What do cat videos and unauthorized outsourcing have in common?

Let's review two recent stories of shall we say, extremely 'creative' approaches that individual workers have taken in order to get their jobs done more efficiently:

One - Collections agent develops software program to automate 95% of his job, uses his free time to play cube wars with his colleagues and watch Office Space

Two - Software developer outsources his work to a Chinese firm for a fraction of his salary, spends most of his 'workday' surfing Reddit and watching cat videos.

Pretty amusing stories, and they justifiably made the rounds across the tech news sites when they hit. Everyone, particularly occasionally too smart for their own good techies, love a good Dilbert-esque story of managerial incompetence, developer/employee creativity, and the absurdity of corporate life.

But dig just a tiny bit deeper than that and what do we see in these examples? What's the common denominator across these tales?

Well to me, they are almost completely classic examples of management (or leadership if you think that reads better), lack of attention to, respect for, and appreciation of the talents, ideas, and abilities inherent in their teams.

In the case of the collections agent, it was obvious that even a cursory attempt to streamline and automate the existing work process would result in both cost savings and increased collection rates. And in the case of the software development outsourcing, again, clearly it was a business strategy that resulted in equal or better product quality and significantly reduced costs.

Both these novel and creative approaches were so apparent and easy to uncover for these two workers on the front lines that they were able to implement them on their own, without the need of a big project team, some kind of formal process or model, without a fancy consultant coming up with the idea, and perhaps most importantly - unencumbered by corporate hierarchy, politics, and 'We have always done it this way' syndrome.

The ideas your organization needs are not locked up in some guru's head or just floating somewhere in space. They are probably right in front of you - in the workarounds, shortcuts, and 'unauthorized' arrangements that your most creative workers have already taken. 

You'd be better off trying to get these ideas more out in the open, rather than continuing to perpetuate an environment where great ideas have to hide.

In the interview, talk about your talent plan

Cool story from (Shock!), the world of sports, in this case professional basketball.  The National Basketball Association, (NBA), is not unlike most competitive businesses in that strategy and leadership, while important, will only take an organization so far. To win, heck, to even compete for NBA titles, a supremely talented and thoughtfully assembled roster of players is mandatory. And even then, since almost all the teams possess top talent, you'll never be guaranteed of success, for the teams that usually win rely on two or three superstars - ultra-rare talents that all teams need and compete for.Like a young Lance Haun

So last summer when Los Angeles Clippers executive Neal Olshey was interviewing for the General Manager job with the Portland Trail Blazers, he, in his words, spent almost the entire interview with Portand owner Paul Allen talking about talent - specifically how the Blazers biggest talent need was at the point guard position, AND the team should address that need by selecting a college player named Damian Lillard in the upcoming player draft. 

From a piece on SI.com on the Blazers, Olshey, and Lillard:

In the first week of June, Olshey left the Clippers, a team stocked with point guards but devoid of prominent draft picks, for the Trail Blazers, who had no reliable point guard but two lottery picks.

During his interview with Blazers owner Paul Allen, Olshey talked about Lillard almost as much as himself. "It was basically the whole interview," Olshey said. "The biggest need was clearly point guard and Damian was the guy. There was no question he was the guy." The Blazers wanted to draft him at No. 11, but feared, for good reason, that he would be gone, so they snagged him sixth.

So far, about a dozen games into the NBA season, and Lillard's career, Olshey's talent assessment has been right on the money - Lillard leads the Blazers in scoring, assists, and has impressed fans, rivals, and teammates with his outstanding and heady play.

The larger point I think this story illustrates is how having a talent plan, not just a 'business' or 'strategy' plan was to both Olshey's successful candidacy for the General Manager job, but also the ultimate success of the team, and by extension, Olshey's job performance.

It is fantastic in an interview setting if you can talk confidently about the target company's industry, competitive situation, opportunities, and challenges. It is great to be able to confidently describe how your skills and experience can help the company solve problems or operate more effectively. But if you can talk about talent - the needs, gaps, where to find talent, what kind of talent you'd recommend to bring into the organization, and how you will bring them in - then I think you have the advantage.

And if you can, like Mr. Olshey has so far in his tenure, execute on your talent plans, then you win.

The Trends Shaping Global People Management, and One That Isn't

Recently the Boston Consulting Group published a report and research study titled 'Creating People Advantage 2012: Mastering HR Challenges in a Two-Speed World', a look at the most pressing and important trends and issues in Human Capital Management gleaned from their survey and interviews with over 4,000 HR and Business Executives from over 100 countries. You can access the full 59-page PDF report here.

Take a look at the summary chart below - you probably won't be too surprised by the three most important HCM topics as defined by 'High' Future Importance to the organizations, coupled with 'Low' Current Capability in that discipline. 

In case you can't figure out the chart, (it took me a minute), the three topics that fell in the red or 'Strong Need to Act' zone were:

Managing Talent - Ok, kind of generic, but I guess it makes sense

Improving Leadership Development - Sort of a perennial issue in most organizations, but as the report details, becoming more acute due to demographic reasons, (the aging workforce, mainly)

Strategic Workforce Planning - Most organizations reporting ongoing difficulty in adequately forecasting short and long-term talent needs

So taken together, not all that surprising I guess, we have been hearing and reading about these trends and critical areas of focus for HR and Talent professionals for some time now. We need to get smarter at understanding our people, at developing them for future leadership roles, and more precisely planning for our future talent needs.  

Basically, we need to just get better at our jobs. Sounds like a sound bite from the press conference of every losing football coach ever.

