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    Entries in HR (399)

    Wednesday
    Nov292017

    Take that for data: Who you hire and fire signals your culture

    Apologies in advance for the pretty deep NBA-themed take with a back story that you may not be familiar with unless you are a NBA League Pass junkie like me. But I will try (as always) to share enough of the sports side of the tale in hoped that the connection to HR and the real world makes sense. Or at least almost makes sense.

    Here's the sports side of the take. 

    On Monday, the NBA's Memphis Grizzlies fired head coach David Fizdale, their coach of slightly more than one season, after the team lost its 8th straight game and fell to a record of 7-12 on the season. Of note, one of the team's best players Mike Conley, (probably their best player), has been injured and has not played in the last 7 games. 

    Last season, Fizdale's first in charge, the team finished 43-39, and lost in the first round of the playoffs giving the coach a total record of 50-51. 

    Oh, two more things to toss into the blender before we try to connect this story to something the rest of us can relate to. One, Fizdale has a ton of respect around the league with high-profile players and coaches, (LeBron James, Vince Cater, Gregg Popovich who shared their surprise at the firing and admiration of Fizdale). Here's LeBron's reaction after hearing the news:

     

     

    And two, Fizdale has been at odds with one of the Grizzlie's top players, Marc Gasol, the two reportedly not seeing eye-to-eye on many aspects of how the team was being led. In the NBA, star players have a ton of influence and power, as there are not that many of them, and teams know they need two or three of them to have a chance to compete.

    Oh, there's a three, (sorry), in Fizdale's last game in charge, a loss to the Brooklyn Nets, Fizdale benched Gasol for the entire 4th quarter, (an unusual move for a coach to bench a star player in a close game). Gasol was quoted widely after the game indicating that the benching had never happened to him before and he was ticked off.

    A day or so later, word leaked out the Fizdale was fired.

    Got all that?

    So here's the thing about the Fizdale firing that we should think about in the context of our own organizations. Fizdale was fired for (at least 75% of the reason anyway), for not getting along with one of the team's best, and most popular players in Gasol. The reasons why the two didn't gel are unclear, but what was clear was that the coach Fizdale was probably tired of clashing with the player, and sitting him on the bench in a close game was meant to send a message to Gasol, the rest of the team, and more importantly, to team management and ownership that he (Fizdale), runs the team on the court, not Gasol, or any of the other players.

    And for that, or for mostly that, Fizdale was fired. Team management and ownership essentially sided with the player, leveraged the (convenient) recent losing streak as a primary reason for the firing, and made their star player, who is under contract until the end of 2020 and owed about $65M more from the team, happy.

    The clearest signs of any organization's culture is who is hired, who is fired, and by extension, the reasons why people are fired.

    Fizdale was fired for a personality and/or philosophy clash with one of the team's stars. And for that, he had to go. The message about the Grizzlie's culture is clear.

    Players, (at least star players), come first. The team has invested truck loads of cash in these players, the team needs them to perform in order to win (and sell tickets), and the team has concluded the best way to accomplish that is to keep the players happy.

    I will repeat it, the clearest sign of your organizational culture is who gets hired and who gets fired.

    The Fizdale story shows us what kind of culture the Grizzlies want to have.

    Take a look at your last 10 or 20 hires and fires and think about what signals these decisions are making to the rest of the employees, to candidates, to customers, and to the world.

    Finally, I will let you go with this small tribute to Fizdale - his now classic 'Take that for data' rant after a close playoff lost last season. (Email and RSS subscribers click through)

     

    Good luck coach on your next gig.

    Monday
    Nov272017

    PODCAST: #HRHappyHour 303 - Jeff Carr and the 'New' Zenefits

    HR Happy Hour 303 - Jeff Carr and the 'New' Zenefits

    Host: Steve Boese

    Guest: Jeff Carr, COO, Zenefits

    Listen HERE

    This week on the HR Happy Hour Show, Steve is joined by Jeff Carr, COO of HR Tech provider Zenefits. Zenefits has had a pretty wild ride in only about four years, and today is at a much different place than just a year or two ago. Jeff was really open and honest discussing Zenefits efforts to correct mistakes made in the past, (and in fairness, under a totally different leadership team), to re-brand and re-cast the company products and strategies, and what might be in the future for one of HR Tech's most interesting companies.

    While I bet just about every HR, Payroll, and HR Tech professional that will hear this show has certainly heard the name 'Zenefits', you may not be as aware at how in the last 12 - 18 months the company has looked to, for lack of a better word, emerge from its own past. This was a really interesting conversation with one of HR Tech's most experienced leaders talking about what I think is an incredibly fascinating story.

    We also talked a bit about minor league baseball, Thanksgiving, and Steve once again teased his upcoming All-NBA podcast, 'Bounding and Astounding'.

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

    This was a fun and interesting show - thanks for Jeff for coming on the HR Happy Hour.

    Thanks to HR Happy Hour sponsor Virgin Pulse - www.virginpulse.com.

    HR Happy Hour listener survey here

    Subscribe to the HR Happy Hour on Apple Podcasts or wherever you get your podcasts.

    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!