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    Entries in HR Tech (316)

    Thursday
    Aug022018

    HRE Column: The Three Things I Think About the Most When Thinking About HR Tech

    I have been a little slack in posting links back to my monthly column over at HR Executive Online but fear not gentle readers, I have not abandoned this essential public service.

    So without further delay, here is the link to my latest Inside HR Tech piece at HR Executive - 3 HR Tech Topics I Think About the Most.

    From the piece:

    I have recently had many conversations with speakers, exhibitors and HR tech-industry experts to finalize sessions, schedules and plans for the HR Technology Conference in September. In one of these conversations, a representative from a major HR-technology provider asked me an interesting question that I don’t recall ever being asked before: “When you are thinking about HR technology, what do you think about the most?”

    At the time, I tried to stammer out a reasonably coherent answer, as I was not expecting the question. I’ve been thinking about it ever since and decided it would be a good topic to explore here, because elements of HR tech I consider may also influence how you think your current and future tech.

    With that said, here are the categories I most often come back to when I think about HR tech.

    The War for Talent

    Regular readers might recall that I think about, talk about and write about macro labor-market data and trends almost compulsively. The monthly Bureau of Labor Statistics “JOLTS” report is the highlight of most months for me, and I track data points like the labor-force-participation rate and the quits rate like I used to track the batting averages of the mid-1980s New York Mets.

    You probably don’t have to be a labor-market wonk to know the U.S. market continues to tighten and become more challenging for employers. Unemployment is nearing low, “full-employment” levels and the number of posted, open jobs—as well as the rate of voluntary separations (or “quits”)—is at all-time high since the BLS began its measurements. Essentially, most, if not all, employers are facing difficulty for finding, attracting and retaining workers.

    So back to the HR-technology angle. When I think about HR technology I tend to first think about how a specific technology can help an organization better compete in this extremely difficult environment...

    Read the rest at Human Resource Executive Online...

    And remember to subscribe to get my monthly Inside HR Tech column via email on the subscription sign-up page here. The first 25 new subscribers get a new set of steak knives. Well, maybe. 

    Thanks and have a great day!

    Monday
    Jul232018

    From 20 Years Ago: 5 Things We Need to Know About Technological Change

    Over the weekend I found my way, (don't ask how), to the transcript of a 1998 talk given by the late author Neil Postman, ('Amusing Ourselves to Death, 'Technology: The Surrender of Culture to Technology' and others).

    In the talk, titled 'Five Things We Need to Know About Technological Change', Postman runs down how he saw advances in technology, (computers, cars, planes, medical devices, etc.), impacting people, society, work, and even technologies coming next. It is an incredibly interesting, and I think prescient, take on how technology disperses across the population, influences our behaviors, and changes, well, almost everything. And what was just as interesting to me was the fact that much of Postman's thinking and work about the impact of technological change was done between 20 and 30 years ago.

    I definitely recommend reading the text of the full talk, (link here), but in case you don't have the time, here are the five main points Postman made on technological change (with a little bit of commentary and perhaps an update for 2018 from me).

    Point 1 - Culture Always Pays a Price for Technology

    In this point Postman was essentially stating that every technological advance is accompanied by some negative repercussions and impacts. He wanted us to make sure we did not only focus on a new technology's advantages and gave equal attention to its inherent disadvantages. Postman was specifically talking about computers here, but in 2018 the obvious example would be social media - Facebook, Instagram, etc. For all the benefits of these platforms the negative consequences have to also be considered.

    Point 2 - There Are Always Winners and Losers in Technological Change

    Postman states "The advantages and disadvantages of new technologies are never distributed evenly among the population. This means that every new technology benefits some and harms others. There are even some who are not affected at all."

    Everyone's experience with new technology is unique. And some technologies are going to harm or displace or even render non-essential people and jobs that a particular technology disrupts. And of course some people are going to benefit from that disruption. We are cognizant of this, just think about how many 'robots are going to take the jobs away' articles you see, but at the same time we're not sure how it will indeed play out.

    Point 3 - Every Technology Has a Philosophy Which is Given Expression in How the Technology Makes People User Their Minds

    There was actually a little more to this point, but you can read the entire talk for the additional context. But Postman was basically saying that every technology has a kind of predisposition, or that proponents of a given technology are often predisposed to think a certain way. For 'tech' people, every problem is one of data, analysis, algorithms, etc., and they can have a tendency to think about the world and its problems as simply data challenges. The drawback of this approach is to limit the importance and influence, (or to ignore altogether), human factors like emotion, judgment, even empathy. We have to always be mindful of how our chosen technologies shape and inform our thinking.

