Author: Mervyn Dinnen

Thoughts on Talent, HR and WorkTech trends from an analyst, researcher, writer, podcaster and Top 100 Global HR Tech influencer

A Social Network is for Life, Not Just for Christmas

Maybe it’s better to focus long term on a proper two way social engagement strategy rather than a one-off gimmick?

Social is an HR Issue

Social-media

Next week I’ll be chairing the CIPD Social Media in HR Conference 2013. I chaired last years’ too so it’s nice of them to invite me back! At the event they will be presenting survey findings from their ‘Social Technology, Social Business‘ research.

They have already written about some key findings. Unsurprisingly they find that younger employees use social channels more than their older counterparts, but they do find some more interesting behaviours amongst senior employees:

  • Over 50% of senior leaders use social media for work, compared to 33% of Managers and 20% of non Managers.
  • Senior leaders are externally focussed and see social media as a way to build networks
  • 52% of the senior leaders who use social use LinkedIn
  • Senior leaders are more likely to comment on forums and post blogs
  • Managers are more likely than non-Managers to job hunt using social media

There was one point of caution sounded though…

“However, senior leaders don’t seem to have seen the potential for social media as an internal leadership tool, helping them to be visible to their employees, gain trust and focus employees on strategy – indeed the data suggests thy could learn a thing or two from their middle managers here”

This interest in using the platforms probably won’t come as a surprise to regular readers. I’ve always believed that senior leaders, the C-Suite, are quite comfortable with social and that the real roadblock often lies within middle management. But the inability to see social as an enabler of better leadership is very disappointing, as is the nagging reluctance of many in HR to see this whole area as one for them. If anything should bring HR to the social table its the potential for better and more engaging leadership – visibility, trust and focus.

There’s not really a road back. This is evolution in the way that people connect and share information, and just like the phone and email, businesses need to adapt it if they are to survive and thrive in future.

Too often HR practitioners seem to see social technologies as something for marketing or internal comms to get their heads around, happy to leave it to the broadcasters and external message conveyors, but this is a gross dereliction of duty!

These tools and platforms aren’t just for external use – they are for internal use too! And that’s the point at which marketing need to let go of the reins.

  • If an an employee says something on Twitter that causes the business a problem, then that’s ultimately an HR issue.
  • If your key workers are posting on how they hate Mondays and wish the weekend could last an extra day or two, then that’s likely to be an issue for HR they are highlighting too.
  • If they go on to Glassdoor and post an anonymous review of how awful it is to work four you, then that’s also flagging up an issue for HR.
  • If you’re missing out on the talent you need because other companies have social technologies embedded, and a range of employee advocates telling their story online, then that’s another HR issue.
  • If there’s a lack collaborative working in the company, then that’s a managerial issue, which will almost certainly become an issue for HR.
  • If employees are disengaged through a lack of leadership visibility or a lack of trust in senior management, then that’s certainly an HR issue.
  • If your employees already have their own social media policy (as Euan Semple has said) then it’s certainly an issue for HR to make sure that the company is included in it.

When I say it’s an issue for HR, I don’t mean for HR to control and police…I mean for HR to get with the programme and start understanding how these tools are used and how they can be harnessed for creating the type of work environment in which employees feel valued, proud and able to give their best efforts. Not workplaces where people moan, hide, feel undervalued and generally have no desire to perform.

Of course, some of these issues require HR to challenge, not to accept the status quo or meekly follow leadership will. As Neil Morrison says, HR needs to be a trusted partner, and that means knowing when to tell a hard truth.

And to tell that hard truth you need to understand it. The opportunities are there for collaboration, learning, sharing of knowledge, different working arrangements, and creating a stronger bond with customers, clients, suppliers and partners…it needs to be grabbed.

As the recent book Attenzi – A Social Business Story defines ‘social business’:

“Social business is about adapting the way in which an organisation delivers its mission and pursues its vision by designing the organisation around influence flows, connecting: its people, partners, customers and other stakeholders; data, information and knowledge in and all around it…more openly, productively and profitably with the application of social web, big data and related information technologies.”

In my conference preview a year ago I likened social media to punk rock, but the clock is now ticking and this time it’s even more vital, not something you can indulge in if you like.

As Peter Cheese said when he opened CIPD13 “The future’s already here. It’s just happening at different speeds in different companies”

I’m hoping #CIPDSocial13 offers a great way to start getting everyone up to speed…

(image via xln business blog)

Can The Candidate be King Again?

