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    Entries in HR (392)

    Wednesday
    Nov222017

    HRE Column: LinkedIn One Year Later

    Once again, I offer my semi-frequent reminder and pointer for blog readers that I also write a monthly column at Human Resource Executive Online called Inside HR Tech that can be found here.

    This month, I take a look back at the Microsoft acquisition of LinkedIn which (although it seems like a lot longer), only closed officially about this time last year. It has been a pretty interesting, innovative, and fascinating year for the largest professional social network. Since LinkedIn is such an important and influential technology for organizations and individual professionals alike, it seemed like a good time to reflect back on the year and to speculate a bit on what might lie ahead.

    In the HRE Column, I dig a little bit into some of LinkedIn's recent product announcements, look at how the Microsoft angle is beginning to play out and how LinkedIn could evolve moving forward. I hope to have some execs from LinkedIn on an upcoming HR Happy Hour Show totalk about some of these ideas in more depth.

    Having said that, here's a taste of the HRE piece titled 'Betting on LinkedIn'

    I recently was invited to attend a quarterly product update from the folks at LinkedIn Talent Solutions, an online event where the product and marketing teams provide demonstrations and details about new product initiatives and capabilities that are (or are about to be) released. I get these kinds of invites from solution providers quite often, and admittedly do not usually attend -- either I am busy planning the annual HR Tech Conference or I simply don't get all that excited by incremental updates to existing platforms or solutions.

    But I made an exception in this particular case and watched this most recent LinkedIn update. The reasons why were twofold: I had some extra time; and I was interested in one particular update that LinkedIn planned to share information regarding the integration of LinkedIn information with Microsoft Word in the context of a user creating a resume.

    And, since Microsoft finished its $26.2-billion acquisition of LinkedIn about a year ago now, I figured it was an appropriate time to reflect on that industry development, as well as some new capabilities being added to the platform, the challenges the company faces, and what might be coming next.

    On its latest product update webcast, LinkedIn showcased two new initiatives that reflect its continued need to provide value to two distinct constituencies: HR and talent-acquisition professionals; and its rank-and-file members. Each obviously have very different needs and goals.

    The first enhancement for organizational users of its Talent Solutions products was a new performance summary report, which provides them with a simple but comprehensive overview of organizational activity and results on the platform. On one dashboard, HR and talent management professionals can see data such as the number of hires who were "influenced" by candidates viewing company profiles and content on LinkedIn prior to being hired; the effectiveness and response rates of candidate outreach; and most interestingly to me, the top five companies that organizations are losing and winning talent I can recall working at an organization where we were suddenly losing lots of talented sales reps over a short period of time, and had to scramble (and pull up lots of individual LinkedIn profiles) to figure out which competitors were poaching them. We would have loved to have had this information in one place.

    The other new capability -- and probably the more innovative development -- was the announcement of a deeper integration of LinkedIn data with Microsoft Word. For users drafting a resume in Word, information from other LinkedIn profiles is used to help craft a resume. This Resume Assistant asks them to provide a job role of interest and then surfaces examples from LinkedIn of typical work-experience summaries and skills descriptors

    Read the rest at HR Executive Online...

    If you liked the piece you can sign up over at HRE to get the Inside HR Tech Column emailed to you each month. There is no cost to subscribe, in fact, I may even come over and re-surface your driveway, take your dog for a walk, rake up your leaves, and eat your leftover pumpkin pie.

    Have a great day and Happy Day Before Thanksgiving!

    Monday
    Nov202017

    Job Titles of the Future: Man-Machine Teaming Manager

    It's been ages since I have had a new entry in the extremely popular 'Job Titles of the Future' series, but over the weekend I came across an interesting report from tech consultancy Cognizant titled '21 Jobs of the Future: A Guide to Getting - and Staying - Employed Over the Next 10 Years'that more or less has the next 21 posts in this series all in one report. With so much interesting source material (thanks Cognizant!), I had to bust out a new post for the series.

    Then entire report is really interesting, and I imagine I am going to re-visit it again for future installments, but I thought today I would call out one really interesting future job from the list of 21 - a job that I can see playing a large role in the future of work and too, the future of HR.

    The job title of interest is 'Man-Machine Teaming Manager' and I will share some details from the 'job description' for this theoretical role as laid out by our pals at Cognizant.

    The key task for this role is developing an interaction system through which humans and machines mutually communicate their capabilities, goals and intentions, and devising a task planning system for human-machine collaboration. The end goal is to create augmented hybrid teams that generate better business outcomes through human-machine collaboration.

