HR

The consumerisation of #HR

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We’ve made the world of work far too complicated. We’ve over engineered, over intervened and created a myriad of artificial constructs that add neither value nor protection. Over the years I’ve written time and time again about the need to declutter, to reduce the number of processes and procedures to make it simple.

The brilliant Josh Bersin summarises the arguments better than I can here, making the very important point that simple is actually harder to do than complex. This isn’t about being basic, it is about being sophisticated.

I’d take it one step further, it is about the consumerisation of HR management.

When I speak at conferences and talk about these themes, how we are doing far too much and confusing employees, I regularly get people come up to me afterwards and thank me. Not for enlightening them or teaching them something that blows their socks off, but for reminding them why they came in to the profession and giving them reassurance that they’re not mad.

Reminding them that it is OK to be focussed on the end-user.

You see, too often we praise the complex. We hold it up as an example of the development of the profession to heights before unknown. We litter the pages of our publications, the stages of our conferences with examples of HR interventions that most employees don’t understand, don’t want to be part of and don’t see the point of. And we hold them to high acclaim. Then we talk about how we need to demonstrate the value that HR adds.

We have become the coders of the management world, praising beautiful code over user experience.

But what if we were to focus our efforts on making the end-user, the employee, the primary driver of our interventions, of our services. What if we designed for them, rather than for us? What if we created value by providing products and services that people wanted, rather than they were told they needed.

What if we excited, entertained and enthralled?

I can tell you that any manager, any employee, any human would ask for simple people management processes and practices they could understand, communicate and apply. They’d ask for speed, transparency and accuracy. Like we would too.

If we want to really add value and demonstrate our worth within the organisational framework, we need to work harder on being simpler, not more complex. And focus on delivering what employees really want, not what we think will impress our peers.

Then, maybe then, we’d be seen in a whole different light.

You’re not as big as you think

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HR likes a fad, like a fat boy likes the cake shop and similarly gorges and over indulges until all proportion and perspective is lost. Sadly I’ve witnessed a few of these over the years and my fear is the latest one is the much misunderstood and misused term “BIG data”.

I’m certainly not anti data, or anti analytics. And I’ve said before that an HR person who “doesn’t like numbers” is a bad HR person.  I just think the idea of data being BIG in HR is a bit of a myth.

Why? Well, let’s start with the numbers:

59.3% of all UK employees are employed in SMEs, each employing less than 250 employees.

18.8% of the remaining 40.7% of those employees are employed in the Public Sector the majority of whom are in parts of the sector with no integrated HR or employee data management systems or holistic analytical capability.

Which leaves us with 21.9% of the UK’s employees very few of whom are employed in organisations of significant scale. So if they want to be playing with BIG data, they’d need to be capturing a shed load (and a half) of employee data sets.

Which, I can tell you, most of them aren’t.

So what happens? Instead of focussing on the real questions and issues, we make daft statements such as, “talent analytics and big data are must have capabilities in HR”  when the fact is that most organisations don’t have anything vaguely approaching big data, in fact, they have relatively small data.

And then our press, our journals, our conference organisers and our professional bodies create the impression that everyone else is doing something, when the reality is that they’re not. Yes organisations may be doing data analysis, but that’s no different this year than it was last year or the year before.

My advice to you is to stop worrying about big data in HR. You don’t have it now and you probably never will. Instead focus on small data and BIG THINKING, taking the information that you have and being really curious and inquisitive about what you can learn from it.

The real magic happens when insight and intuition come together to create the perfect harmony of head and heart, of thinking and feeling, of gut and brain.

Not when you try to play keepy up with an imaginary trend.

Because at the end of the day, we are dealing with real people, not fads, and that’s where we make a difference.

Engage your brain

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There is an intrinsic stupidity around the work on employee engagement. But it’s not the one you might think it is, oh no. The real intrinsic stupidity, it goes a little something like this:

Bright eyed and bushy tailed HR professional receives the annual employee engagement survey results from ACME Consultants Ltd and declares, “we’ve increased engagement to our highest level yet, it now stands 69%”

And we need to reflect on this for a second.

– Is the stupidity that we are happy that we have staff that are less than three quarters engaged?

– Is the stupidity that we’ve taken our budget and spunked it up the wall to please ACME Consultants Ltd?

– Is the stupidity that we believe in engagement at all?

But as I say, we need to reflect.

Let’s for one slightly scary and heart stompingly dangerous moment make three bold assumptions.

– Three quarters engagement is not bad

– ACME Consultants Ltd aren’t a bunch of parasitical idiots

– Engagement is a purposeful measure

Bear with me, I know some of you are going to be hurting right now and I admit that as I write these words, my eyeballs are seeping a little bit of blood.

Because the intrinsic stupidity is none of these things.

It is this.

We increased engagement?

Did we?

What level did it start at?

How many disengaged people did you recruit?

The thing is, most people join a company motivated and happy. And yes, if you want to use the term, engaged. Most people are pleased to get a job offer and go along on their first day thinking that they’ve fisted laid the golden goose.

And then bad stuff happens. Because we disengage, demotivate and depress them with our poor management, disorganisation and completely ineffective HR management systems. We actively and slowly kill their passion.

That’s what we’re doing every day. We are managing the heart and soul and lifeblood out of the poor suckers who took the King’s Shilling in good faith. Maybe not consciously, but certainly effectively.

So this week and the week after. In fact, for the rest of your working life. Don’t focus on the shiny stupid nonsense that you think will engage people. Focus on the stuff that you do that actively disengages them.

Do less.
Think more.
Make it simple.

These things I know…..

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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.