Throne

When I first started working as an agency recruiter the candidate was most definitely king. Or queen. Without the best talent at your fingertips, and in your rolodex, you wouldn’t be able to get in front of clients on a regular basis. This helped to create a candidate driven mindset with importance placed on getting to know who was best, who had good training, who was open to something new and who was adaptable, and then the candidates that you helped would always recommend other friends and colleagues to you – they even invited recruiters to their leaving drinks (not always advisable if their bosses were there, as I found out on one occasion).

Clients would speak to you as an adviser, someone who knew what was going on in the market and would often confide future plans so that you could keep an eye open for specific skills. Some of your successful placements would invariably become clients too. The right candidate was often your value proposition. The only metric that seemed to matter was getting the right person.

Times changed and email, hiring boom, graduates needing to earn commission, LinkedIn, RPO, recession, direct sourcing models and now social have all helped to shape the service and change client, candidate and recruiter expectations. Many agencies that have prospered over the last fifteen years have followed a low cost blueprint involving (amongst other things) a transactional sales model, PSLs and volume job orders at a discounted rate.

The candidate has too often gone from king to cannon fodder, usually the last person to know what’s going on and considered needy or too demanding if they expect any more than a basic level of communication – effectively an email grunt of recognition. The individual candidate now seems of low value provided that time to hire and cost of hire metrics are met.

When I first started this blog over four years ago many posts were over the future of recruitment and what needed to change. The comment threads on posts about the transactional sales model, the telephone and relationship building indicate that as the recession began to really bite in the industry there was little consensus over how to move forward.

We’re now three years on from those posts and times have changed.

Last week I saw Kevin Green (CEO of the REC) present on the Future of Recruitment at the UK Recruiter Conference. You can see his slides here.

Starting with an overview of the market, we could see an improvement in vacancy and activity levels, even though they are still some way below the pre recession peak. However there was one rather concerning statistic that must have chilled perm recruiters – over the last year there has been a 12% increase in the volume of permanent placements, but only a 2.2% increase in fees. A lot more work for comparatively a lot less money. Average annual billings for perm recruiters are also running 13% below early 2008 levels.

The culprit was fingered as ‘procurement‘ but I think it goes a lot deeper than that. Attitudes have changed, budgets have changed and for many smaller businesses, agencies are becoming the talent supplier of last resort.

Kevin talked through what he sees as the three models of recruitment success now. Two interested me greatly as I have encountered them both already during my short time job hunting.

Specialist

Specialist

For me the focus on specialist knowledge, access to talent, strong relationships, consultancy and candidate centric behaviours kinda makes this The One Where We Go Back To Recruiting Principles As They Used To Be. The candidate, and market knowledge, is clearly part of the value proposition. To profitably operate this model you need to look after candidates and put them back on their throne! And, coincidentally, the type of agency mentioned in this post from Julia Briggs looking at recruitment from the HR angle.

Low Cost

Low Cost

Here I see the focus as being more operational, centred around process, scale and workforce management. The candidates are probably quite interchangeable and of similar skills, with the business value being in meeting cost/time metrics and managing budgets. I already have some experience of this approach and as the candidate you’re pretty much left to do the work. Light on detail, you fit in with set timeframes and do the chasing if you want any kind of feedback or perspective.

The third model was for smaller, multi-branch or regional generalists. Here the business focus was on SMEs and avoiding intermediaries, PSLs and public sector.

So, can the candidate be king again? Well, it will largely depend on which model you’re dealing with.

Certainly if you’re applying through a low cost operator, or multi branch group, then my personal experience combined with recruiter sixth sense tells me that canon fodder may well be the name of the game still.

However if you can get on the radar of a specialist recruiter who’s doing it right then maybe there’s a seat on the throne again.

Am I dreaming? Let me know what you think…

(Image via @godfather_90 and #IndiaHRChat)

#CIPD13 – Where’s The Inspiration?

So the dust has settled on another CIPD Annual Conference and Exhibition. The vendors are busily following up the new leads and the delegates are returning to their desks, open workspaces or even their dining room tables (for home working, naturally) with lots of inspirational new ideas for making their businesses better places to work.

Or are they?

I’m guessing that the true test of an event like this is how many people return next year, how many new people come in 2014 through word of mouth (or online buzz) generated by this year’s delegates, and how many can put their hands up in the future and say that their businesses or culture have been improved, or their own personal vision and goals have shifted positively, because of something they heard – or some new technology they acquired – by having been at ACE 2013.

This is the hidden bit that no-one really knows. HR professionals like my friend Robert have ventured back and been surprised and encouraged by what they have seen. We know this because he is part of a vibrant online HR community that shares it’s views and commentary through blogs and social networks. We won’t necessarily know that much about the experience of those who have yet to embrace these tools.

