Another fad, another failure

Anyone has read my blog over the last decade will know that I have been pretty vocal about the faddism in business management and leadership. We like nothing more than getting behind the latest silver bullet destined to solve all our problems. Employee Engagement, Human Capital Management, Big Data, Disruption, the list is both endless and entirely vacuous.

I’m going to add a new one for you, a term that has been creeping into the marketing descriptions of consultancies across the world like an outbreak of Japanese Knotweed.

Employee Experience.

I’ll be the first to admit that I’ve talked about this in the past, a quick scan through the archives shows a first post back in 2011, but you know that when a once meaningful, philosophical concept becomes the next management buzzword it will turn into first fad and then failure. Why? Simply because it loses sight of the original intent.

There is a significant commonality (and indeed irony) between both Employee Engagement and Employee Experience. Both in, their essence,  are about feeling, emotion and attachment but instead are replaced with systems, processes and measurement as the consultants promise us “sure fire ways” to drive the “performance of organisations” through “unparalleled insights” as a means to monetise our desire for a quick fix.

There is no doubt that leadership and management need to focus more on the working environment, that goes without saying. But ultimately that is about the way in which we see work and our beliefs about the treatment of employees in the workplace, not about systems, apps and fancy branded interventions. Once we’ve got the belief system in place, the rest will follow in due course.

It is too much to ask that we drop our addiction to faddism, but I hope at least we can open our eyes and realise what exactly it is that we’re doing. Change comes from within, it comes from our desire to create something meaningful and different. It seldom comes in a beautifully branded brochure.

And if you want to understand how to make the world of work a little better, start by reading this.

Sometimes you need to let go

Last week I was thinking about a conversation at work that had really got my goat. It was one of those conversations that happens without warning, that you participate in and then when you walk away you stop and think, “how on earth did that happen?” And the more you think about it, the angrier you get and the more unfair the situation becomes.

That conversation happened over ten years ago.

I can remember it clearly, the room, the time of day, the individual involved. I can remember coming away and tasting mustard in my mouth – a sure sign that I felt distressed by the experience. And to this day I hold a feeling of unjustness about the circumstances.

I’m quite clear that I need to let go.

I should probably listen to the advice that I give to my kids when they tell me about someone saying something unfair – you have a choice, you can say something and challenge the person about what they’ve said, or you can move on and let it go. There’s nothing in-between that will  help you.

I often see people at work who are still hung up on a conversation or situation that happened in their work history. They hold onto it but fail to do anything positive about it, instead it becomes a limiting reminder of how the universe is unfair. It becomes an anchor, unhelpfully holding them to a specific moment of time.

Being able to let go and move on is critical to remaining open-minded, to learning and growing, to progressing and developing. It is key to our mental wellbeing. So if there’s something that is holding you back, talk about it, get it off your chest, put it in the ground and then tramp the earth down. You’ll be better for it, believe me.

 

We are better together

I read this post recently, by my friend Sukh Pabial on whether Learning and Development should be part of “HR”, or should be a stand alone function. It is a debate that raises its head on a regular basis and plays out in both L&D and Recruitment and Resourcing. With Brexit like certainty, the proponents promise abundant riches if only we were able to stand alone.

The first issue with the argument is that it never clearly defines, “HR” and instead homogenises everything else into a faceless mass that is responsible for all ills. Are we talking about employee relations, recruitment, succession planning, compensation and benefits? What exactly do they mean by “HR”?

The second issue is that it ignores the interconnectivity that is critical to successful people management in organisations. There are fundamental connections and interplay between L&D and resourcing and reward. There are issues that are raised through employee relations cases that directly inform the learning and development agenda.

Finally, it fundamentally limits the value of the L&D function by diminishing the influence, reach and resonance. In the same way that the UK risks diluting its international influence through separation from the EU, the fragmentation of the people function would fundamentally do the same.

The key in all of these issues is building better understanding, closer alliances that act in the interests of all parties and a united front that acts in the best interests of the people that we are there to serve, our employees. Not silly little tittle tattle arguments of importance that are better off left in the playground.

Getting stuff done

I was pondering this weekend on the essence of getting things done at work. Organisations are brilliant at creating structures and processes that are well-intentioned but can ultimately get in the way of actual activity. When things aren’t working the way we want, we lay another process on top to try to make sure that we get the intended result.

All of which led me to sketch out the following:

Getting stuff done

Which I think lays out the fundamentals of successful organisational activity.

Ultimately we want to have strong data and insight that allows us to understand the challenges and the options available. We need simple decision-making forums that allow the data to be discussed and actions agreed, which then have clear ownership. Wrapped around this we need to have an acceptance of accountability, responsibility for performance and the need to communicate and collaborate.

Everything else is just noise.

Seems simple when you write it out like that, doesn’t it? Or maybe I’ve missed something along the way.