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    Entries in HR (502)

    Friday
    Aug102018

    n = 1

    1. Beloved footwear brand Crocs is in a bit of trouble. Might want to stock up on some just in case. I did the same move when I learned that Twinkies were being discontinued a few years back.

    2. There was some really interesting coverage on what auto manufacturer GM is doing to try and better control employee healthcare costs and improve outcomes. It is clear that all of the traditional strategies they have been trying up until now have not moved the needle.

    3. One of the biggest stories in college sports was recently broke by a reporter that ESPN laid off earlier in the year. Tough to get 'scooped' by someone you decided was not essential to your business.

    4. From Academia - 'Compensation and Incentives in the Workplace' by Edward P. Lazear. "A sample of some of the most applicable papers are discussed with the goal of demonstrating that compensation, incentives, and productivity are inseparably linked."

    5. Still more from the market for truck drivers from Fortune. Between automation influences, labor force demographic changes, and increasing regulatory pressures, hiring truck drivers has never been harder.

    6. Infographic (are they still a thing?) 'Debunking 8 Myths about AI in the Workplace'

    7. The English Premier League season kicks off this weekend. If you need a team to support, I recommend Liverpool. This is our year for sure.

    8. Trish McFarlane and I did a great HR Happy Hour Show earlier this week with guest Erica Volini from Deloitte on the 2018 Deloitte Human Capital Trends Report. You can listen to the replay HERE or on your favorite podcast app.

    9. Speaking of the HR Happy Hour Show, our new version of the show for the Amazon Alexa platform just crossed the 50 episode mark. To listen to the show just add the HR Happy Hour Skill to your Echo device's Daily Flash Briefing.

    10. It's one month until the HR Technology Conference in Las Vegas. Check out the agenda and register here. Use my code STEVE300 for $300 off your HR Tech Conference pass.

    Have a great weekend!

    Wednesday
    Aug082018

    Culture, Experience, Dedication (and a little summer basketball)

    Warning - This post seems to be about basketball. It is not entirely about basketball. Maybe 87%.

    Basketball is largely a year-round sport these days, but during the period from the end of the NBA's official Summer League in Las Vegas, (absolutely the most fun trip I make every year), and the beginning of training camp for the new season, usually there is not much happening in the sport. For hoops junkies like me, the eight or ten weeks or so with no real basketball to watch can be a little bit of a bummer.

    But four years or so some enterprising entrepreneurs decided to try to fill that hole in the basketball calendar with a new concept - a $1M dollar, (since increased to $2M) winner-take-all single elimination tournament called, simply, The Basketball Tournament (TBT)  The teams that comprise the field in TBT are made up of some combination of former college players not good enough for the NBA, professionals playing in one of the numerous pro leagues in Europe, Asia, the the Middle East, and a smattering of retired players looking for one more run with some good competition, (and a chance to grab a share of $2M).

    TBT has kind of caught on among hard-core basketball fans, and for a couple of weeks in July, (supported by coverage on the ESPN networks), TBT becomes almost the most interesting story in the basketball world. Assuming, of course, we are not waiting for LeBron to pick a new team.

    But the real story of the four years of TBT has been the story of the team named Overseas Elite, the still undefeated and now four-time winner of TBT, and winners (remember this is a winner-take-all event), of $7M over their run, a prize shared by players and coaches. Overseas Elite, a team made up of players who have almost no NBA experience at all, most of whom were not even decent NBA prospects, and who now play professionally in places like Dubai and Morocco, has delivered a stunning 25-game win streak, (again, this is a single elimination competition), across four tournaments, while defeating many teams that on paper, had much more talent than they possess.

    Here's the part of the post where we shift from a sports story to an HR/Talent story.

    So to what can we attribute Overseas Elite's string of remarkable success?

    Three things that have resonated with Overseas Elite and can be applied to building teams in just about any endeavor?

