organisation

Why Christmas sucks for #HR

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1) Pay Review – You know it is coming up. You know that you’re not prepared. You know that every single manager will be telling you why they are an exception. And you know that they’re right. It’s the ultimate annual clusterf**k of a personnel process. And it’s all yours baby. Happy Christmas.

2) Holidays – Where the hell is everyone? Christmas shopping days? School plays? Cheeky drinks with a supplier? Don’t you know we’re against a deadline people? Organising any sort of meeting suddenly becomes a Herculean feat yet everyone is rushing to get things off their desk before the holidays. I mean, seriously….

3) Recruitment – We need that vacancy filled now! But we won’t be able to interview until January. And we have no budget to spend. That’s ok. Right?

4) The Christmas Party – You’re in HR, you can’t enjoy it. You won’t enjoy it. But if you’re not there, then you’re a corporate disgrace. It’s the perfect example of inclusion/exclusion working in harmony. With fancy dress, optional. And….

5) Alcohol – Yeah. You know. You and me both. We’ve all dealt with far too many sad cases. It’s Christmas, it’s time to relax. But that never means forgetting where the line is. Be responsible people, the last thing you want is a grumpy HR Director on your case.

The soft, warm fart of social acceptance

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It’s lovely to hear the things we want to hear. We all love the platitudes that make us feel reassured and purposeful. The temptation is to surround ourselves with those that will reassure us and help confirm our undoubtedly righteous intentions. After all, nothing feels better than being right. Right?

But what if we aren’t?

And perhaps more importantly, what if we are neither right nor wrong, but could just be…..well, better?

Because growing and learning are about being willing to hear the voices that dissent and challenge. Success is built on the painful acceptance that we don’t always get things right. Confidence comes from the ability to face up to those who think differently and appreciate their views and opinion.

It’s easier to bathe in the relative comfort of the soft warm fart of social acceptance then to look in the cold hard mirror of critique and appraisal. And the world is full of the sycophants, the placaters and appeasers who will tell you and your organisation the very things you’ve just told them.

Having the confidence to embrace and engage with the voices that jar, the opinions that trouble and the thoughts that counter, is the sign of an organisation or person at peace with themselves.

Marginalisation, exclusion and avoidance are the sign of a closed ecosystem and a troubled mind. And whilst it won’t necessarily end in despair, it will always stop you being as good as you could possibly be and fulfilling your potential.

Seek the solace of platitudes, by all means, but you’ll always seek it at your peril.

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.