    Point 4 - Technological Change is Not Additive, it is Ecological

    This point is perhaps Postman's most intriguing idea about technological change. He makes the point using an analogy of placing a drop of red dye into a beaker of water. Soon, the entire beaker of water takes on a subtle shift from clear to light red. Every part of the water has been changed by the one drop of dye.

    Extending the analogy to business-driven technology change, Postman suggests that the modern-day technology business innovators, (Gates, Musk, Zuckerberg, etc.), are effectively creating massive changes in how people and businesses interact with technology, and like the red dye doesn't care that is changing the entirety of the water, these tech leaders don't care about the massive changes their technologies are driving. Postman cautions us back in 1998 about this phenomenon and in 2018 I don't think we have to be reminded about the potential for negative effects in society of too much power and influence accruing to a small group of technology titans.

    Point 5 - Technology Tends to Become 'Mythic'

    By 'mythic' Postman means that once technologies achieve a level of adoption, we, (especially newer generations), forget that these technologies were actually invented by someone, and at a particular place and time. The internet did not always exist. Neither did texting or Tweeting or having GPS on our phones at all times. The caution of this mythic status, argues Postman, is that once these technologies become an essential and inherent element of our lives they are exceedingly difficult to change. Postman uses the example of television in his talk, but in 2018 we could easily think about how much people would revolt if changes were suggested to social media or mobile phones. What if Facebook decided to limit your time on the platform to 10 minutes a day? Most of us would be better off, probably, but we would never let it happen.

    Really interesting observations, and probably perhaps a little ahead of their time as well. While in 1998 when this talk was given society had seen and was seeing some pretty dramatic advances in technology, and the rate of mainstream or widespread technology adoption was accelerating, it is probably safe to say that now, 20 years later, these kinds of advances are even more dramatic and important.

    Have a great week!

    Thursday
    Jul192018

    PODCAST: #HRHappyHour 330 - Why is Hiring Still So Hard? (and How to Make it Easier)

    HR Happy Hour 330 - Why is Hiring Still So Hard? (And How to Make it Easier)

    Host: Steve Boese

    Guest: Frida Polli, CEO and Co-Founder of Pymetrics

    Sponsored by Virgin Pulse

    Listen to the show HERE

    This week on the HR Happy Hour Show, Steve is joined by Frida Polli, CEO and Co-Founder of Pymetrics, a company using neuroscience and AI to help match candidate with jobs. On the show, Frida shared her path from earning her PhD in Neuroscience to taking on the problem of hiring - and trying to solve or at least improve and modernize the traditional hiring process.

    Frida shared how traditional approaches to hiring - resumes that become the first screening tool, common methods of interviewing - 'Tell me about a time when...', and relying on homogenous internal networks and referrals to fill roles are not the most effective, fair, and optimal ways to best match candidates with jobs. The first year failure rates of candidates being so high bears this out. 

    Pymetrics have taken on this problem with a modern, science-based and technology-driven approach that helps both organizations and candidates find their best fit and match. Rather than rely on traditional tools and methods like personality and cognitive tests, they use a different way of tapping into these traits by looking at behaviors, and leveraging modern technology - machine learning and AI - in order to help match the traits of high-performing incumbent employees with candidates by putting both groups through the same tests and comparing the results. The bottom line: technology is advancing and helping to make hiring easier after all.

    You can listen to the show on the show page HERE, on your favorite podcast app, or by using the widget player below:

    This was a really interesting conversation - thanks so much to Frida for joining us.

    Remember to subscribe to the HR Happy Hour wherever you get your podcasts.

    Wednesday
    Jul182018

    Succeeding with HR Tech, Five, Make it Six Things HR Needs to Know

    I did a Human Resource Executive Webinar on Tuesday titled 'Suceeding with HR Technology, Five Six Things HR Leaders Need to Know (and an HR Technology Conference Preview), and while it would be hard to share the information shared in webinar in full, I thought I would pull out the FiveSix 'Remember This' kinds of takeaway slides to share here, along with a little of the pithy commentary I dished out on the live Webinar.

    Also, if you head over to www.hrtechconference.com, you can probably access a recorded copy of the webinar when it posts in a day or two.

    (Email and RSS subscribers may need to click through to see the images)

    Number One: In the Pre-Contract stage of the project, here's my one thing you need to know/remember:

    Always. Be. Negotiating. Don't fall in love with the first demo you see or with the vendor that takes you out to the swankiest dinner at HR Tech. Play the long game if you can. You have just about all of the power before the contract is signed.

