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The inside track

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So we talk a lot about ethics in HR and recruitment, and rightly so.  Ethical behaviour should be at our core in business, whatever area we work in (whether it is, or isn’t, is another matter). At the same time, we’ve heard a lot recently about social mobility, the way in which connections at work and in industry can be used to help people with the right contacts progress more quickly than others. It goes without saying, that doesn’t seem fair.

But a couple of questions have been running through my head recently and I wanted to test them out. Those of us who are connected with others, either through formal or informal networks, will often come up against others asking about or applying for opportunities that we may have within our organisations, or for third party recruiters, that we are working on. What are the ethics that apply here?

If someone you knew, a friend or acquaintance, applied for a role. What would be the appropriate thing to do?

Do you accept that they are just another candidate and let the best person win.  Is it ever acceptable to help them understand the role and the organisation more than other candidates? I’m not talking about giving them a heads up on specific interview questions, or giving them privileged information that would provide them with a significant advantage, or even giving them a job just because you know them. But is it ok to coach them on the areas that they might be asked about, or the subjects that they might specifically want to think about or mention? Does it make a difference whether you are personally part of the recruitment process yourself?

I’ve had people from my team apply for jobs in the past and I’ve spent significant time coaching them for the selection process. I’ve talked to them about the approach they might want to take and the issues that they might want to address.  I’ve seen that as part of helping them develop and progress their careers within the organisation, but in reality it could be seen as giving them an unnatural advantage. Somehow, because they were internal, this seemed to be deemed acceptable.

Does it really matter whether they are an internal or an external candidate? If you could give someone you knew and valued the inside track, would you do so? And is that ok?

Should we be seen to be whiter than white or, as I expect, are there shades of grey?

The HR sausage factory

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Every company has a back and forth debate.  The sort of debate that, if you spend long enough in that company, you get to see various solutions attempted at either end of the scale, normally unsuccessfully, before swinging to the other end of the scale. Back and forth. I spent many years working in retail, our back and forth debate, was about customer service.

At one end of the argument was that customers just wanted to get in, get what they wanted and get out (an argument I had some sympathy with given the state of a lot of the stores). At the other end was the view that customers wanted to be given a bit more individual attention, advice and support. We went back and forth, back and forth. The reality was that they probably wanted the latter, but the financial model of the retailer wouldn’t properly allow for it, so they got the former and, well, you only have to read the news to see how that worked out…..

Moving from one end of the alphabet to the other, we arrive at Zappos. There isn’t much to write that hasn’t been written about the American retailer. One thing that amazes people on first reading about the company is their approach to the customer.  The customer is put at the heart of the organisation, even if it means finding a product for them in a competitor’s store.

Now let’s make one gigantic segue into the world of HR. The mainstream agenda over the last decade has been about standardisation, about systematization, about centralisation.  How can we get slick processes that are efficient and allow us to reduce the amount of resource we need to deploy? The answer is simple, you treat employees in the same way that my old company treated customers. You process them.

The thing is about processing rather than serving is that initially it looks like great value for money. It costs less, it moves quicker, it isn’t resource hungry.  So you feed the disease. Slicker and slicker you get, faster and faster, more streamlined, you start to measure, so that you can get even better. And then suddenly you realise…..you can’t remember why you’re doing this anymore.

In the same way the retailer forgets the customer, you’ve forgotten the employee. This is all about them fitting into your process, not you understanding their needs. In fact, their needs are an inconvenience that gets in the way of your process. Because they aren’t really a “need” in the first place are they?  They don’t REALLY need it, they’re just being difficult.

Humans want to feel like they are being treated as individuals, that they are being listened to and that their needs are being taken into account. Treating people as people isn’t an inconvenience; it is should be the foundation of every half decent company.

Engagement, motivation, retention? So why is it than In HR we talk a good talk, then put on the overalls and get back to the sausage factory?