Which is why the growing presence of bloggers and socially connected delegates at this event is so important. Whether we are giving coverage to what’s being said, perspective on some of the opinions aired, or merely bringing the event to life for those not in attendance, the online chat is now an integral part of events such as this. And kudos to the CIPD for realising this. By increasing the number, range and backgrounds of the ‘blog squad’ they ensured a vibrant online buzz around the two days – and it was great to see so many attendees and exhibitors on the hashtag #CIPD13.

We had a rousing start from CIPD CEO Peter Cheese. “The future’s already here. It’s just happening at different speeds in different companies” he said in his opening address. He was a highly visible presence throughout the two days, getting to as many sessions as he could, and always finding the time to stop and talk. I think this helped no end in making the event more personal, social and less formal. Maybe that’s why he opened the hack session by saying “I’m always up for new ideas”

So here are a few of my thoughts on the event itself…

Two Days Better

The shortening from three to two days was a real positive. The whole event felt more compact, the content not spun out, and there was no ‘drag’ when delegates were maybe a bit conferenced out and exhibitors in need of a sugar rush to regain some enthusiasm. Three days is a lot of time for people (delegates and exhibitors) to be away from wherever they work, and the ones that I spoke to certainly seemed to favour the shorter event. I hope this remains next year.

Social Outreach Good

I’ve already mentioned the blog squad as a real positive, and I really did get the impression this year that we have moved, ever so slightly, on from having to tell people how and why they should embrace social…they were doing it for themselves! Certain sessions had their own hashtag, the twitter wall was showing in the main auditorium, and we got twitter handles for most of the speakers. I believe on the first day we trended on Twitter too! Long may it continue.

The Speakers

Hmmm…have to say that although I have blogged about the opening keynote from Jones and Goffee I was fairly underwhelmed by their presentation. I spoke to some who have seen them before and felt that this was below par – in which case I have to say WHY?? Opening keynote, in front of a large audience, to showcase their own research…and they were flat. No pace, perspective or chemistry, it felt a bit like an academic lecture, with plugs to purchase previous works. Considering the topic was building better workplaces the lack of passion and inspiration seemed really poor. Daniel Pink was much more robust and charismatic for the closing keynote, playing somewhat to the gallery. He’s an in-demand speaker and paces his presentation with facts, jokes, insights and audience participation. At HRTechEurope many were asking why there were so many US speakers and not enough Europeans. Well, the two keynotes here gave us one reason.

Elsewhere, as Sukh has noted, there was a noticeable lack of diversity, as well as a bias towards larger organisations. When I blogged from the HRD show in April I commented on a lack of passion noticeable in presenters from larger organisations as well as the lapse into lazy stereotyping. At CIPD13 we had Facebook trotting out a whole bunch of generational stereotyping cliches – come on guys, the average age of a Facebook user is 41!! The Facebook generation isn’t just a bunch of college kids! We did get some smaller companies showcasing their achievements. I went to one from UKFast about how to preserve culture whilst growing rapidly. For me though, this was as much cliche as some other presentations. The quartet of inspirations for their journey were Tony Robbins, Jim Collins, Muhammad Ali and Richard Branson. Whilst the speaker did radiate endless energy and enthusiasm for the business, there was little about preserving a culture and more about how to quickly grow a company from 2 to 200 whilst keeping staff happy. There were some interesting developments but I wasn’t sure what the culture was before or after, and felt the whole thing was a bit of a sales pitch – I’ll accept it’s just my view, others may have seen it differently.

Some Takeaways

As always when I’m live tweeting, certain phrases stand out and almost need no further explanation. Five of my favourites this time were…

  • “What your company spends money and time on shows employees what’s important. It’s that simple.” Neil Morrison (Penguin Random House)
  • “Start creating talent and stop fighting for it” Rob Zajko (Hilton)
  • “Moving the customer to the centre changes everything. Job descriptions, incentives and behaviours” Monique Jordan (Pearson)
  • “We’ve gone from buyer beware to seller beware. We’ve gone from information asymmetry to information parity” Dan Pink
  • “The war for talent ended at Barclays 18 months ago. We had focused on graduates but had missed out on talent aged 16-21” Mike Thompson (Barclays)

The Talent Question

Two of those quotes came from a very interesting session on apprenticeships involving Hilton Worldwide and Barclays. I’ve covered future talent before from other CIPD events, but what I liked about this one was two large organisations coming clean about the focus on graduates to the detriment of those who either choose not to do a degree, or leave school at 16. There were some heartwarming examples given of young people who had been overlooked but thrived once given the chance. There were two particular themes that intrigued me.

