學(xué)（Singularity University）等,。這些項(xiàng)目都包含一個(gè)正式的培訓(xùn)課程，而且經(jīng)常讓參與者擔(dān)任一份臨時(shí)的工作,，同時(shí)這些組織也在努力打造一個(gè)專門的領(lǐng)域,，開發(fā)自己的關(guān)系網(wǎng)絡(luò)，以擴(kuò)大他們的影響力,。這些目標(biāo)闡釋了一個(gè)組織良好的校友會(huì)項(xiàng)目成功背后的原因,。

????無(wú)論是“校友會(huì)”也好，企業(yè)的“聯(lián)誼會(huì)”也罷,，對(duì)于參與者和組織機(jī)構(gòu)來(lái)說(shuō),，它必須要提供價(jià)值,，才有存在的意義,。繼續(xù)教育、技能發(fā)展,、就業(yè)介紹,、招聘支持、指導(dǎo)或反向指導(dǎo)等等,，這些都可以是校友會(huì)和聯(lián)誼會(huì)提供的價(jià)值,。科羅公共事務(wù)研究項(xiàng)目是一個(gè)旨在培訓(xùn)公共事務(wù)和非營(yíng)利工作領(lǐng)域的管理者的項(xiàng)目,。它為往期的參與者們提供了一個(gè)“校友工具箱”,，幫助他們更新自己的技能，或是從其他校友身上學(xué)到新的技能,。而Broad Residency項(xiàng)目則通過(guò)一些校友來(lái)提供咨詢服務(wù),，為現(xiàn)在的參與者提出辦法和建議，幫助他們解決工作上的困難和職業(yè)規(guī)劃上的難題,。

????在美國(guó)的幾座大城市,，當(dāng)?shù)氐目屏_領(lǐng)導(dǎo)力網(wǎng)絡(luò)每個(gè)季度都會(huì)舉辦演講活動(dòng)，而Broad Residency項(xiàng)目則與一個(gè)年度論壇建立了關(guān)系,。校友們每年都會(huì)參與這個(gè)論壇,，討論涉及教育的話題。

????如果一個(gè)聯(lián)誼會(huì)項(xiàng)目能鼓勵(lì)過(guò)去和現(xiàn)在的員工跨越不同組織機(jī)構(gòu)間的“國(guó)界”通力合作,，它就更有可能取得成功,。如果讓老員工們了解到組織面臨的最大的風(fēng)險(xiǎn)和擔(dān)憂，則 可能會(huì)促進(jìn)老員工們自行組織起來(lái),，成立工作組,、甚至公司來(lái)解決問(wèn)題。

????奇點(diǎn)大學(xué)的校友組織實(shí)行由校友自我管理的模式，而這些校友組織聯(lián)系著全球各地的校友（其中約有85%在美國(guó)以外的其他國(guó)家）,。他們?cè)谄纥c(diǎn)大學(xué)的課程只是一個(gè)10周的夏季深造項(xiàng)目,，但他們從奇點(diǎn)大學(xué)畢業(yè)后，這些校友組織還會(huì)繼續(xù)聯(lián)絡(luò)舉辦各種校友活動(dòng),。

????對(duì)于企業(yè)來(lái)說(shuō),，要想讓聯(lián)誼會(huì)能產(chǎn)生持久的影響，讓它為企業(yè)帶來(lái)資源,、技術(shù)和生意的話,，也需要花時(shí)間來(lái)經(jīng)營(yíng)。首先,，企業(yè)可以邀請(qǐng)從企業(yè)走出去的老員工來(lái)管理聯(lián)誼會(huì)活動(dòng)的一些重要環(huán)節(jié),，比如主持研討會(huì)或活動(dòng)策劃等?？屏_全國(guó)校友聯(lián)合會(huì)就有一個(gè)30人的理事會(huì),，奇點(diǎn)大學(xué)在40個(gè)國(guó)家都有指定的“校友大使”，負(fù)責(zé)組織本地的活動(dòng)和聚會(huì),。Broad Residency 項(xiàng)目的校友們每年都會(huì)對(duì)該項(xiàng)目收上來(lái)的幾千份簡(jiǎn)歷進(jìn)行審核,，而且還會(huì)參與到項(xiàng)目的招募環(huán)節(jié)（約有一半被錄取的項(xiàng)目參與者都是由校友提名的）。此外他們還會(huì)幫助這個(gè)項(xiàng)目的學(xué)校管理人員和負(fù)責(zé)人等安排會(huì)議,，甚至在這個(gè)兩年制的教育項(xiàng)目中教授一些正式的課程,。

