culture

A million small things

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“It isn’t the [add subject in question], it’s the culture” 

I’ve read this a few times over the past couple of weeks and each time become increasingly more irked. The first time was on the blog of my friend and co-collaborator Rob Jones in a rather lame and cack handed defence of appraisals. Another time was from the enigma that is @fizzywizzy in relation to Lloyd’s bank introduction of quotas for female managers.

Of course, I get the point both are trying to make. But it also reminds me of one of the biggest weaknesses of the profession. The inability to see both the big and the small, to navigate the interconnected nature of everything that we do around people, to wrestle with the simple complexity that is the world of work.

If a culture isn’t made up of the interventions that an organisation has, what is it?

Culture doesn’t exist in a vacuum. Culture doesn’t make itself. Culture isn’t a higher being. Culture is a result of the million small things that we do at work every day. From a Human Resource perspective, culture is defined by every touch point that we offer to anyone in our organisation. The relationship between culture and intervention is multi faceted and multi directional.

The suggestion that somehow “culture” sits outside of the practical and the pragmatic is both dangerous and lazy. Dangerous because it allows us to excuse failure. Lazy because it suggests lack of influence.

If you want to develop your organisational culture, if you want to build and grow your organisation, start with the small. You can make a million small things happen much quicker than you think. And each of those, if correctly designed, thought through and implemented will go much further to developing your culture than big strategic round tables or away days.

The big is made of the small, the small influences the big. Culture is everything that we do.

It isn’t the culture that’s the problem, it’s everything we do.

The focus of HR isn’t to be commercial: Day three of #cipd2012

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A time for some final conclusions from the CIPD conference, before I jump on the train and head back to the world of work, emails and slightly irate family members wondering why I’ve been living it up in Manchester. Living it up is probably too grandiose a term, but from the time of some of the text messages I received last night/this morning, there was a party going on…..somewhere.

Anyway, I digress. Back to the matter in hand. Or the matter that should be in hand, but strangely isn’t. And by that I mean, the standard of our profession.

It seems almost a lifetime ago now that I was watching Gary Hamel on stage as the opening keynote to the conference. Gary was inspirational he was challenging. he built on the opening address from Peter Cheese. They both talked of setting a high bar for the profession, of re-engineering our purpose for the future world of work. It was heady stuff and long overdue.

But so much of what I’ve seen and experienced since then has reminded me how far we have to go. Slipping back into our comfort zone of process and procedure, of task and activity, of compliance and control. I attended a session yesterday entitled, “Commercially focused HR Business Partners” partly because I wanted a laugh and partly because I’m kind of curious about why we are still having this particular conversation. I wrote about “Commercial HR” a while back for the kind people at XpertHR. You can find that series of posts here. I also had a great conversation with FlipChartRick about this and his experience of another session, “How can HR improve its influence with the Board” and he has written a post about it here.

The thing that strikes me most is this; we should be bringing something unique to our organisations, something that other departments can’t bring and which outsourcing can’t do more cheaply. At the session on Commercial HR, I asked a question of the speakers – whether the debate about commercial HR wasn’t actually defunct and redundant and shouldn’t we talk about values led and culture led HR instead? The general consensus was that yes it was….and then they went back to discussing “commercial HR”. You see, I don’t understand how anyone can get any joy out of work without being interested in the operation of their organisation, the purpose, intent and performance. It would be like driving a car without looking out of either the windscreen or in the mirrors. In order to be of any sort of use, you need to be commercially aware, but that isn’t the same as being commercially focussed.

As Rick points out in his post, “you don’t need to do the CFO’s job but you at least need to learn his language”. Correct. You don’t need to try to outdo the experts in the room, but you do need to understand the conversations that are going on and be able to contribute. However, our focus should not be commercial. It should be something else that brings something new to the table. Can you imagine how things might have been different in some of the companies that have recently encountered “credibility” issues if they had experienced a strong voice talking about the importance of values, culture, integrity and sustainability? What is they had experienced someone working with the senior team and coaching them on tackling their challenges in a different way? Both because they understood the business, the challenges but also because they brought a different angle, a different approach to solving them?

I don’t buy this constant banging on about being commercial. I’ve never been anything else and nor have the people who I’ve recruited into my team and have worked with. I get that there are HR professionals out there that aren’t and they will never be successful, but it isn’t and shouldn’t be the focus of our profession – it is a pre-requisite to being a good business person. Our higher purpose, our contribution should be something else. Our focus should be on performance through people and the culture, values and leadership of our organisations. Really, it should. Trust me.

Bacc-ward thinking

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Yesterday’s announcement about the proposed new English Baccalaureate Certificate (EBaccs) fell with a thud of doom across my heart. The familiar reprise of raising standards, ringing in my ears.  I’ve written about education before and I’ll keep doing so. For those of us in the world of work need to pay attention to the world of education with a keen eye. This is our supply chain and we should be as interested and as vocal about it as we can be about any other aspect of work.

The proposed replacement of the often criticised GCSE exams has been long coming, but where there was an opportunity to really consider reform of the pre 16 education system, instead we have remained focussed on an outdated and depressingly archaic view of performance and attainment firmly shifting the dial from education to teaching.

Those that complain that the current system is about monkeys being taught tricks have merely changed the tricks.

Two years ago I was visiting prospective secondary schools with my son. In one, highly regarded, rather grand establishment we were treated to the Headmaster strutting from side to side on the stage telling us how they intended to “turn your young men into leaders” and the value they placed on “academic attainment”. In another the Headmaster explained that they “don’t place targets on the grades they expect to get and position in league tables, but instead on ensuring that every child fulfils their potential”.

In this, we highlight the difference the former is teaching, the latter is educating. And as UK plc we need to be educating our children, not teaching them to tick boxes.

In the same way that you don’t drive a performance culture by changing the competency rating system, you don’t drive educational performance by changing the exam system. Much is broken within our education system, teachers and head teachers are demoralised to the point that recruiting head teachers is becoming harder and harder and existing heads are being asked to take on more than one school. OFSTED is once again positioning itself as the Pythonesque Spanish Inquisition and the funding of individual schools is becoming increasingly complex and yet fragile in equal measure.

Educational reform should be focussed on ensuring that EVERY child fulfils their potential, that there is an educational offering that is engaging and exciting whatever your aptitude and interest. Educational reform should be focussed on ensuring that the very best talents are drawn into the profession and that we are entrusting the future success of our children and of the country as a whole with the most able people. Educational reform should be focussed education, on developing independent learners, not on teaching the performance of tricks – however hard those tricks are.

The EBacc is not the future for progressive education in the UK. The EBacc is not new thinking, is not radical, nor – in the long run – will it be effective in raising educational standards in comparison to other countries. A radical rethink would have seen the consideration of aptitude and interest assessments at say 14 and formal exams only at 18 (the end of compulsory education), a focus on both tailored vocational and academic learning, on teachers terms and conditions and on the structure of educational establishments.

With a resonance of depressing familiarity to the HR profession, these proposals try to change the culture and performance by tinkering with the shiny controllables at the end of the process, not the really hard, thorny issues that sit in the slightly grey opaque middle but that really make a difference. We’ve missed the latest opportunity to really rethink education and we will be poorer as a country and as individual businesses for it.

PS. if you want to know, my son goes to the second school. And the thing the Headmaster went on to explain, was that their focus on individual learning and performance was the reason that they were top of the exam tables for the county…..well ahead of the other school.