    Number Two: In the Planning stage of the project, here's my one thing you need to know/remember:

    We, all of us, humans primarily, are terrible at estimating how complex most undertakings actually are, and how long they will take to complete. Planning for HR tech projects is not immune to this phenomenon. Take your time, find some experienced implementers, challenge your assumptions, and be realistic about your organization's willingness, capability, and capacity for change when you set goals and milestones down. And it might not hurt to add another 15% for 'you never knows'.

    Number Three: In the Teambuilding stage of the project, here's my one thing you need to know/remember:

    One of the surest ways to limit your success with HR tech projects is to fail to devote the necessary resources for the needed time to the project, and get them some relief from their normal, day jobs. Almost every large project struggles with this to some extent. Getting a resource for 10 hrs/week does not automatically free that resource up from their normal duties, and you just may have added 20% workload to a key person you are counting on for the project.

    Number Four: In the Managing Relationships stage of the project, here's my one thing you need to know/remember:

    Your HR Tech project team will likely consist of a slew of different groups and organizations - core team, project sponsors, vendor staff, external consultants or SIs, and maybe even independent contractors. Managing the ownership, accountability, and communication across and among these different groups is so important, and a skillful and savvy project manager spends a ton of his or her time in this area.

    Number Five: In the Technical Considerations stage of the project, here's my one thing you need to know/remember:

    While many of the technical tasks have migrated from customer-owned to vendor-managed in the HR Cloud environment, most medium to large scale HR Tech projects have important technical considerations, chief among these are the integration needs from cloud solutions from different vendors, as well as the integrations from HR cloud solutions to legacy and sometimes on-premise downstream or upstream systems. And be mindful of the Planning Fallacy from a few steps ago when planning, scoping, and finding resources for your integration tasks.

    Number Six: In the User Adoption stage of the project, here's my one thing you need to know/remember:

    Most people don't like change. We like what we know, but maybe would not mind it if things were just a little bit better or faster or easier or more enjoyable. A good approach to user adoption is to couch and describe the change you are creating as the beginning of a movement towards something better, not necessarily a complete overhaul of systems, processes, and the way people work. We like 'better'. We don't always like 'different'. It's a subtle difference but maybe one that will make user adoption efforts and results more effective.

    Ok, that's it for my Top 6 things to remember. If I would have had more time on the Webinar I could have come up with more, but these are a decent starting point. We will be hitting all of these topics in much more detail at the HR Technology Conference in September - use my code STEVE300 to get $300 off the best rate available when you register here.

     

    Tuesday
    Jul102018

    HR Executive Column: Thinking about Design Thinking in HR

    I have been a little slack in posting links back to my monthly column over at HR Executive Online but fear not gentle readers, I have not abandoned this essential public service.

    So without further delay, here is the link to my latest Inside HR Tech piece at HR Executive - How to Make Design Thinking Work for HR.

    From the piece:

    Why are so many HR leaders talking about design thinking?

    Longtime readers might know that I founded and co-host with Trish McFarlane the popular HR Happy Hour Show, a podcast covering HR, HR tech, HR leadership and more. In the last several months, a number of the show’s guests—HR leaders from Red Hat, T-Mobile, General Motors and NBCUniversal, for example—have brought up a phrase that, even as recently as last year, I don’t recall hearing.

    That phrase is “design thinking,” and while you probably have heard the term, you might not have considered it from an HR or HR-technology point of view. Design thinking has been described as an iterative process that tries to understand a business problem, as well as who and what it is impacting. Those using this strategy challenge existing assumptions and approaches to solving a problem, and ask questions to identify alternative solutions that might not be readily apparent. Design thinking is a solution-based approach and usually prescribes a series of specific phases, stages and methods to help designers and business teams arrive at improved, user-focused solutions.

    Since I’ve been hearing so much lately about this idea, I thought it would be a good topic to explore for this column.  I’ll look at each of the typical stages of a design-thinking process, their application, and how we can leverage these ideas as we evaluate, deploy and manage the HR technologies.

    Empathize

    The first stage in the design-thinking process is gaining an understanding of the business or people problem you are trying to solve. This is different than trying to determine the list of detailed technical requirements for a new HR system or the specific elements that need to be included in a new course for first-time managers in the organization. Design thinking suggests that the designer or the project leader thinks deeply about the people who will be impacted by a new solution or process, engage and spend time with them to better understand their motivations and challenges, as well as develop a deep appreciation for any physical or environmental characteristics that are important to the solution. But the key to making this information-gathering stage successful is empathy, which can help designers and leaders to get past their own assumptions and gain insight into users and their needs.

    Read the rest of the piece over at HR Executive Online...

    And remember to subscribe to get my monthly Inside HR Tech column via email on the subscription sign-up page here. The first 25 new subscribers get a new set of steak knives. Well, maybe. 

    Thanks and have a great day!