But what stood out to me from the report was not the three 'red' items, but rather the one topic out of 22 that registered on the opposite end of the scale - at the bottom of the scale in capability but also rated as least important in the long term, namely 'Actively Using Web 2.0 for HR.'

What? 

Applying the latest in social, particiapatory, collaborative, and modern technology to improve HR and Talent Management rated dead last?

Even 'Improving Employer Branding' (which hardly anyone even understands), rated more important?

I have to say even though I would not have expected a really geeky, technical sounding function or topic like 'Web 2.0' (and please, BCG can you drop that term, it fell out of fashion in 2009), to register above most of the more traditional and familiar HR and Talent focus areas, to see it rank last in future importance by so many Global HR leaders is a little concerning and sad.

As a proponent of workforce technologies and as someone who knows the impact that the application of collaborative and social technologies can have to help address almost ANY of the topics on the BCG survey, I hope that these results are not truly indicative of how HR pros see these tools and their potential.  

What are you seeing in your organization - are the new tools and technologies on your radar in HR?

'I will get in there and mix it up'

What?

Another sports-themed post!

That's three this week!

Write what you know, or at least what you can reasonably pass off as knowing, some smart person once said, so yes I am wrapping up a tremendous week on the blog with a little Friday diversion, and once again it is taken from the world of sports. If you don't like it, ask for your money back :)

This story is about sports, but it is also about chasing a goal, making a commitment, and not letting other people define you, and perhaps more importantly, what you are capable of achieving. And no, it is not about the 'jump from space' guy, that guy is just crazy.

Submitted for your review, the story of 76-year-old Don Wiberg, and his attempt to land a coveted roster spot for the basketball team the Santa Cruz Warriors of NBA D-League, (the 'D' stands for 'Developmental', think of the league as a minor league feeder and place where raw talent can refine their skills to be better prepared for the NBA).

Catch the video below, (Mr. Wiberg enters at about the :50 second mark, email and RSS subscribers click through), and see if you caught the most imporant line in the clip.

So did you catch that? Here's the important part of Wiberg's assessment of his own skills:

'I can't say that I can run or jump or shoot because I can't, but for a guy who can't run or jump or shoot, I'm a decent passer, and I'll get in there and mix it up.'

Think of every job interview you've participated in, and whether as the interviewer or the interviewee, I would bet either way you'd be lucky to have such an honest presentation and assessment of a candidate's skills to be considered. It hits the 'What's your biggest weakness?' question, and simultaneously presents what the candidate will bring to the table.

And in this case what Wiberg offers may be more important to long-term success than any job-specific skills you are looking for.

Sure, in professional basketball there is only so much willingness to 'mix it up' that can compensate for a lack of basic, essential sports skills and physical requirements that a 76-year-old will just not be able to produce, but for the vast majority of the roles in our organizations those same physical skills are either not relevant, or can be learned.

And for those, that willingness to 'mix it up', might be more important than all the other skills combined.

I'm out - have a great weekend all!

The Authority on Talent - Webcast June 16

So here is the premise:

An authority is defined as the undisputed expert in a particular field. And, just as the CFO is the authority on finance and CIO the authority on IT, HR leaders are emerging as the authority on their organization's greatest variable expense—its people.

Does that description, the HR organization being recognized and respected as the organization's 'authority' on all things related to its people, seem to fit your views and the manifestation of your HR reality?The obvious image. Sorry.

Can 'HR' really be that ubiquitous to truly understand or at least appreciate the intricacies, nuances, particulars, and practicalities of the thousands of individuals that may be working in the organization, and each one's personal and unique set of attributes and circumstances that ultimately drive and effect individual and organizational performance?  It is a tall order for sure, and if you as an HR leader buy into the premise, HR as the 'authority' on people or talent or whatever you call the humans that work in your organization, then having the right tools, processes, education, and technology to make that vision a reality will be of prime concern.

This 'Authority on Talent' premise was floated by the folks over at Plateau Systems and this week on, Thursday June 16th at 12 Noon ET, I will join Kris Dunn and Mark Stelzner for a free webcast/conversation called 'Authority on Talent', to talk about this idea, and some of the ways HR professionals can raise their standing in a kind of organizational pick-up game. 

KD, Mark and I will talk about HR’s role as the Authority on Talent in the organization, focusing on the following questions: 

• What do HR leaders need to establish this authority?
• What’s different now from previous “seat at the table” moments for HR?
• What role does technology play?

These are kind of big questions, and while important, there is also the sense that we have been around this same block a few times before, and over the years all we really seem to be doing is re-phrasing the questions, churning out the same fundamental recommendations, while in reality not much at all is changing. It could be that while the questions are still the 'right' ones to ask, the expected and obvious answers are letting us down. Or it could be that we should be re-framing the conversation completely, and recognize that what HR has been trying to do for the last, well forever, just isn't working and it is time to change the geometry of the conversation.

I suspect like many conversations of this type, the truth is somewhere in between. But finding that truth sure isn't easy and while I am not at all convinced in an hour this Thursday that Kris, Mark, and I can truly get you or anyone any closer to that truth, one thing I can promise is that it will be an enjoyable, lively, and perhaps even provocative ride.

Thanks very much to the folks at Plateau Systems for putting together this webcast, and for trusting the three of us not to embarrass you (too much).

You can learn more and register for the free webcast this Thursday June 16th at 12 Noon ET here.

And if you do tune in this week - the Twitter hashtag for questions, comments, and snarky remarks is #TalentAuthority.