One was whether companies were competing when they should be collaborating over the 16-21 age group. Someone who might be wrong for one company could be suited to another. If business is going to unite to help offer real hope and experience to some of the 1 million young unemployed then there needs to be more collaboration, particularly in identifying those who who ‘fall through the gaps‘.

The other was the realisation that ‘not right‘ really means ‘not right for now‘ and that each person not deemed suitable could become so in the future. To hear two large, global businesses talk in terms of each rejected candidate in this age group being a potential future customer, employee or supplier marked a change for me.

So, Where’s the Inspiration?

The overarching theme of the two days was about inspiring the future…so how many people left the conference feeling inspired? I’m not sure. Having been to a few HR related conferences recently there seems to be a certain format that binds them all. They are topped and tailed with keynotes from authors who have a book, new research or product to promote, and who have a (possibly vague) connection with HR. In the middle are a mixture of case studies and shared experiences from a range of medium to large sized businesses, often presented by someone who doesn’t always look like they want to be there – but it was their job.

Inspiration or perspiration? Practicalities or bigger themes? Do any of these really inspire HR for the future? Doug has raised the point of getting more CEOs along, and this would certainly help. But I think the real solution is to look outside the profession. Why can only HR people inspire other HR people? If we really want to embrace the future and take new ideas and thinking back to our businesses then maybe we need to look elsewhere for some insight.

The day after CIPD13 I went to a small, thought provoking conference in Brighton called Meaning2013. This was purely content – no exhibition or vendors – and drew from a wide range of fields. The common theme was that they were all ‘thinkers and doers from business, academia and activism, each bringing their view of the challenges and opportunities open to us‘. To hear (amongst others) Lee Bryant challenge on who was building the institutions of the future, Anne Marie Huby talk through how JustGiving was launched and the principles that drive it, Falkvinge showcase how to mobilise and influence people, James Watt share some fairly unbelievable stories of the risks that BrewDog took to get established, were all…well, inspirational. There was a real passion and energy about it, and a belief that things can be different.

So maybe the future for a conference like CIPD is to take chances and look outside the profession for inspirational speakers who may get people thinking in a different way. Whether this is through a fringe event, or part of the mainstream, inspiration for the profession doesn’t have to always come from within it. After all, as FlipChart Rick notes, Peter Cheese did say earlier in the year that HR need to become synthesisers and provocateurs.

I did enjoy the two days in Manchester. There’s certainly been some forward momentum in developing the event. Now, perhaps, it requires more of a leap of faith?

Which, if the profession are really to become synthesisers and provocateurs, may be no bad thing…

CIPD13

Everyone’s at CIPD13 – everyone’s a star 🙂

(Image courtesy of People Management)

HR Dreamers

The 2013 CIPD Annual Conference and Exhibition opened with a keynote from Gareth Jones and Rob Goffee on creating the ‘Best Workplace on Earth’. Effectively building the workplace of your dreams…and dreams being what they are then needless to say that this one is full of engaged, inspirational, authentic and effective people all working with a shared purpose and belief in what they do.

According to Jones and Goffee employees want DREAMS…as in:

  • Difference
  • Radical honesty
  • Extra value
  • Authenticity
  • Meaning
  • Simple rules

Talk over? Well not quite. I did tweet out most of what they had to say, and four of the blog squad – Gemma Reucroft, Ian Pettigrew, Doug Shaw & David D’Souza – were quick off the blocks with a good run down of the key points they raised.

Here are some of my thoughts…

Why Would Anyone Work Here?

Not sure how many business leaders ever ask themselves, or their employees, this. Presumably many think it’s charisma, a great product or service, or just that it’s work for us or draw jobseekers allowance, but what Jones and Goffee told us was that there are four reasons – Culture, Performance, Employer Brand, Engagement. Does your business deliver on these? Does the image, or perception, match the reality?

Rob Goffee talked of living the brand and culture through purpose, standards and relationships, and of emotional sociability.

Importance of Conflict

There was a call to encourage conflict rather than suppress it. Conflict can help to drive the creative process. Leading on from this was the need to have characters around – they are the people that make the place special.

I would caution with a ‘be careful what you wish for‘. Whilst these were two very popular soundbites a business rife with conflict and characters often isn’t a very good place to work. For every example of this approach being productive I’d wager that there are plenty of others whose progress has stalled amidst poor engagement and staff attrition.

Radical Honesty

“Tell the truth before someone else does” was the message to HR….”if you sanitise bad news then the people at the top will never know what’s going on“.