Raw belief, raw talent

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Bloggers have a habit of seeing something in life and trying to draw parallels with the world of work, or whatever topic they choose to blog about. I know, I’ve been there, done that, got the t-shirt, bought the t-shirt company. I’m going to try to avoid that. But being half cut on Night Nurse and paracetamol, who knows….anything could happen.

Last year, after final school reports, I was walking with my daughter in the Ardeche. She had done really well that year, but maths remained an issue for her. Half confidence, half ability. She struggled to perform to the level of her natural intellectual ability. We were hiking a particularly arduous 12 mile route and to keep her mind off the hills, we talked about school and subjects and basically anything to prevent the “are we there yet” syndrome kicking in.

When we got to maths, she was, as usual, self-effacing, honest and humble. “I just don’t understand it” she told me.  “You can understand anything”, I replied rather tritely. “I bet by this time next year, if you really want to, you can be on the top table”. She looked at me and said, “I can’t. I’m not good enough”.

“I can’t do it for you” I replied, “but if you really want it, if you think you can, if you tried hard and if I help you, you will.”

The conversation continued and fast forward 7 months and I am sat in the classroom with her teacher. We start talking about maths and she tells me how she has seen an incredible improvement in my daughter. From being in the bottom group, she is now in the second to top. She explains that she is out performing her ability, because of her desire to learn, to do well and to succeed. “It is truly incredible” she tells me.

So what happened? Well, some of it is about the right moment. Some of it is about the right support. Some of it is about maturity. But as my daughter said to me this evening, “well we said that was what was going to happen”. Some of it was about having a vision of success and the sense of belief that comes from other people sharing that vision.  There was no intellectual or physical reason why she could not achieve this, but there was a psychological block.

Would I have spent the same amount of time and effort with one of my team? With an employee? Probably not and this is a salutary lesson that I need to reflect on a little more. If we are set on getting people to perform to their potential, sometimes that goes beyond training, sometimes it goes beyond structures and job profiles. And it definitely goes beyond the nonsense that is talked about the war for talent, talent communities, talent pipelining etc. etc.

Most of the time, the raw talent is sat just in front of you. With a little bit of personal investment, a bit of belief and, of course, with the right support and instruction. Well, most things are possible. You just need to approach it with the passion and dedication that you would with someone you love.

Time consuming? Yes. A waste of time? No.

And I’ll leave the last word to my daughter, “Well, I’m pleased…….but I’m not on the top table yet. But I have another four months to go…..and I will be there. Because I can.”

UPDATE: The results are in and she has gained four levels this year, from being one behind target to three above. Now that, my friends, is DATA.

The future workforce

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If you’re unable to make it to #TruLondon then below is the provocation that I’ll be putting forward in the stream entitled Future Workforce. Please feel free to share your views and we will try to include them in the debate.

“The employment market as we know it is broken. For all we know, it is broken for all time. There are record levels of unemployment, record levels of youth unemployment and yet steadily high levels of unfilled vacancies.

Successive Governments have been incapable or unwilling to address the problems. Private enterprise is consistently moaning about skills shortages but doing little if anything to cure their own ills. And the recruitment industry, which could (and I stress COULD) be the cohesive force, is intellectually stunted, focussed on short-term gain and happy to flog the proverbial dead horse to within an inch of its life.

The problem requires a new way of thinking, a new model. It requires thought leadership, experimentation and innovation. And more than ever it requires courage. But where we see these elements, we also see significant mainstream media pressure to desist. Unpaid internships, government work schemes, university funding changes have all been the subject of liberal left outcry and hysteria.

These solutions might not be correct, but there are few alternative solutions being presented by the critics. Instead they are happy to bathe in the warm glow of self-satisfaction whilst the economy crumbles around our ears.

If we are to solve the problems, we need to think in a totally different way. We need to accept realities that we find unpalatable, but are not without historical precedent. Bonded labour, a significant increase in the single employee company, portfolio careers, a low education but high skill economy.

We need to start the thinking now and only through debate and disagreement will we reach truly innovative 21st century solutions. And we start right here, right now. Or we accept that we are irrelevant , lose competitive edge and ultimately die.”