    Culture- When Overseas Elite, then the 3-time TBT champion, had to fill two open roster slots for the 2018 tournament, they didn't just seek out the best of most talented players they could find. “We don’t pick just any guys,” team leader DJ Kennedy said. “We pick guys who fit our team as far as high character and not being selfish and guys who can really mesh together.” 

    Experience - With most of the roster consisting of relatively older players with years of experience at the pro level from playing around the world, Overseas Elite always played with poise, didn't panic when things were going against them in a game, and over four years and 25 wins under pressure, have found ways to win every time. Knowing what to do in almost any situation only comes from hard-earned experience, and often this experience can make the difference against a more talented team. Our lesson? Don't underestimate or undervalue experience on your own teams in your organizations. Having been there before is a kind of skill you just can't teach.

    Dedication- Amazingly, in the world of TBT and professional basketball, six of Overseas Elite's 10-man roster have been with the team for all four tournaments and have won four championships. Sure, these six guys have stuck with the team because of all the success, (and prize money), but have the success and prize money been a by product of the core of the team remaining intact over the four year run? Probably some of both I guess. While it is hard to know for sure what the real value of this kind of 'core team' consistency is, it has to have at least some value. If you trust the process on the recruiting and hiring side, and you have a decent strategic plan, then letting the team stay together to figure things out can lead to more sustained success over time.

    Ok, so this post was mostly about basketball. Apologies. But I love the story. I hope that Overseas Elite can keep it going next summer. I for sure will be watching.

    Have a great day!

     

    Friday
    Jul272018

    Job Titles of the Future: Chief Non-alcohol Beverages Officer

    A quick dispatch for a middle of Summer Friday from the often-imitated, easily duplicated Job Titles of the Future series. For the latest offering I submit a job title I've never seen before - 'Chief Non-alcohol Beverages Officer'. For details, see this piece from Fortune:

    American beer drinkers keep shunning Bud, and Anheuser-Busch InBev is going to extreme measures to meet their changing tastes.

    The brewer announced Thursday that revenues in the U.S. had slumped by 3.1% in the second quarter as sales of its major brands—Budweiser and Bud Light—continued to drop. U.S. beer sales dropped 5% by volume.

    At the same time, it announced that it will create a new executive position—chief non-alcohol beverage officer—as a response to Millennials and “Generation Z” drinking less than their elders. Lucas Herscovici, currently global marketing VP of strategic functions, will fill the role. Nonalcoholic drinks constitute some 10% of AB InBev’s volumes, and it’s aiming to boost the proportion of low and no-alcohol sales to 20% of the total by 2025, reports theFinancial Times. But in the second quarter, the category fell a damaging 43%, according to The Wall Street Journal.

    This announcement about the new C-Level job role from Anheuser-Busch InBev was interesting to me for three reasons:

    1. It shows, at least at the surface, that the organization needs to react to changes in customer attitudes, tastes, and preferences with a significant and high-level talent/people strategy response. In the past, I guess forever, Anheuser-Busch InBev didn't need to consider this market and this role. Their business was selling beer. Now their business is changing to one that is more about meeting the customer's needs/desires for refreshment - a wider, deeper, (and maybe for them in the long run), a more lucrative market.

    2. This shift in Anheuser-Busch InBev's business is another great example and reminder of the challenges that all kinds of legacy, established businesses have when trying to adapt to shifts in customer attitudes. The company knows that it needs to focus more on non-alcohol beverages moving forward, but at the same time has to try and protect and strengthen its core, legacy regular beer business. Becoming more nimble and agile to chase new markets while at the same time having to rely on declining core businesses for profits and cash flow is the classic big company challenge. I am a fan of many Anheuser-Busch InBev products, so I am hoping they navigate these challenges successfully.

    3. It's the summer, it's just about the weekend, and an article about a beer company essentially just drew me in. Hope you have a great weekend, have a cold one if that's your thing, and Cheers! 

    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.