The angle here may have been about the need for truth and honesty and to avoid spin, but in reality everyone else bar the leadership is already on to this. It’s my theme of the Autumn – ‘Organisational Nakedness‘ – cropping up again. The truth is that outside of the business everyone is already telling the truth about your product, your customer experience, your employee experience, your candidate experience and so on. The new reality is that HR doesn’t need to persuade the business to come clean – it needs to show the cost of not coming clean. Businesses that aren’t true will soon being to feel it through the bank balance.

The Department of Rules

A dig at HR and the desire to wrap a process around everything. I’ll take this in context with one of the closing statements which was not to confuse systemisation with bureaucratisation. With a number businesses this is probably easier said than done as the concepts of trusting people and self direction are hard for many to embrace.

Rules that do exist need to be simple and tested, not complex of imposed. Do the people who have to abide by them consider them fair? The concept of fairness is one which has appeared in a few conference keynotes recently and there is nothing that dis-engages your key workers more than a feeling of being treated unfairly.

Societal Good

“People want to do good work” Gareth Jones told us. “Work is a defining human characteristic. Good work equals good societies” HR needs some moral authority, and should be about doing the right thing, which should help create better societies was the message.

Quite a weight on the shoulders then. There is little doubt in my mind that HR professionals have a desire to do the right thing and make working life better for everyone, but is this what their leaders want? As Gemma asks – do you really know what the CEO wants? To create a better society through work probably requires different behaviours, which will need to be influenced by different rewards.

As Rob Goffee noted “Meaning comes from connections to others, community, cause. The most profitable businesses are not necessarily the most profit oriented”

I’ve seen 3 opening keynotes at 3 HR Conferences across 3 time zones in the last few weeks and all have similar strands running through them. Whether it’s building better workplaces, investing in new technology or devising a new reward system to encourage the right behaviours, the challenges for HR come from several new business norms…

  • Openness
  • Sharing
  • Collaboration
  • Authenticity
  • Inspiring leaders
  • Heightened expectations
  • Experience over functionality
  • Self direction over controlling management

Can HR harness these to build better workplaces…or are we really just dreaming?

Organisational Nakedness

(Image created by Simon Heath)

Social Snarks and Hashtag Hecklers

I’m heading off to Manchester later for the CIPD Annual Conference and Exhibition. Condensed to two days this year there promises to be much rich content with a wide range of speakers and contributors. We’ll be opening with a keynote on ‘Creating the Best Workplace on Earth‘ and closing with ‘Leadership and the New Principles of Influence‘. The latter session will be delivered by Daniel Pink – after live tweeting, and blogging about, his two presentations at HRTechEurope I’m in danger of becoming a fanboy!

For this event the CIPD have put together a blog squad of more than 20 of your favourite HR bloggers and tweeters, and between us we will endeavour to capture the essence of what’s being said, and which exhibitors have an interesting story to tell.

For some of the squad it will be their first live tweeting/blogging experience – I’m looking forward to reading what they have to say – and with such a cross section of people there will inevitably be a range of styles and viewpoints.

I noticed during my visits to HRTechConference and HRTechEurope a greater embedding of bloggers in to the event conversation as they become important conduits of the various messages. Everyone has their own style – I tend to live tweet a lot of what’s being said as an aide memoire to help me blog about it later. I don’t often give my perspective on it until my post event review – I see my role as someone who is taking the content to people who aren’t able to attend, drawing in a much wider audience than usual, and then reviewing afterwards. A bit like a sports journalist commenting on the live action and the writing an opinion piece later.

Others in the blog squad are likely to do it differently, giving a view or perspective on what’s being said. Only by following the hashtag #CIPD13, rather than individual tweeters, can you get the full picture.

For those of you following from afar there are three channels to follow:

The event hashtag on Twitter – #CIPD13

The individual blog squad members, their tweets and blogs – this list from Steve Bridger will help

The CIPD Tumblr – curated by Doug Shaw

It’s been noticeable during events over the last year or two, particularly those around recruitment and HR, that the twitter hashtag thread often draws in comments from those not in attendance. This is a good thing as it broadens the conversations, and also offers a useful way to spot examples of those two growing live event phenomena – the Social Snark and the Hashtag Heckler.

Social Snark

They aren’t in attendance, usually because they are too busy – but not so busy they aren’t following the twitter chat for 140 character updates that they find less than insightful or (cardinal sin) something they’ve said before. They are usually dismissive of the quality of the content believing that the conversation hasn’t moved on and hence justifying their decision not to go.

