Author: Blog

Conferences are the ultimate fake news

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Last week saw a significant change in corporate Britain when, in amongst the ongoing Brexit shenanigans, Marks and Spencers were demoted from the FTSE100 for the first time since the creation of the index which, broadly, highlights the largest corporate organisations listed in London.

Whilst the origins of the demotion lie predominantly in the changing retail environment, it reminded me of being a young and enthusiastic student of HR and being bombarded with case studies from these organisations. I particularly remember one about the quality of talent attraction and management at M&S. One would think that if it had genuinely been so good at attracting the best and brightest, they might have been able to see this coming – Next Plc remains in the FTSE100.

This isn’t intended to be a pop at M&S, in fact over the years I’ve spoken to a number of their HR team and they’re a decent bunch. They’re just a symptom of the over exaggeration that we encourage in the industry through our conferences and awards. I can’t tell you the number of times that I’ve sat in an audience and listened as people talk about their businesses without the data to back up their assertions, or indeed the times I’ve sat as a judge and read a submission for an award that talks about the “transformation” delivered by their initiative, launched only six months ago…

In a world where we question the veracity of almost every news story put before us, we seem to turn a blind eye when a conference brochure tells us “How Xx Plc DISRUPTED their HR model to drive bottom line growth” or we place praise on a company for driving organisational transformation, only to read months later of the inherent discrimination that exists against women or minorities.

Before you say it, yes I do speak at conferences and I have won awards. But I’ve always been clear what the data is, what the evidence supports and where I’m expressing opinion. It isn’t about headlines, it’s about integrity. And my greatest ask is not of the speakers or the entrants, but of the organisers and the awarders. What’s really sexy and exciting isn’t the BIG SHOUTY headlines, its the evidence of meaningful results. That’s what we’d all like to see.

And if you don’t believe me, here are some real examples:

“Unlocking creativity and adaptability – how inclusion will drive your business through disruption”

“Unleashing human potential: Applying Digital HR in the workplace”

“Actionable, Impactful People Analytics & HR Insights Which Add Value & Build The Future Of The Business”

You couldn’t make it up…

How not to screw up your holiday

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As the schools start to break up, we are in to peak holiday season with workers and their families looking to take some well deserved time off. And for all our talk about flexible working, four day weeks and remote working, there’s are a number of things that we can all do to support our colleagues when they (or we) are on holiday.

If you’re starting to think about the warmth, the smell of suncream and the thought of a cool drink by a pool, try to spend a little bit of time also thinking about your co-workers who are staying behind.

  1. Do a proper handover –  the good old fashioned handover is a thing of beauty when done well, because it allows you and your colleagues to relax and enjoy their break. But I can tell you now that you won’t be able to remember everything you need to convey in the last five minutes before you leave the building. Start a week or two before to list down the things that are ongoing, worrying you or lily to occur and then plan good time in with the people that you need to tell.
  2. Work until the end – of course you’re excited about your holiday, that’s entirely normal. But it starts when you finish work and finishes when you start work. Your co-workers aren’t in the same fortunate position as you (although they may be soon enough!) so remember to pull your weight right through until the last. Last minute online holiday shopping can be done after work, but don’t worry you’re still allowed to show your pics off when you get back – just not for the next two weeks!
  3. Remember you’re on holiday – some of us like to interfere and been involved in pretty much everything, even when we are on holiday. But here is the deal, you’re either in or you’re out and doing the workplace version of the Can-Can is not ok. Decisions will be made without you, conversations will take place, you’re surrounded by capable colleagues, so let them do their jobs.

But of course, if we all want to have a happy and harmonious holiday period then it isn’t just the person going on leave that needs to watch out. Those of us left in the workplace need to play by some basic rules too (remembering this will come back on us at some point too).

