simplicity | change-effect

Essential HR marketing

Posted on October 27, 2014 by Blog

Last week I wrote about the consumerisation of HR, the fact that we need to be obsessive about simplicity and “end user experience”. HR is essentially a series of products that we are trying to sell in to the various other parts of the business. Too often though, we overlook this and instead try to mandate, which has the impact of both disempowering us and annoying everyone else.

Which is really not cool.

We were looking at a particular HR intervention recently and sought feedback from line managers and employees across the globe on how we should go about it. Regardless of whether people came from Europe, Asia or the US, their answers could broadly be summarised as,

Keep it simple
Explain why things need to change
Explain what’s in it for me

Which is about as concise a summary of how to take a product to market as you’ll ever get. I’ve written before about the questions that we can use when evaluating what we do and whether it is value adding activity or HR nonsense. But it seems to me that these additional employee questions beautifully compliment that design framework when it comes to marketing our products and services.

Have we kept things as simple as possible? Is the design user friendly? Is it sexy and nice to look at, to touch and to hold? Does it have more tick boxes than a social security form or have we thought more cleverly about design? Have we chosen our language to engage and relate rather than to alienate and patronise?

What is the compelling message? Can we clearly articulate why we are doing something and the business or social imperative? Can we win hearts and minds and consistently and coherently explain the changes that we are making? Is the narrative the same everywhere or are there different complimentary messages for different groups?

What is the individual win? What will each employee group get from this intervention? How will employees benefit? What will managers get that is helpful and different? Will the leadership team be benefitting in a different way? If you sat down for thirty minutes with any single employee, could you (and every member of your team) clearly articulate the “win” for for them and each and every other employee?

Successful product design is hard. It requires thought and focus. It requires innovation and experimentation and it requires courage. But thinking about the end user, thinking about their experience and thinking about what they want is more likely going to make it successful than thinking about what you as a HR professional or team need. And ultimately more likely to get you success.

We shouldn’t be afraid of marketing, we shouldn’t be afraid of selling. We should always be out to win hearts and minds and gain commitment and “buy in”, rather than to seek mandates and enforcement. But at the end of the day, it’s a hell of a lot easier to sell in a well designed product than a lazy, thoughtless piece of work.

Which is why it is always worth spending the extra time thinking about the design and what it means to your people.

The consumerisation of #HR

Posted on October 20, 2014 by Blog

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.