Hashtag Heckler

They can’t shoot down the message so take it out on the messenger. They’re different from the snarks in that they want a debate, usually to publicly call out the speaker, so start disagreeing with the live tweeter. Again there is usually a link to something that the heckler has blogged previously. This type is not to be confused with the Hashtag Hijacker who basically uses any popular conversation thread to promote themselves irrespective of whether they have anything to contribute.

Enjoy the conversation and if the buzzword bingo gets too much you can always go snark and heckler hunting 😉

Here are a few posts I’ve written from previous CIPD conferences:

Unlocking the Potential of Our Future Workforce
The Elephant in The Room for Tomorrow’s Workforce
Blogging and Learning at #CIPD11
Trust is The Word

Myths and Learnings at #HRTechEurope

Euan slide

Latest stop on my Autumn Tour of Discovery (previous stop Vegas, next stop Manchester) was Amsterdam for HRTech Europe, a two day HR Technology exhibition plus conference with content stretching from talent management, data analytics and technology to building social businesses and the future of work and learning. The event attracted upward of 1500 delegates across the two days and logistically was focused around a central exhibition hall with auditorium attached and breakout rooms upstairs. The networking sessions and coffee breaks also took place around the central hall which created a lot of buzz and energy, rippling through the whole event.

There were some top notch speakers from the US as well as a few from Europe – I have some sympathy with those who feel that we could have done with stronger representation from Europe on the main platform, but the important thing for me is that the speakers have something to say that makes me think and can back that up with research, case study or some clear rationale.

Here are four of the main talking points that got me thinking…

Organisational Nakedness

I’ve used the expression before but, just as in Don Tapscott’s opening at HRTech in Vegas, this was a noticeable thread running through many of the main sessions dealing with collaboration, sharing, connectivity and the new social openness, particularly those from Prof Costas Markides (London Business School) and Euan Semple. The talk was very much about people not processes. However much a business may try to resist the urge to embrace social collaborative platforms, their employees, customers and partners – their advocates – are almost certainly using it…and will expect to communicate openly. This exposes the organisation, its structure and values, to wider scrutiny – are they ready for it?

We’re all Technologists, Sales Professionals, Marketers and Recruiters Now!

Jason Averbook said that we’re all technologists. Daniel Pink said that we’re all sales people with everyone having persuasion somewhere in their role. And we’ve known for some time that every employee is potential marketer, recruiter and source of referrals – they represent the company, its internal culture and proposition, to everyone who knows them. In the new world of work we’re all ambassadors for our business, role, skills, products and services – having said that we probably always have been, but now we’re much more visible. There is also an expectation of multi-skills, adaptability and resourcefulness that will drive the future workforce.

The Importance of Mobile is UNDER Hyped

For possibly the first time our customers/clients and our current and future employees have better technology than the business…and this leads to greater expectations. ‘The importance of mobile is UNDER hyped‘ said Dan Pink at the start of his masterclass. Most people keep their smartphone within 3 feet all day and night and expect to communicate through variety of channels at all times. If you lose their luggage they’ll write a song and/or make a video. If you treat them badly they’ll resign in a spectacular way.

When they interact with technology they expect it to do what they want it to do in the easiest, simplest and quickest way – ‘solve my problem and make me feel good‘ as my old boss Felix Wetzel used to say – and they have little time for a process that is difficult, obtrusive or leaves them in the dark about what’s happening.

Customer and employee expectations are heightened. Whether they are using it to apply for a job, or book leave, or to buy your latest product, the technology we use in our businesses needs to deliver an experience to the end user that matches theses greater expectations.

The Manager of the Future

I had two really interesting and insightful conversations with Dr Katherine Jones from Bersin by Deloitte about management, the future of work and the future of HR. I’ll write more about them in a different post, but one thing that really intrigued me was when she talked about the opportunity for managers to take over many of HRs responsibilities.

Currently we tend to promote people who do a good job to manager level, but what if employees are empowered and responsible for their own workloads and careers? Then we would be looking for people who could develop, counsel and manage – different competencies requiring different promotion criteria. I remember Daniel Pink saying ‘human beings don’t engage by being managed or controlled but by self-direction‘ and also how ‘control leads to compliance whilst autonomy leads to engagement‘ implying that a different approach to management was required. I could also sense this need for a shift in emphasis when he spoke of how cognitive skills were becoming increasingly important – ‘Analytical skills are necessary but not sufficient. Artistry, empathy, imagination and conceptual now more important‘.

Costas Markides also spoke of the need to embed your values in the hearts of your workers, much like a family. Tomorrow’s managers will need to inspire as well as develop.