    As a man-machine teaming manager, you will identify tasks, processes, systems and experiences that can be upgraded by newly available technologies and imagine new approaches, skills, interactions and constructs. You will define roles and responsibilities and set the rules for how machines and workers should coordinate to accomplish a task. This involves designing flexible experiences that meet workers’ expectations, while providing a simple and intuitive interaction with machines (translating consumer behavior to business users, as well as to machines, for instance). Ideal candidates will be passionate about advancing human-robot cooperation strategies in a dynamic business environment.

    Lots of the more enlightened 'robots are taking away the jobs' commentary and predictions have arrived at a similar conclusion, that the future of work will be much more about people and robots/machines/algorithms working together, with each contributing their unique and hard to copy strengths. If you did in to the job responsibilities for the Man-Machine Teaming Manager role, (and kudos to Cognizant for writing this report in the form of a bunch of new-age job adverts), the first one talks about the manager needing to identify and describe the business functions and capabilities that are uniquely possessed by people and the ones that would be better performed by machines.

    It seems to me, if you took this conceptual job, and instead of 'people' and 'machines' being the groups that the manager had to better combine as teams and collaborators, and just described it in today's terms of cross-functional teams of people, then in many ways you would be describing the role of an HR leader or Chief Talent Officer.

    Figuring out strengths, capabilities, gaps, and the best ways for diverse groups of talent to combine and connect and collaborate in order to achieve desired business outcomes seems to be one of the most important roles in any organization, and one that should be owned and championed by HR and Talent leaders. So if the Cognizant report is right, and I have no reason to nay say it, then in the near future more of the talent and the collaborators will be some form of technology or robots or algorithms.

    That doesn't change the essential need, purpose, and importance of the role - organizations need leaders that can assess, understand, support, and put in place systems and processes that enable all the talent in the organization to work together to produce the best possible outcomes.

    Hopefully, that role will be filled by people for some time to come.

    Hopefully, they will be HR people.

    Have a great week!

    Wednesday
    Nov152017

    Self-driving bus crashes, proving all buses should be self-driving

    In case you missed it, a fairly significant pilot of self-driving vehicles, in this case shuttle buses, launched last week in Las Vegas. In this test, shuttle buses developed by French company Navya ARMA will carry passengers along a half-mile route in downtown Las Vegas, (that part of Vegas that most of us who go to Vegas for Conference and conventions tend to ignore). The Navya ARMA buses rely on GPS, cameras, and light-detecting sensors in order to navigate the public streets. According to reports, the year long test hopes to shuttle about 250,000 passengers up and down the Vegas streets.

    Pretty cool, right?

    Guess what happened in the first couple of hours after launching the self-driving pilot program?

    Yep, a CRASH.

    The first self-driving bus was in a minor accident within a couple of hours of the service's launch when a (human driven) delivery truck failed to stop in time and collided with the stationary shuttle bus.

    According to a spokeperson from the American Automobile Association, "The truck making the delivery backed into the shuttle which was stopped. Human error causes most traffic collisions, and this was no different."

    No one was hurt, the damage was minor, and the self-driving pilot program continues in Las Vegas.

    Why bring this up, especially on a blog that at least pretends to be about work, HR, HR Tech, etc.?

    Because these kinds of technology developments, of self-driving vehicles, robots that can sort and organize inventory in warehouses, robots that will greet and provide basic customer services in retail environments and hotels, are being developed, improved, and deployed at increasing rates and in more and more contexts.

    Self-driving technology in particular, especially for commercial vehicles, is by some estimates within 10 years of becoming a mainstream technology, potentially displacing hundreds of thousands of commercial truck drivers. And as an aside, this piece describes how the trucking industry is clearly not ready for this and other technological disruptions.

    This is not meant to be another, tired, 'Robots are taking our jobs' post, but rather another reminder that technology-driven disruption will continue to change the nature of work, workplaces, and even our own ideas about the role of people in work and the economy. And HR and HR tech leaders have to take a leading role in how, where, when, and why their organizations navigate these changes, as they sit directly at the intersection of people, technology, and work.

    And lastly, if that Las Vegas delivery truck had been equipped with the same kinds of self-driving tech that the Nayva ARMA bus has, there is almost no chance there would have been an accident.

    But it might have be fun if it happened anyway. I'd love to see two 'robot' trucks argue with each other on the side of the road about which one was the doofus who caused the accident.

    Have a great day!

