Technology, analytics, data, life – start from the beginning
I’ve just got back from the HRTechFest in Washington. Last time I went to one of these, I wrote this about Technology being HR’s biggest asset. I still think it is – so take a look.
This time, I was struck this time about the commonality of a lot of the themes that people were talking about inside and outside of the sessions. I heard a lot about:
Transparency – the increasing expectation from employees that they can see the workings of an organisation beyond their own personal experience. Whether that is of compensation, decision-making structures, or promotion opportunities – to name but a few.
Customisation – no single person is the same and we therefore need to create employee experiences that recognise the different choices that individual employees will want to take at different stages of their lives and careers.
Experimentation – we need to be more comfortable with being less perfect and in trying things out to see how and if they work. Whether it is data, technology or traditional interventions, we need to love and embrace the pilot.
Analysis – data, data everywhere….and we need to start using it sensibly. Almost every presentation or conversation I had talked about the data underpinning decisions, but used it in a practical and sensible way – not for show, but for real, purposeful thinking.
But the biggest thing that I realised was that the companies talking about this were drawn from right across the board. The likes of Twitter and Hulu and Google and Hootsuite were rubbing shoulders with the likes of Barclays, Cimpress, NBC and health and education providers.
The challenges and themes were the same, but the routes to the mountains were different. And I think this is a factor that we sometimes overlook. If you want to develop transparency of compensation, then you’re going to take a different route in a company which has been in existence for less than 10 years and has a couple of hundred of employee to one that has thousands of employees and a lot with a length of tenure two or three times longer than the other company.
Our skill is in understanding our organisational starting place and identifying the path to take. That’s a significant part of what we bring to the table. Sometimes change is fast, sometimes change is slow. Sometimes things aren’t achievable right now because a whole load of other things need to be done first. And that’s ok.
We all need to aspire to be better, we all want our organisations to change and develop, to create better working environments for our employees and better workplaces for society. To do that we need to constantly take a step forward from the place that we started. Recognising the challenge is as important as recognising the goal. That way, we make long-term sustainable change. The sort that really, really makes a difference.