Many of the conversations that I had around the event indicated a clear shift for job seekers from looking for jobs to looking for work. People who may be joining your team or business may not be doing so for long term prospects but to help you complete a task or project. This will require a different kind of management and engagement.

So what about the HR myths?

Well, they came from Josh Bersin, during his session on the datafication of HR. During the section ‘Applying Science to People Decisions‘ he debunked 5 Workplace myths. Each one solid gold!

  1. People from top universities with good grades are high performers
  2. Training and education reduces loss and fraud
  3. Customer service will increase client retention
  4. People will leave their jobs if we don’t pay them enough
  5. Our leadership development process will work around the world

I was blogging from the event on behalf of RC Euro – check out the posts that I wrote for them…

Once again I noticed an increasingly important role at the event for bloggers – there were more than 20 – encompassing vendors and speakers in an attempt to reflect the full range of content and solutions available and give some insight behind both. With 61% of HR professionals seemingly looking to change their technology within the next 18 months practitioners, vendors and bloggers are very much part of the same conversation.

There is an appetite for a richer and more in-depth level of online event coverage – will be interesting to see how this develops at other events over the coming months, and how it translates to UK conferences. The HRTech Europe event moves on to London in March 2014 and will be back in Amsterdam for October 2014 – I’m looking forward to seeing how the conversations develop.

(Image from Euan Semple presentation)

In Praise of Experience During a Time of Social Media Crisis

There have been a few blogs recently about social media crises. Storms around Tesco, The Sun, Ryanair and even our own HR brouhaha over Peacockgate have all thrown the good and bad of open social comms in to a sharp light…possibly adding fuel to the arguments of those who fear and want to control it.
This comprehensive post from Rachel Miller offers much information and sound advice on how to prepare for a potential crisis. I like that she crowdsourced some of it, as this helps underline the collaborative, community style of the social comms – we can learn from each other and the best ideas need not come from multi national businesses.  In fact in these type of crises it’s often the bigger names that are most susceptible…although some the biggest can also afford to do very little or even ignore it completely – as Amazon showed earlier in the year.
I saw Euan Semple talk recently of the connection between your internal comms structure and your social approach – if you need a dozen people to approve a blog post then it’s unlikely that your social updates will have a natural flow to them.
Regular readers will know that I think posts like this one on why a business’ social engagement should be the preserve of the young, digitally native Gen Y/Millennials/interns are complete nonsense and you need look no further than a social media shitstorm to bear that out.
The keys for any of theses situations are usually tone, context and perspective. Knowing when the storm is at an early phase and when we’re reaching the eye. When to apologise, when to educate, when to pull the plug and how to turn it into a badge of honour. And never knee jerk in panic.
When I present on dealing with negative comments I always use this post and chart from Laurel Papworth.
It’s a pretty foolproof way to assess what to do and how, and you’ll notice that pretty much all the actions require sensitivity, perspective and balance. All things that come with experience.
Now you could be forgiven for thinking that someone who has a mile or two on the business experience clock would say that – but then what it does give you is a more measured, less excitable and responsible approach. For example I wouldn’t have responded to Peacockgate with a hashtag campaign of #ProudtoworkinHR as it appears to marginalise the profession with a whiff of minority defiance, implying that we know that most others see us as being different or a problem. It also failed to tackle with the points being raised…there were more sensible ways to tackle it and take ownership of the debate.
Once in a while there’s nothing wrong with having a bit of experience – hell, it may even be a positive.

I’m a Content Curator…Get Me Out Of Here!!

Jungle

Amongst the insightful, and some not-so-insightful, comments emanating from the recent Social Media Week London was one about content that seemed to slightly slip under the radar but was visible enough to be picked up and mentioned in a few presentations since…

…namely that a leading supermarket chain (oh go on then, Asda) delete any update that hasn’t attracted at least 100 likes within 5 minutes.

Now I find that fairly extreme content curation, the kind of thing you could build a reality show around – gather a group of community managers, let them create or find some content, and watch the twitchy fingers as they decide whether to hit delete or wait a few more minutes, send out a few more tweets, and try and get those likes.

Of course it raises the question of what type of content can pass the 5 minute/100 like test – particularly if you’re not a major consumer brand and have to rely on a healthy mix of curating third party content as well as creating your own, with the bias usually on the former.

This question was perfectly illustrated a couple of Mondays ago as two pieces of content popped in to my timeline almost simultaneously.

First up was this blog from my friend Doug Shaw looking at the importance of taking time out to have lunch with colleagues, break bread, chat, share and generally be social. If you’ve heard Doug speak you’ll know this is one of his pet topics, and rightly so.