    Tuesday
    Nov142017

    PODCAST: #HRHappyHour 302 - Tim Sackett and Talent Acquisition Technology

    HR Happy Hour 302 - Tim Sackett and Talent Acquisition Technology

    Host: Steve Boese

    Guest: Tim Sackett

    Listen to the show HERE

    This week on the HR Happy Hour Show, Steve is joined by Tim Sackett, President of HRU Technical Resources, popular writer and speaker on all things Talent Acquisition and keynote speaker at the upcoming Recruiting Trends and Talent Tech Conference.

    On this show, Tim shared his perspectives on how technology continues to change the Talent Acquisition function, how roles for sourcers and recruiters are impacted, and some of the keys for corporate talent acquisition leaders to make the most of their technology investments.

    Additionally, Tim talked previewed his upcoming keynote at the Recruiting Trends and Talent Tech Conference, (November 28 - 30, 2017 in Palm Beach, Florida), how to balance the 'people' side of recruiting with the technology, as well as the one single area of Talent Acquisition Technology that Tim thinks more corporate leaders should be investing in today.

    Finally, we talked about innovation across the board in HR and Talent Tech, the role of technology in candidate experience, and Steve teased his NBA podcast, tentatively titled 'Bounding and Astounding'.

    You can listen to the show on the show page HERE or by using the widget player below:

    This was a really fun show with a long time friend of the HR Happy Hour Show - thanks Tim for taking the time and we hope to see lots of HR Happy Hour listeners at the Recruiting Trends and Talent Tech Conference later this month.

    Reminder: HR Happy Hour listener survey here.

    Thanks to show sponsor Virgin Pulse - www.virginpulse.com.

    And finally, subscribe to the HR Happy Hour on Apple Podcasts, Stitcher Radio, or wherever you get your podcasts.

    Monday
    Nov132017

    The rules for when you request a meeting with someone else

    WARNING: Some borderline old-guy 'get off my lawn' about to follow...

    The situation: You have the kind of job where a fairly large, variable, and growing collection of folks are contacting you to set up meetings and phone calls. These are usually for valid work/business reasons, so the requests themselves are reasonable, but I have noticed with more frequency that folks are not following (at least what I think are) the normal, customary, and pretty simple steps, and protocols in this situation.

    So because no one asked, herewith are the rules for when you request a meeting with me, (not actually me, just using the collective me here. Is that a thing? Who cares, it's my blog).

    1. If this is the first interaction you are having with this person, explain (succinctly), who you are, what you do, the company you are working for or represent. Make sure you convince the person you are not insane.

    2. State clearly the purpose and goal for the requested meeting. Bonus points if the purpose/goal of the meeting actually helps this person solve one of their problems, and not just helps you.

    3. Adapt to the technology, communication, and other preferences of the person who you are requesting to meet with. This means adapting to at least the following:

    A. Communication preferences - email, text, LinkedIn, etc. Example, and this one happens to me a ton, if you send me a LinkedIn message asking for a meeting, I am 99% of time going to provide my email address and ask you to email me details, an invite, etc. This is due to the fact that I, along with just about everyone else in the world, manages my time on a calendar that is integrated with my email. No one manages their time on with a LinkedIn calendar because such a calendar DOES NOT EXIST. I'm ok with being contacted on LinkedIn, but I am not ok having to manually update my calendar because you prefer to use LinkedIn.

    B. More about calendars. If you are requesting the meeting from someone else, DO NOT send them a link to your own Web Calendar or scheduling tool as ask them to find a time for the meeting. YOU are asking for the meeting. It is really cheeky and presumptuous to make a meeting request and then ask me to do your work (managing your calendar) for you.

    C. Adapt to the time zone preferences of the person you are requesting the meeting with. Again for me, I am usually on ET. Your request or offer of day/time options for the meeting needs to state the time in ET. It is ok, even preferable, to list your time zone too, (if it is different). But don't ask me to have a meeting at 3PM Mountain Time and force me to figure that out. I know this is a small gripe, but once again, you are asking me for my time.  

    4. Confirm the meeting is set by 'accepting' the calendar invite. This is really for both parties of the meeting, but we really don't need another round of emails that 'confirm' the meeting is set. 'Accepting' or 'Replying Yes' to the calendar invite is the confirmation.

    5. Sometimes, the person you are requesting the meeting with does not or can't meet with you. It happens. And sometimes they either don't give you a reason for declining the meeting or give you a reason that you don't like. It happens. Accept it. You are still a wonderful person, I promise.

    That's all I have for a quick rant on this. I didn't even mention at the top that I am writing this in my favorite writing spot ever, the Delta Sky Club. Nice to be back out on the road. And solid upgrades on the snacks, Delta.

    Did I miss any 'meeting request protocol' rules?

    Let me know in the comments.

    Have a great week!