HR needs the workplace more than most

Over the last few weeks I’ve written about the need to bring people back into the workplace and to find a new balance of flexibility. There are countless reasons why this makes sense, which I won’t repeat again, but you can read some of them here and here. Last week the same calls were made first by the CBI and then by the UK Government. Cue outrage from the normal quarters within the people profession, busy munching on their homemade granola.

Whilst the arguments for a gradual return to the workplace span all job types, for those in the HR profession there are particular concerns, which makes it doubly ironic that many in the ranks are championing their own demise. Once again, we have drunk the proverbial Kool Aid and not stopped to think through the implications of the arguments that we make.

Lets start with the administration that forms part of every HR function, no matter how we try to streamline it or remove it altogether. People need to get paid have changes made, get issued contracts, have records kept and a whole host of other activities. The arguments for systematization will only become stronger with teams absent from sight and if people are really necessary, why pay the higher wages of the UK when the work can be outsourced to other parts of the world? What difference does it make if the process is standardised and the only connection is digital?

Then we have the other aspects of the work that we do. If we are learning remotely, then why not buy the content in, we can digitalise the whole process allowing subject matter expects to buy directly in from providers, no need for costly intermediaries who only interact with the business online. Delivery can be recorded by and consumed at the time and need of the individual regardless of the business that they’re in. What value does the internal recruiter have, when interviews are scheduled by Zoom, following an advert automatically placed on a job board and they’ve never met the hiring manager?

The argument around widespread homeworking assumes that the value that we perceive we can add in this way is matched by the value of those that employ us. That’s a dangerous assumption to make and one that has, over the years, consistently shown to be mismatched. Our job now is to build on the fantastic work that HR professionals have delivered over the last six months, to demonstrate our knowledge of the broader societal and economic impact of organisations and work and to articulate the importance of culture and shared values. The overwhelming evidence is that this prospers better in person than online, we can choose to champion that agenda or to slip backwards at our peril.

When recruiting gets tough

I’ve mentioned before that I started my career in a recession and how the process of getting my first job was utterly soul destroying. To this day, I still have the rejection letters that I received from the hundreds of companies that bothered to reply as a reminder of how it feel to be on the receiving end. The letters are almost uniform in their nature, with banalities mentioning the number of candidates, the fit to the role, but with little specificity or anything of any help.

A quick scan through Linkedin will show you that many are in that current position. And with headlines in the news about the thousands of applicants for roles it can all feel bleak and difficult for candidates. At the same time, hard pressed resourcing teams are finding themselves faced with increasing numbers of applicants and in many cases, simply do not have the time or resources to handle the new volumes in their existing processes.

It is a tricky mix. But one that those of us in the industry need to work through.

We need to automate but not depersonalise – automation can be a big help, many organisations will have a system of some sort for recruitment. But at the same time, we need to understand the impact that a cold automated email has on the morale of those seeking work. The wording that may have been acceptable six months ago, may seem clumsy and uncaring now.

We need to balance the effort of the applicant with that of the resourcer – there is a temptation to introduce a whole load of exercises or tests to reduce the number of applicants. That’s fine, but if you’re going to ask an applicant to spend an hour of their time to do these, you better provide them with something more than a simple email. The more you’re asking candidates to put in, the more you need to give back.

We need to be open to all – I’ve seen a lot of well meaning people say that they are going to prioritise those who have been made redundant. Others copying and pasting statements about being willing to help “anyone they’ve worked with in the past”. Whilst I understand the sentiment behind these, they’re both discriminatory and unfair. We cannot know the background of all our candidates, so we need to treat them all the same.

We need to ask for what we need – The qualifications shambles that has taken place over the last few weeks should act as a blunt reminder that qualifications are not a good means of selection. Nor is asking for prior experience beyond the needs of the role. Now more than ever, we need to specify only those things that we need, it may increase the number of applicants, but it is also more likely to get you the best hire.

We need to be humble and care – Every applicant is a person, a human being, with a unique story. They’re not a candidate number or a CV. Our focus on candidate experience should increase during this time, even if our approach to it needs to change. We may not be able to handle things in exactly the same way as before, but we should care about candidates equally, if not even more.

Our debate needs less noise and more thought

In “normal” times, any discussion about the future of work is fraught with danger, the impact of coronavirus on workplaces has added a multiplying factor of one hundred. Disproportionate time and space is given to the voices on the extreme who declare a new dawn, glossing over the inconvenience of the details of the working population and their day to day experience, to outline a dream based on the experience of a tiny minority.