????對(duì)于很多組織來(lái)說(shuō)，不管校友會(huì),、聯(lián)誼會(huì)的規(guī)模和任務(wù)是大是小,，它們可以說(shuō)都是這個(gè)組織最好、最近的資源網(wǎng)絡(luò),。它不僅能為所有參與者提供各種機(jī)會(huì),，而且還可以令企業(yè)更快地學(xué)到、培養(yǎng)出新的能力,，這正是企業(yè)最需要的那種學(xué)習(xí)模式,。但是要鼓勵(lì)人們參與這么一個(gè)團(tuán)體，也需要組織付出悉心的努力,。（財(cái)富中文網(wǎng)）

????譯者：樸成奎

????When Proctor & Gamble (PG) needed a leader to guide the company back to growth in a hyper-competitive environment, it turned to someone who knew the company intimately -- an alumnus.

????Having left the company just a few years before, A.G. Lafley was, like many alumni, uniquely suited to help his former firm. He came into the job with a wealth of tacit knowledge -- the "know how" rooted in experience -- and a deep connection to the organization.

????Many companies overlook one of the most closely connected and valuable networks available to them: ex-employees, retirees, and even former partners and clients who already have experience with the organization. These alumni know the capabilities and the culture of the organization and the industry while also bringing outside expertise and connections that current employees might not have.

????Few companies do this well. Instead, we tend to think of alumni networks in the context of universities. Even among universities, few engage alumni beyond fundraising and, to a lesser extent, recruiting, networking, and career services. Likewise, top consultancies maintain alumni networks, but few do it in a way that delivers real benefits to participants and the firm.

????Some of the best models for alumni engagement come from the non-academic, post-graduate programs focused on public service (Coro Fellows Program in Public Affairs), public education (Broad Residency), and technology (Singularity University). These programs include a formal training component and often place participants in temporary job assignments. However, the organizations also focus on shaping a sector and developing a network to amplify their influence. These goals provide a rationale for a structured alumni program.

????An alumni program has to create value, such as continuing education or skills development, job placement and recruiting support, mentoring and reverse mentoring -- for the participants as well as the organization. The Coro Fellows Program in Public Affairs, which is designed to train leaders in civic and nonprofit work, offers an Alumni Toolbox to help past participants refresh their skills and gain new ones and learn new techniques from other alumni. The Broad Residency uses alumni advisors to guide current fellows both in their on-the-job challenges and in career planning.

????In several major cities, the local Coro Leadership Network hosts quarterly speaker events. The Broad Residency builds on the relationships formed over the two-year fellowship with an annual Forum where alumni come together to participate in discussions on education.

????An alumni program that encourages both past and current employees to work together across organizational boundaries is more likely to succeed. Exposing alumni to the biggest challenges and concerns the organization faces can encourage participants to self-organize -- into working groups or even business ventures.

????The self-directed Singularity University alumni groups keep the school's globally dispersed alumni (approximately 85% from outside the U.S.) engaged and moving forward on their specific initiatives after the 10-week summer program ends.

????For companies, the alumni program that will have the most enduring impact -- a network that the company can turn to for resources, expertise, and partnership -- also requires time to develop. As a first step, companies can invite alumni to manage significant parts of the alumni activities, from moderating discussion boards to planning events. The Coro National Alumni Association has a 30-member board to guide its efforts. Singularity University has appointed alumni "ambassadors" in 40 countries who organize local activities and meet-ups. Alumni of the Broad Residency review the thousands of resumes submitted to the program each year and participate in recruiting (approximately half of accepted residents come from alumni nominations). Broad alumni also help plan meetings for school administrators and superintendents from the program and teach formal sessions at the two-year education program.

????For many organizations, regardless of size or mission, alumni represent the best, closest network of resources. Through a diverse network that creates opportunities for all participants, a company can learn and develop new abilities faster, exactly the type of learning organizations need. But encouraging individuals to participate in such a community requires a deliberate effort.