Making sense of all that data

Quick shot, or rather a question for a snowy Wednesday which is this:

Just how are HR and talent leaders at organizations going to make sense of what is already the dramatic increase in workforce data from all the new and disparate sources that are now or will become available?

If you think the answer is the deployment of more software tools for creating charts, dashboards, graphics, or better visualizations of that data you might be right. Or at least partly right.

But it could be that you have already spent time and resources on these kinds of analytics tools and still find that there is a gap between the raw data and the insights you need to derive from that data. Maybe more charts and graphs are not the answer after all. Maybe charts and graphs are not enough.

But a new company called Narrative Science offers a hint about what the next step might be in data analysis technology with a solution they call Quill.

Quill is designed to examine raw data, apply complex artificial intelligence algorithms to the data, extract and organize key facts and insights from the data, and finally present that analyses of the data in a narrative, natural language format to the end user.

So instead of looking at another bar chart with a trend line or a scatter plot that leaves your mind sort of scattered, the Quill system presents a key set of interpretations, conclusions and even talking points for the users (and communicators) of the data.

Take a look at the video below from Narrative Science to see Quill in action, in the context of an investor's portfolio analysis, and think about how it seems reasonable or possible that a similar data analysis and narrative overlay could be done on all manner of HR, talent, and workforce data (Email and RSS subscribers will need to click through)

Pretty cool, right? And likely not that terribly complex once some underlying assumptions are put down.

The financial advisor gets the 'right' talking points and conclusions based on the data and the investor's profile and goals, then he/she can spend more time talking about their go-forward strategy and less time just trying to figure out what the data means. And the advisor can handle more clients too, which is certainly good for the investment firm's bottom line. Surely this has a parallel to the front-line supervisor in any field that has a dozen or more direct reports to keep on track on a daily, weekly, monthly basis.

But this kind of narrative analysis cuts out one of the chief problems of trying to implement a more data-driven decision making environment, which is answering, simply, the question of 'Just what is all this data actually telling us?'

I am not sure whether or not Narrative Science has HR or HCM data analysis capability on the product roadmap for Quill, but I bet even if they don't, we will see this kind of capability in the HCM space sooner or later.

Or maybe some enterprising HCM solution provider is already doing this, and if so, I hope they submit their solution to the Awesome New Technologies for HR process for HR Tech in October!

How to be Awesome in 2014 - #HRTechConf

WARNING: Promotional Content for this year's HR Tech Conference to follow...

One of the highlights of each year’s HR Technology^® Conference has been showcasing the most Awesome New Technologies for HR. And in 2014, we’re bringing a whole new element of excitement in response to attendee feedback: the popular Awesome New Technologies for HR session will be expanded into two distinct categories for:

• More established solution providers to show off their latest and greatest addition to their products
• True “start-ups,” those newer companies that are in their early stages, and trying to innovate and disrupt what the big boys are doing

We are currently looking for solution providers in both categories!

Why apply for consideration?

Selected participants get the opportunity to demonstrate their solution live to hundreds of potential buyers in a General Session at the Conference, be featured in conference promotional activities, and become a member of an exclusive club of HR technology companies that can truly call themselves “Awesome.”

How to apply for consideration?

Simply complete the form on the HR Tech Conference website in its entirety and submit it no later than May 31, 2014. Please note, the product/features you are submitting must be generally available to customers no later than October 2014.

How do I know if my company is a contender?

HR Tech will be contacting only those providers selected to continue in the application process. For those selected, HR Tech will request a formal demonstration (delivered via web conferencing). The demonstration should be a maximum of 10 minutes in length with the majority of that time consisting of actual product demonstration. Provider selections are expected to begin in May 2014 with the final participants for the Conference selected by August 2014.

How many providers will be chosen to participate in one of the sessions at 2014 HR Tech?

Approximately 5-6 providers will be invited to participate and demonstrate at each of the Awesome New Technologies for HR sessions. It is expected that the CEO or the most senior product executive from the participating company will present live on stage at the Conference.

Any more questions about how the Awesome New Technologies for HR session, let me know!

Now go forth and be awesome...

Three quick performance lessons from the Oracle of Omaha

Legendary investor and Berkshire Hathaway CEO Warren Buffet dropped his annual shareholder letter last week, and as usual it is full of insights about investing and business and offers plenty for anyone interested in better performance - of investments, organizations, or individuals to think about and learn from.

1. On taking the long view

Buffett: "Games are won by players who focus on the playing field -- not by those whose eyes are glued to the scoreboard. If you can enjoy Saturdays and Sundays without looking at stock prices, give it a try on weekdays."

HR/Talent lesson: Like many investments, the true payoff on many talent decisions/initiatives are only realized in the fullness of time. New hires can take as long as a year to be fully productive, that big HRMS project could have an 18-month timeline, and that new recruiting blog or Facebook page you've set up is simply not going to catch in the first month. We want, or are trained to expect, a faster payoff or return on everything we do, but as Buffett reminds us, often patience will be rewarded. Probably the most difficult, and most valuable, ability for any manager is the ability to know just how long to keep pursuing a strategy and when to change course.

2. On understanding your strengths and weaknesses

Buffett: "You don't need to be an expert in order to achieve satisfactory investment returns. But if you aren't, you must recognize your limitations and follow a course certain to work reasonably well. Keep things simple and don't swing for the fences."