Work has never and will never operate in isolation of society. It is one of the most fundamental factors in both our individual psychology and the communities and societies that we operate within. Like it or not, it is part of who we are. That’s why good work matters and why creating good jobs is of fundamental importance.

The last four or five months have shown us that there are certain industries, professions and sectors that we simply cannot live without. Our emergency services, our carers, our utilities, our farmers and food warehouses, our delivery drivers and distribution and supermarket networks. These are the very workers that have helped us to navigate through the darkest days in many of our living memories.

In any consideration of the future of work, these are the very people and industries that we should be looking to in order to understand how to create a better normal. And yet, the voices that we so often hear are small, inessential technology businesses, employing only a handful of people and with the economic and societal impact of a dried up stain from an over priced mug of chai latte. Naive and oversimplified statements like “knowledge workers can work anywhere and at any time”, are bandied around. Surgeons? Engineers? Physicians? Academics? These are the real knowledge workers.

At the heart of the challenge we face is societal fairness. I’ve long argued that our direction of travel on workplace flexibility has in fact been a polarising and damaging journey. Where flexibility for the privileged means being able to work at home on a Friday and for large parts of our workforce means uncertainty of hours, invasive uses of technology and instability of employment. This has played a significant, contributing factor to many of the problems that we see across our country.

Whatever we do we must not use this inflection point, and I think we can rightly use that term in this context, to focus on one very small group of employees because their voices are the loudest and perhaps most attractive. If we do, we risk further damage to the fabric of society. We should focus the debate with the people that matter most, that make the biggest difference and who we simply cannot do without. We should build our future of work around and in service to them

At this time of year, many of us would normally be heading to find some sun and relaxation by the sea. A familiar sight at beaches across the world, our attention is drawn to the (normally male) holidaymaker sitting at the front of a banana boat, screaming at the top of their voice with the adrenaline and rush of a child high on Skittles. Yet ahead is where the action really is, the speedboat that pulls it along without which the ride would not exist, calmly and diligently going about its business. Less exciting maybe, but undeniably more important.

Why we need a new debate on flexibility

I’ve previously written about how, whatever comes from the pandemic, we will still need to physically come together at work. It is a myth that this is the end of the office and those that follow that line will, in my opinion, soon come to regret it. The other oft heralded statement at the moment is that this is a new dawn for flexibility at work. And whilst I hope it is, it means honestly addressing the inflexible flexibility that has been our model to date.

Our existing model of flexible working is no longer fit for purpose. In many ways, it introduces into work further structured inflexibility that, I’d go as far to say, could be one of the driving factors behind poor productivity. In embracing this, “new dawn” we need to be honest and open in the discussion and lose the emotion that is often raised in critiquing these existing structures.

I wouldn’t mind betting that in most organisations, if you ran the analysis of part time workers, the majority would not be at work on a Friday. As a long time commuter, I’d also add that the volume of (pre-pandemic) workers that “worked from home” also increased on a Friday. Not only is this statistically improbably, it is also unproductive, economically damaging and socially and organisationally inequitable. It isn’t flexibility in any true shape or form.

There is a decent argument to be had for a four day working week. That’s a good way of structuring and organising flexibility within both organisations and nations, but it is planned, thought through and evenly applied to all. But the reality is that the more likely model, at least in the UK, is going to be driven by reduced capacity in buildings through social distancing as well as the social appetite to maintain some of the practices that have been learnt over the last four months.

If we are truly to have a brave conversation about flexibility at work, that probably means throwing out the existing legislation that has led to our weirdly inflexible current situation. It means looking at the working week being seven days rather than five for more than just frontline and operational workers, it means looking at annualised hours, minimum hours contracts, it means dusting off the actually quite brilliant (but much maligned) Taylor report and starting to have a more progressive conversation about solutions that work for both organisations and individuals.

By definition, the presenteeism culture that has pervaded in many workplaces will be rightly challenged, but in using the workspaces for the work that really needs us to come together, so will the inflexible contractual arrangements that so many organisations have introduced in order to try and do the right thing by their workforces. We need to lose our previous grounding in legislative rights and protection and imagine a new world, with new normals and new possibilities.

Simply put, our model of flexible working is neither flexible, nor is it working. It is time for something much, much better.