The future of work is human

If I had to list four things that bring out my inner geek, they’d be:

Work
Technology
Psychology
Education

I can’t remember the dates of any historical events, my knowledge of sports and sporting prowess is limited and if you want to know what stocks and shares to invest in…..buy the ones I’ve just sold. But give me any of these four topics and I’ll talk, ignorantly but passionately, for hours.

Each in its own right is a things that stirs the proverbial loins, but what about the point where all four intersect? Is there a relationship between them?

We know that technology is changing the way in which our children interact with the world. It is also starting to change the way in which they learn and work at school. So what is going to be the impact on the world of work when these young people get to employable age? Is technology changing the way our brains work and function and what do we need to think about in how we design work, teams and organisations?

Are we already starting to see the impact of the way that we use technology on our behaviour in the workplace? Our choices, decision-making, attention, concentration, speed of communication?

Late last year the CIPD started a piece of work to explore the future of work from a variety of different angles. The aim being to move the debate on from the normal, often predictable themes and to take a different approach. There are a number of work streams and groups exploring all sorts of angles, you can read more about it here.

As part of this, I want to look at these questions. To go beyond the “robotisation” arguments and look at the relationship between human performance and technology from a psychological and behavioural perspective, the good, bad and indifferent.

And this is where I need your help.

If you’d like to be part of this work, or if you know someone who you think might be, then I’d love to hear from you. Ideally I’d like to pull together a group of people from a range of backgrounds to exchange ideas, thoughts and theories with the view to presenting the findings at a “Big Tent” event in October.

There is no specified time commitment, geography is unimportant and I haven’t even worked out the process (yet). I just want to bring together curious, passionate, thoughtful people to help explore the themes and ideas. So if that sounds like you, if this piques your interest, then get in contact and lets see where the conversation takes us.

You don’t need a degree to work in HR

If you went to University, let me ask you a question:

How much of the taught subject matter are you using in your work?

I asked myself the same question and the answer is “very little”.

I am sure that there are certain professions, certain vocations where the content matter of a university degree is a necessity. And yet, in the majority of roles, I’m not so sure.

The CIPD released a brilliant piece of research last week highlighting the expansion of Higher Education in the UK and the resultant increase in graduates working in historically “non-graduate” roles.

There are several hypotheses to explain this, some with positive outcomes, some without.

Two things immediately strike me as being highly culpable in this trend,

  • the homogenisation of higher education post the 1992 reforms
  • the insistence of businesses to require degrees for non-degree roles

I’ll leave the first for people better placed to comment on the education sector (although you can check out this brilliant assessment from Peter Scott as a start).

I want to talk about the second point.

Why do I think we ask for degrees?

  • We’re lazy. We ask for a degree when no degree is necessary because simply it makes life easier.
  • We lack creativity and fall foul of unconscious bias. We have degrees and therefore it must be a requirement.

Don’t believe me? I ran a search on Changeboard of the HR jobs that specifically called out a degree as a requirement in the ad and there were over 170, (I don’t mean to pick on Changeboard, I did the same search on HR Magazine and got a similar return).

With over 20 years working in the profession, I’m yet to come across a role where a degree is of critical value. And of course, the irony is that in the case of HR, the degree will often be in a subject matter that probably isn’t relevant to the role.

We’re stuck in the past and assuming that a degree in some way differentiates the ability of the candidate, but more importantly we are sending out a message that you have to have a degree to work in HR. A pattern that is replicated across numerous other roles and professions.

There are certain life skills, there are certain intellectual processes that do come from study, I complete get that. But can they be obtained in other ways? Of course.

Our duty as a profession is to challenge the preconceptions of requirements, to throw our doors open more widely and to make our assessment and selection processes based on genuine capability, talent and potential. Not on meaningless qualifications.

But if we can’t do that within our own recruitment, what chance have we got in other areas of the business? We need to get our own house in order and be ruthless with our own professional approach.

Let me put it simply,

You don’t need a degree to work in HR.

So let’s stop saying you do.

Education is too important for politicians

I’ve written before about our supply chain.

It always strikes me as bizarre that as a profession we talk about the value of people, but we seldom discuss, in real detail, the production of the resource that is central to our being.

Education.

Anyone who has been involved in education in any form will know that the one thing that defines our education system is constant change.

We plan our education policy on cycles of a maximum of five years. And yet our educational cycle is a minimum of 14 years. Which means that as a child, as a student, you could easily have four or five different educational policies in place during your education.

Different targets

Different focus areas

Different  inspection regimes

Different syllabuses (syllabi?)

Different exams

And the changes introduce unnecessary drag and inefficiency in to the supply chain as teachers and leaders attempt to understand, assimilate and implement the requirements of the latest policy.

But not only does that inefficiency mean that we’re not maximising the return on investment in educational resource, it also means that we are providing confused and often contradictory messages to both students and parents.

If we are serious about skills and education providing a competitive advantage to the UK, we need to take a longer term approach that builds consistently towards a future skills agenda and underpins our economic success.

Which means taking it out of the hands of politicians and raising it above the quagmire of vote winning, electioneering soundbites and delivering it into the hands of expert educationalists and economists.

I wrote a piece for HR Magazine recently on this, but simply put, if we want to be serious about our role in the strategic direction of our organisations and United Kingdom Plc, it needs to start with us taking education seriously.

So when the canvassers come and stand on your doorstep, don’t just ask them what their policy on education is, ask them how they’re going to ensure long-term stability in education.

Regardless of who is in power.

These things I know…..

I’m speaking at a myHRcareers networking event this week. If you haven’t come across these guys, it is worth checking them out. One of the things that interests me is the chance to speak to people earlier on in their careers about HR, the world of work and what to expect (and avoid).

I kind of fell in to HR, as a lot of people did. And I made my way based on the good and the bad advice that I received from the good and bad managers around me. I never felt I particularly fitted in to the networking events or the branch events. They just didn’t seem to be people like me or who thought like me. I’m sure there were opportunities, I just never found them.

In looking back, and in preparation for Wednesday night, I thought back to the things that I’ve learnt about HR as a career and what that means.

1) Most people will have to do a whole lot of shit jobs, before they get to do a meaningful one. Most HR jobs are pretty tedious, in tedious companies, with tedious managers. You just have to realise you’re earning your stripes. Keep your head down and hold on to your dreams. In time you’ll get the opportunity to do something where you can make a difference. Remember the reason you want to, when you get there.

2) You’ll work for a lot of people who you don’t respect. The fact is that our profession is littered with more ineffective, unintentionally dangerous and damaging rejects than the QC department at Durex. That’s the way it is. Learn from them, remember what annoys you, what frustrates you and resolve to do things differently when you get the chance.

3) Nothing that you learn during your studies will help you in your employment. That doesn’t mean it is worthless; it just doesn’t help. Learn by speaking to others, listening, observing, trying and failing. You will make have less failures than you have successes, but you will remember them twice as clearly. That’s a good thing.

4) The difference between a great HR person and a rubbish HR person, is that a great person can tell you why they do their job as well as what they do. Never forget the why. And if it doesn’t have people at the heart of it, you’re a rubbish HR person in disguise.

5) This isn’t heart surgery. Nobody dies. That means that you can relax, have a little fun, be human and make people laugh. Trust me, they’ll love you more for it and it won’t cost you anything. Your reputation isn’t built on how far you can get the broom up your own arse; but if you really want to, there won’t be a shortage of people volunteering to help you with it.