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    Entries in HR Happy Hour (236)


    Enterprise 2.0 and HR

    Tonight on the HR Happy Hour show we will discuss Enterprise 2.0 with Professor Andrew McAfee, the person that first used the term 'Enterprise 2.0'  (back in 2006), and the author of the essential book on the subject 'Enterprise 2.0: New Collaborative Tools For Your Organization's Toughest Challenges'.

    The show can be heard live starting at 8PM EDT - here, and using the player below, or via the call in number 646-378-1086.

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    What is Enterprise 2.0?  Why is it sometimes simply passed off as 'Facebook for the Corporation', or simply as a diversion or distraction from the 'real' work of making products, delivering services, or simply keeping existing processes running? Why do many in HR shrug E2.0 off as another set of IT technologies that they would rather have nothing to do with?

    Perhaps it is because for many, if not most, organizations the ability to continue to invent and produce products the market desires, or the skills and capabilities to deliver valuable and sought after services has become much more tied to the organization's capability in capturing and sharing knowledge, in connecting its people with each other (and the external community) more effectively, and in creating environments where ideas can be generated, and the best of these ideas lifted to the top.

    These challenges that organizations are facing can be met by an ever growing class of collaborative tools and technologies, platforms that support, guide, and enhance all the things that the best people do naturally - create, share, enhance, and innovate.  Any many organizations have begun to leverage these platforms internally, with more joining the ranks of 'Enterprise 2.0' converts every day.

    But as we will talk about on the show, just deploying a fancy new collaboration platform inside an organization does not guarantee all the promise of E2.0 will immediately be realized.  Considerations of the business issues that need solving, the relationships of the participating employees and groups, and the culture of the organization all need to be taken into account.  

    It is fashionable to talk about these kinds of transformative projects as having little to do with technology, but rather to classify them as change management efforts, with success mostly to do with understanding and influencing people's behavior in the organization.  

    If that is true, then who in the organization is better positioned than Human Resources to define, architect, and help lead these projects to success?

    And what better place than the HR Happy Hour show for Human Resources professionals to learn more about Enterprise 2.0 from the person who coined the term, and authored the only essential book on the concept?

    I hope you can join us tonight for what should be an interesting and informative show.





    Re-thinking Talent

    Tonight on the HR Happy Hour show the topic is 'Re-thinking Talent'. 

    Set for Thursday July 8, 2010 - 8PM EDT - Call in 646-378-1086

    It seems like the long economic malaise in the US and many other countries has altered almost everything that was previously known (or at least assumed) about the nature of work, the social contract between employers and employees, and the ways that individuals and organizations have to operate in order to succeed (or even survive).

    In response to these changing and perhaps forever changed conditions, a slew of books, blogs, and articles have been written advising the individual in how to adapt to this new world.  Go out there and work harder/smarter/better etc.  Go do the work you love since the work you have to do may not be there tomorrow.

    The recession in particular is forcing a new generation of workers to think differently about work and nature of their future relationship with an employer, or more likely the many employers they are going to have in their working careers. Workers and candidates have been forced to adapt, but what about organizations?

    Are the organizations that need to have access to and support from ever more capable collections of talented staff doing enough to adapt themselves to this new environment? What approaches and strategies for talent acquisition make the most sense in a world where compensation, benefits, and long-term security can no longer be promised? Does traditional internal career pathing even make an impact on the modern employee that fully expects a short tenure at an organization?

    Lots of questions, and hopefully some answers tonight on the show. Joining us to talk about these issues will be Susan Burns from Talent Synchronicity and Jennifer McClure from Unbridled Talent.

    If nothing else, we will keep you entertained up until the big LeBron James announcement.


    Comfortable Being Scared

    Last night on the HR Happy Hour show we talked about social media in the workplace, why organizations should have social media and social networking policies in place to guide employee usage (although quite a few listeners argued that specific social media policies are unnecessary), and some of the concerns and outright fears that many leaders and HR professionals seem to possess when these topics are discussed. After all, many of the large mainstream HR associations have trotted out a stream of speakers and 'experts' pitching at best caution and restraint, and at worst outright bans supported by a few anecdotes about miscreant employees gone wild. Flickr - Scr47chy

    Rather than contribute yet another (unnecessary) piece attempting to refute item by item the typical laundry list of 'bad' outcomes (time wasting, loss of productivity, exposure of company secrets) that may arise from the increased use of social networking in the workplace by employees, I wanted to touch upon one of the observations made on the show by our guest Eric Meyer.  During the conversation about the use of 'scare tactics' by some legal experts, Eric noted that many HR professionals are 'comfortable being scared', in other words hinting that rather than dispassionately evaluating the potential benefits of these tools and technologies, many in HR are happy to use the horror stories to keep them safely entrenched in their personal comfort zones of uninformed bliss.

    Mulling over this some more last night I don't think it is all that surprising considering how popular and often successful 'going negative' is in many other aspects of our culture.  Think about our interactions with our kids, 99% of political advertising, the stories on the local TV news, and even the relentless focus on the 'bad' or negative in the coverage of the World Cup. How much more emphasis has been placed on shoddy officiating, annoying vuvuzelas, and dysfunctional team dynamics than on any of the positive aspects of the competition? 

