HR

Simplicity in practice

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For years I’ve been banging on about the unnecessary complexity of the modern workplace. And whilst it is reassuring to hear more and more people talk about the need to make things simpler and, “more human”, I’m more concerned than ever that we just don’t understand what that means.

It means doing less – which probably means smaller teams and lower budgets.

It means stopping – which probably means losing elements of perceived control.

It means thinking differently – which probably means losing people.

It means a new alignment – which means creating a new purpose.

And this is why it is easier for people to stand on conference stages, write articles or sell services, than it is to achieve as a practitioner. Because these changes go directly to the heart of the way in which we operate and have operated for years. They go to the heart of everything we have been taught is right and told to value.

In many ways, the world of “management” is very like the world of diet, health and wellbeing. Full of fads and initiatives that are layered on top of one another, each promising to be the answer, when deep down we know that the problem itself is one that never used to exist – until we created it ourselves.

We celebrate the ditching of the performance review – when that is simply a symptom of a problem that we created. The desire to differentiate and measure individuals within a group.

We champion the need for candidate and employee experience – presenting the treatment of people with dignity and respect as revolutionary or new.

Understanding the solution, means looking beyond the symptoms to the root causes. In the same way that faddy diets don’t deal with obesity and can instead contribute to the problem. We need to take a systemic and focused approach that recognises the multiple complex drivers, that recognises our contribution to them and starts to unpick and unwind, rather than layer on top.

To put it simply, we are the problem and we are also the solution; but only if we choose to change.

Nobody needs feedback

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Of all the sickening management constructs that we’ve introduced into the workplace, the industry around feedback is perhaps the most pervasive and unhelpful. We are living in a world with a constant pressure and need to seek and give feedback but without really considering to what end.

A quick Google search for “feedback at work” shows just shy of a billion articles. A billion articles written about something that didn’t really exist until the middle of last century. And in that time, have we seen workplaces become happier? More productive? More enjoyable? Or have we seen the reverse?

The problem is, that over 90% of feedback is unhelpful. It doesn’t actually make anything better, doesn’t make anyone improve, doesn’t facilitate learning or enlightenment. If you don’t believe me, consider this:

What is the most useful piece of feedback you’ve received?

I bet you can think of one, an incisive and helpful moment. Now, place this piece of feedback in proportion to the entire amount that you’ve been given over your life. And quite frankly, I’d be surprised if it doesn’t fall into insignificance. You will have been given more pointless, unhelpful and sometimes dangerous pieces of feedback than helpful ones, probably to the power of ten.

The other issue with feedback is that it is, by nature, entirely subjective. And therefore is subject to bias. When you receive feedback you’re not getting the truth, you’re getting opinion. And that opinion is only one set of data. So on any, genuine, scientific basis it would be completely unreliable. There are no controls, there are multiple variables, it simply would not pass muster.Yet in organisations, we treat it as a means for development.

Here’s the thing. If you want feedback on something, or from someone then fine. Go and ask. But if people start telling you that you need it, or your organisation starts telling you that it wants to develop a feedback culture. Run like the wind. Or simply put your headphones on. You’ll end up wasting time, being confused, getting contradictory messages and choosing to believe only the information that supports your own confirmation bias – whether positive, or negative.

Feedback in organisations? Its something nobody needs to “see more of” and we could all do with “doing differently”. “Stop” the obsession with it, “Start” thinking more creatively, “Continue” getting on with your jobs.

Six characteristics of successful HR leaders

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Integrity – maybe the most important quality that a good HR leader needs to have (and one that is often overlooked) is integrity. I’m not just talking about handling the wealth of data and information that you have at your fingertips, but the conversations, the confessions, the knowledge and the insight. If at any point, your honesty and integrity is not felt by those around you, then you are going to struggle to be effective or successful.