Not long afterwards followed this piece on Metro online. Someone has made small plastic knives, forks and spoons that fit on the top of your pen, meaning that you barely have to break stride from in front of your screen when you want lunch. No need to head for the kitchen to stretch your legs and look for cutlery.

The two pieces are from opposite ends – one suggesting we use lunch to have a break, the other helping to ensure that lunch makes no dent in your productive hours.

So in my game of Extreme Content Curation which one would you go for?

Doug’s piece, framed and shared in the right way, should certainly spark some debate and chatter within your community, particularly if you’re working around the HR, Recruitment, Workforce, Management space. The value of a lunch break, the aid to collaboration, knowledge sharing and conversation pitted against the structure of a working day.

But on the other hand, the Metro piece has great images – ready made for hitting the like button without actually reading what it’s about – and novelty value. No doubt many would think it was a good, even fun, idea even if they shared Doug’s view of how your lunch should be taken.

So let me know what you would do.

The clock’s ticking.

And & Dec are waiting to interview the losers.

You’ve got to choose one piece to share and frame.

And there’s five minutes to get the likes…

…which piece would you go for?

(Image via Radio Times)

Disclaimer – this blog in no way intends to infer that chasing likes at all costs is in any way a social media strategy that should be pursued

#HRTechConf – We’re All Technologists Now!

HRTech

The final keynote at the recent HR Technology Conference was from Jason Averbook, who delivered an overview of HR technology – where we were, where we are now and where we should be going.

His rallying call was that we need re-imagination – we’re getting bright shiny new technology but we’re doing old school things with it. To emphasise this point he ran through 5 generations of technological development, the 4 different eras of what we’ve called HR, and concluded that despite all that change we’re still basically doing what we’ve always done.

He also had news for the HR professionals who think that technology isn’t for them – We’re all technologists! “Do you call IT when you want to search Google?” he asked. “Who keeps their smartphone nearby when they go to bed at night?” got a clear majority show of hands.

Another show of hands revealed that only 5 people in an audience of many hundreds were from the payroll function, yet payroll is usually the first HR process that we get technology for. A couple of comments on the twitter channel questioned whether this was because the process didn’t innovate – but I’m not sure that’s true.

When I first started work I got paid cash on a weekly basis, then by cheque on a monthly basis, and more recently by direct transfer. I used to be given payslips with my cash/cheque but now I have to log in to a system to find them. And because I don’t do it regularly I invariably have to reset passwords – coming up with a new on each time! Payroll evolves much the same as any other process, yet where were the specialists at this show?

Jason also touched on the irregularity with which people interact with their internal technology. He asked when we last got married, had a child or moved house, as these are three key events when we will interact with the HR technology at work. Clearly for most people these events happen very rarely – maybe every few years – giving them little reason to interact with that technology, yet most HR professionals will complain that employees aren’t using the tech. Again you need it to do different things if you want more interaction.

The importance of measuring for now was another key point. Performance reviews, engagement, development are all measured and reviewed historically, yet employees are more interested in what’s currently happening. The technology for real time measurement is available so why not use it for now as opposed to what’s already gone.

Some other points that Jason covered:

  • People come to work and expect to get connected, most people keep their phone within 3 feet at all times of the day and night, yet we often deny them that connectivity.
  • If you go to a website that sucks, you don’t stay on it for too long. But do you ever go back to see if it’s better? Probably not, this is why businesses need to get their tech right.
  • For possibly the first time consumers now have better technology than businesses do. Expectations are raised.
  • The Cloud doesn’t change cultures – it’s just a delivery mechanism.
  • Give them real time access to social channels – or they’ll post on Glassdoor!
  • “HR sucks at simple”. Contentious, but it got a reaction.

The closing call was ‘If interaction is not embedded in the process then it won’t get done’ with a plea to ‘think simple’.

Jason is a good speaker who puts his points across with energy and simplicity. I took away a clear message that too many HR professionals see technology as something that isn’t really their thing, but a box that needs to be ticked. Clearly everyone in the room used technology constantly in their personal lives and there shouldn’t be a disconnect when it comes to embedding it in the workplace.

My view is that the things we look for in the technology we use in our personal lives – ease, relevance, convenience, enhanced experience – should also apply to the technology we use in our working lives. Technology should not be a barrier to getting work done but should be an enabler to getting a better job done. As Jessica Merrell tweeted ‘innovation & technology change isn’t just the vendor’s responsibility – amen!’

Laurie Ruettiman’s blog on the automation of HR is worth a read – ‘you might want to think about understanding the technology that’s about to upset your apple cart. If you know your enemy, you can destroy it’

After all, it’s never really the computer that says no….