    Why are we so drawn to the negative? 

    Why do we try to avoid, mitigate, reduce, manage and every possible other thing except embrace risk?

    Why are so many of us 'comfortable being scared?'





    The Why of Work - Show Recap

    Last night Dave Ulrich joined us on the HR Happy Hour show to talk about his latest book, 'The Why of Work: How Great Leaders Build Abundant Organizations That Win'.  It was an excellent show, and you can listen to the replay - here, or using the player below:

    Listen to internet radio with Steve Boese on Blog Talk Radio


    Some of the key points from the show:


    • Leaders need to make a difference in organizations, and leaders that best develop their 'meaning making' capacity will make the most important differences for organizations and for communities
    • People find meaning and purpose in different ways, some are driven by a quest for greater insight, some for achievement, some for connection, and others are motivated by empowerment. Understanding your personal sense of purpose making will help you better connect your work and your organization with a greater sense of meaning.
    • Many external factors contribute to and influence the organization and the individual in their drive to understand the create more meaningful workplaces, these can be grouped and assessed in categories of Social, Technological, Economic, Political, Environmental, and Demographic.
    • Workplaces that are meaning filled and abundant organizations can retain and attract more committed and engaged employees that in turn directly create value for customers, shareholders, and the community.

    It was a fast-paced and informative show, that quite honestly did not have enough time to cover all of the topics we wanted to touch upon, and we are going to try and have Dave and possibly Wendy Ulrich join us again in the future.

    Last item - last night we formally announced that Aquire Software is the first official HR Happy Hour show sponsor, and we look forward to more exciting and interesting news on that front.

    Give the show a listen and let us know what you think.






    The best side of who we are

    Tomorrow on the HR Happy Hour show we will welcome Kaya Oakes, the author of Slanted and Enchanted: The Evolution of Indie Culture, and a writing instructor at the University of California, Berkley to the big show.

    Kaya also writes a cool blog at her site - Oakestown.

    The show can be heard live from the HR Happy Hour show page, or via the call in line at 646-378-1086.

    I picked up 'Slanted and Enchanted' a few months ago and once I had finished the book, I knew I wanted to try and book Kaya on the show. I wrote a blog post referring

    When I told Kaya a little bit about the HR Happy Hour and asked her to appear on the show, she graciously accepted but had to wonder, I think, why a show that (allegedly) focuses on Human Resources and Talent Management would want to talk about indie culture.

    A good question, but after thinking about the topic some more, I thought there were some really interesting and relevant parallels from the development and evolution of indie, and what is happening in the workplace and especially in the changes in traditional views of work and employment.

    Networking - The pioneering indie artists relied on their strong personal networks of peers, fans, and friends in adjacent fields for support, promotion, and even basic survival at times. Indie and punk bands relied on each other to such an extent, and there was a strong culture of reciprocity that developed. 

    What is every recent graduate, job seeker, or for that matter experienced professional told these days? Networking, giving to your community of peers, and promoting the good work done by others are all seen as absolutely essential for long-term career and professional stability and success.

    Entrepreneurship - A frequent theme of the book, and perhaps the single most important driver of indie culture is the belief that art that is created independently, for its own sake, and representing the personality of the artist alone while having little to no regard for its commercial viability possesses a purity and value that elevates it from mass produced and mass consumed junk.  Kaya observes that 'art that evolves outside corporate America can and does make a difference in the way people think.'

    Who hasn't been touched in a personal way by the deterioration of the American economy in the last two years? The traditional bonds between corporations and employees have probably never been weaker.  In an economic climate that smacks of 'it's every man/woman for themselves', the idea of collecting your ideas, talents, and personal drive and trying to package, promote, and sell them to the marketplace has become so much more resonant and important.  So maybe you are not out there 'selling' two-minute songs and T-shirts, but the mindset and drive needed to make it as a professional entrepreneur are not at all unlike what is needed to pack up the van with instruments and amps and hit the road.

    Creativity - The indie artists, mostly by virtue of the lack of restrictions and influence of outside interests like big record companies or major publishing houses, were free to unleash their creativity and passion as they saw fit.  Exploration into new sounds, sources, and inspirations were all common, they did not ever feel compelled to follow the rules and stay within the lines. It values the contribution and creativity of each individual.

    This week the results of an IBM study were released that indicated the most important leadership quality for success in business is creativity. More important than integrity or global perspectives, creativity is seen by CEO's themselves as essential for their own, and their organization's success. How does the organization find more creative people, and encourage the development of more creativity from it's existing ranks?  Could it be that a better understanding of indie and the people that are motivated to create would be high on any executive or HR leader's list?

    I hope I have made the case for the link of indie to HR and the workplace.  I hope you can join us on the show tomorrow night at 8PM EDT.


    Note - The title of this post comes from the below video, where Dale Dougherty of Make Magazine describes the Maker Faire festival, and talks about this culture of creativity as demonstrating 'The best side of who we are'.