Bravery – being a good HR leader means going out on a limb from time to time, it means having a willingness and a confidence to speak your mind, to swim against the tide and to stand alone. The best leaders I’ve seen have a quiet bravery, they don’t seek to draw attention to their stance, but instead recognise that their job is sometimes to ask the questions and hold the line that others won’t.

Generosity – one aspect of an HR leader’s work is that we see people at their worst. We hear the conversations, we see the behaviours, we experience the emotional turbulence that can occur. Being able to treat every situation, every moment and every interaction with a generosity of spirit is key to remaining objective, thoughtful and balanced. We are privileged to be involved in those moments, even if it doesn’t feel it at the time.

Perceptivity – it perhaps isn’t surprising that some of the best HR leaders I’ve met are also some of the most perceptive people. They listen, they observe, they feel. And through this, they ask the questions, see the information, feel the emotion that often other people miss. They will be the one that will follow-up with a colleague after a meeting because they sensed that something wasn’t right, or that asks the question to unlock a problem in a group.

Serenity – the volume of stuff that goes on in an HR leader’s world is often gargantuan in size and emotionally charged in nature. The ability to live with this without leaking on to those around is a key attribute for success. Nobody needs to know how busy you are, or how much you need to achieve – they’re looking to you for emotional leadership and calmness in the face of adversity. Be the swan, not the March Hare.

Humility – the realisation that it isn’t about you is key to being a successful HR leader and fundamentally underpins all of the other qualities. Great ideas, solutions and interventions will always be owned by someone else. Thanks will often be implied and sometimes slow to come. The hits that you take, the challenges that you face and the difficulties that you overcome will go unnoticed and you have to be ok with that and draw strength from your colleagues and your team.

Relationship matters

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Have you ever had a relationship at work? When you think about the amount of time that people spend in work, the role that it plays in our lives, it would seem almost inevitable that relationships would occur. Yet for decades, organisations have been uncomfortable with the idea.

Early in my career, when a relationship occurred between two people in the same unit or team, one was required to move to a different part of the business and if no alternative job was found they were dismissed for “some other substantial reason”. It always seemed slightly perverse to me and had the added consequence of disproportionately impacting on female employees (invariably the junior employee and therefore the one most frequently easier to redeploy). A few years later I was in a position to remove the policy.

Like many of the aspects of our work, a seemingly simple solutions papers over a world of complexity and, I’d argue, potential opportunity. I was quite surprised recently to learn that many organisations still had policies and procedures for managing relationships in the workplace. Which feels slightly arcane and counter to our drive to connect workplaces with human emotion and behaviour.

(Now at this point, I should be clear that I’m talking about consensual relationships – I am not talking about abuses of power, harassment or any other untoward behaviour, which are a completely different topic and one for another day).

Let’s assume that two people fall in love whilst happening to be employed in the same workplace. Are they really going to not fall in love because of a policy? It seems highly unlikely. So we have to assume that this will happen. Now, let’s assume that we say that they can’t be employed together whilst in a relationship. Well there you are either forcing them to lie, or for one or both of them to leave – which means potentially the two people YOU hired as being necessary for the organisation are now gone.

So we go for the middle ground and we say that you have to tell us if you’re having a relationship, but that it is ok. Which feels convenient, but what about if you don’t want to talk about your relationship status, because you’re a highly private individual, you’re lesbian, gay or bi and uncomfortably about this being known at work, or you’re having an “additional relationship”. Are you really going to declare that?

The argument goes that we need to know so that we can be aware of conflicts of interest or potential abuse of power. But do they only happen in sexual relationships? Have friendships never led to anything untoward? So should we have a policy on friendships in the workplace too? That would put an end to the Gallup Q12 for a start.

Like most things in the world of work and culture the solution starts with an “it depends”. And we know that “it depends” makes for bad policy making. My personal view is you’re better off accepting that these things happen, develop a strong and effective approach to “dignity at work”, build trust, transparency and openness and manage problems by exception.

I discussed this recently with others for The Bottom Line. You can hear the recording here.