HR/Talent lesson: This is the classic workplace  trap of wanting to do everything yourself, followed closely by trying to staff your team with people that also think they can do everything. I am utterly convinced people are more happy, engaged, and productive simply doing the things they are good at more often than they have to attempt the things where they are not so capable. Let people build on their strengths, don't focus obsessivley on trying to push them into areas where they are not ready, or not as talented. Some folks will want to stretch and challenge themselves no doubt, but not everyone is that comfortable or that driven, and that is ok too.

3. On listening too intently to what others think

Buffett: "Forming macro opinions or listening to the macro or market predictions of others is a waste of time. Indeed, it is dangerous because it may blur your vision of the facts that are truly important. (When I hear TV commentators glibly opine on what the market will do next, I am reminded of Mickey Mantle's scathing comment: "You don't know how easy this game is until you get into that broadcasting booth.")

HR/Talent lesson: I am a pessimist or a cynic I suppose, but I remain convinced that about 75% of the people you know really don't care about your career success, 20% are actively conspiring against you to various degrees, and maybe 5% are truly in your corner. You should care about what these 5% have to say, listen to their advice, etc., and everyone else should be ignored. Completely. And if you are not sure if a particular person is really on your side or not, then you can just assume they are part of the 95% you should be ignoring and thus, ignore them as well.

Once again, really solid advice and perspective from a guy who's credentials mostly speak for themselves. Think about the medium term and long term, know what you are good at (and like to do), and don't get caught up in what the crowd thinks - most of them hate you and want you to fail anyway.

Have a great week!

WEEKEND READING: On Age and Scientific Genius

Building on one of the themes of the blog, i.e., the changing nature, demographic and otherwise of the modern workforce, I submit for your weekend long-reading consideration a recent National Bureau of Economic Research working paper titled Age and Scientific Genius, by Benjamin Jones, E. J. Reedy, and Bruce A. Weinberg.

In the paper, the authors examine the relevant literature to determine the relationship, if indeed one exists, between age and great scientific discovery, or 'genius.' Note: Nobel Prizes and great inventions are used as proxies for 'genius' in this analysis.

Turns out there is a relationship, and it might be a little different than your think, and most interestingly, it might be changing.

Take a look at the first of two charts from the paper. First, the 'headline' chart tracking 'genius' against age:

So genius peaks at about 40 or so, then literally and figuratively falls off a cliff as we age.

That can't be good news for one, many of the folks that are reading this post; and two, for workplaces overall that as we have explored before here on the blog, are more and more comprised of 'older' workers.

But maybe the news is not all bad for those 40-plussers. Take a look at how the genius/age relationship is changing over time.

According to the researchers, and like everyone else, geniuses are getting older.

Or said differently, geniuses used to be younger. The peak age for great scientific achievements keeps moving to the right of the curve, particularly since 1965.

So if this trend continues, maybe it is good news for those of us staring at, or even looking back upon, our peak genius years.

On Age and Scientific Genius is an interesting look at the effects of time and generational shifts on the production of great scientific work. Take a look at the paper over the weekend if you have some time, I think even you can spare a few minutes before getting back to the workshop or laboratory.

Have a great weekend!

It's pretty easy to be a bad interviewer

I've never been a recruiter and have not spent a significant amount of time doing candidate interviews over the years. I have, however, done about 175 HR Happy Hour Shows/Podcasts that are (mostly) centered around asking questions of guests and trying to evoke interesting answers. So I like to think, like most people do probably, that I somehow 'know' how to interview well, and that in fact, interviewing isn't really all that hard.

And even if I didn't think that somehow I'd cracked the interviewing secrets, a simple Google search on 'Interview tips for the interviewer' reveals about 1.7 million results - surely with all that content available it should not be all that tough to become at least competent, if not proficient, at conducting interviews. Then fold in the usual familiarity with either the subject matter, (in the case of interviewing someone for a position in your organization), or the subject him or herself, (as in the case that I want to mention, talking to one of your family members).

Here is the scene, (edited slightly for clarity and due to my failing memory), starring Me as 'Me', and my 13 year-old as 'P'.

Me: So, P, do you have any concerns about your class trip to Washington D.C. that is coming up?

P: No.

Me: (after a pause). See, I made a mistake in the way that I asked you about the trip. I asked you a 'close ended' question. Do you know what a close ended question is?

P: No.

Me: I did it again. A close ended question is one that can be correctly answered with either a 'Yes' or a 'No'. What I should have done is asked the question differently, with an 'open ended' question. With an 'open ended' question, you can't just answer Yes or No. You have to give a little more information and hopefully share more of what you are thinking. Do you see what I mean?

P: Yes.

Me: Ok, let's try again. 'What concerns you about your upcoming class trip to Washington D.C.?'

P: Nothing

<scene>

There you have it. Even though I think I am pretty clever, even though a big part of what I do involves talking to people and getting them to share information, even though there exists almost unlimited resources from which to learn, and finally, even though I was familiar with the subject matter, (the class trip), and extremely familiar with the subject, (my 13 year-old), I still failed as an interviewer.

He still was able to tell me just about nothing, I failed at coaxing him to elucidate, and I don't really know anything more than if we never had the conversation.

What is the point of telling the story?

I think it is this - that we probably don't spend enough time thinking about getting better at interviewing because we think that one; it is easy, and two; we are already as proficient as we need to be.

It is kind of like driving. Everyone thinks they are a good driver, yet the roads are full of lunatics.

Ask around your HR shop sometime, I bet everyone thinks they are good at conducting interviews. That can't possibly be true, right?

Ack - that was another close ended question!

Happy Thursday!