  1. Don’t forget to hold the baby – which I’m using as an idiom, unless you happen to work in a nursery or kindergarten, in which case in the literal sense as well. We are all busy with our own work and responsibilities, but in order for everyone to have a decent break and not regret it when they get back, we all need to pick up the slack. So if your colleague asks you to look after something when they’re away, don’t forget to do so.
  2. Don’t rely on your memory – a lot can happen in two weeks and if your colleague is off for that length of time, you’re probably not going to remember everything that has happened that would be useful for them to know. I”m not talking about the water cooler gossip, but the stuff that makes work easier. So make some notes as you go along and, just like the handover, make sure that there is time set aside to bring them properly up to speed.
  3. “I know you’re on holiday but…” – I’ve written before about the toxicity of this statement, but I want to focus on the more general point here. If someone is on holiday, they’re on holiday. If you can’t operate the business without them for a couple of weeks, then there is something pretty wrong with your organisation. Unless it is an absolute crisis, leave them be to get a break and come back as a rested, happier and more productive colleague.

 

Have a great holiday when you get there. Whilst I won’t be on holiday, I’ll be back on the blog in September.

You’ve got to buy a ticket

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When we want things to change, we need to act. There is no circumstance where this applies more than in the culture of the teams and organisations that we work in.

Ultimately culture is a reflection of all of our actions, all of our behaviours and all of our shared beliefs and opinions. It is a reflection of us. Which means if we’re not happy with how things are, we need to start by asking what we can change.

Before you start to tell me that individuals can’t change the organisation, of course to some extent that is true. But we can each change the way that we show up, the way that we are and the way that we interact with others. We can’t change the whole, but we can change our impact.

There is no point in complaining about how things are, unless you’re willing to help make a change. There is no point in wanting things to be different, unless you’re willing to make that so.

It reminds me of a joke that I head a number of years ago in an entirely different context:

A little down on his luck, Joe decides to ask God for help. He begins to pray…

“God, please help me. These last few years have been tricky for me and it’s about time I had a bit luck. I’ve never asked you for much, but I need my life to change. So God, please let me win the lottery.”

Lottery night comes and somebody else wins it.

Joe again prays…

“God, I’m going to ask you again. I need my luck to change. Please let me win the lottery!”

Lottery night comes and Joe still has no luck.

Once again, he prays…

“My God, why have you forsaken me??  I don’t often ask you for help and I have always been a good servant to you. PLEASE just let me win the lottery this one time so I can get my life back in order.”

Suddenly there is a blinding flash of light as the heavens open and Joe is confronted by the voice of God Himself: “Joe, meet me halfway on this. Buy a ticket.”

*********************

 

Shooting yourself in the foot, the recruiter way

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The term, “war for talent” is both divisive and massively open to interpretation. But I can tell you that, if there is one, a lot of recruiters are busy taking aim and shooting themselves in both feet.

Over the ten years I’ve been blogging, I’ve come back to this topic again and again, yet little seems to change. Now that could be a reflection of my lack of influence, or the inherent failings in the recruitment industry.

Most of us have started our working lives doing part time, temporary employment – maybe whilst at school, college or university. It’s our first experience of the world of work and the first experience of recruitment. When I was a teenager that might have been with an independent shop, pub or restaurant but with the changing face of the high street it’s increasingly likely that a young person now will experience this with a chain.

A chain that will hopefully have this young person not just as an employee, but as a consumer. Yet my observation of their collective recruitment practices is one of woeful inadequacies and systemic failure.

Let’s be clear, recruitment is not the same as bidding for an item on eBay, it is a deeply personal transaction. Rejection in recruitment is rejection of a human being, not a bid. It simply isn’t good enough to have an automated acknowledgement and then radio silence. It isn’t good enough to have a line saying, “unless you’ve heard from us within 14 days, assume you’ve been unsuccessful”. And to even think it is, suggests a deeply flawed understanding of the consumer/candidate interface.

Let’s flip it on it’s head. Can you imagine receiving an automated response from a candidate saying, “Thank you for your job offer, if you haven’t heard from me In two weeks assume I’ve rejected the offer.”? What would you make of them? Arrogant?

See where I’m going with this?

That’s before we unpick the detailed connection between the treatment of candidates and their relationship with your brand. You can talk all you like about candidate experience, but unless you define the experience you want to give and transform your processes to deliver it, you might as well be talking about the price of coal.

Recruiters, my ask of you is this. Treat candidates as you’d want a love one to be treated, regardless of their stature and status. Your summer or Christmas temp could one day be your CEO, that is if they haven’t started a new enterprise that will eventually put you and your company out of business.