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    Entries in HR (377)


    Your HR Tech Vendor Should Tell You 'No'

    Having an interesting day at the HR Tech Tank event in Toronto meeting with and talking to a talented group of HR Technology Startups that are (mostly, I think anyway), based in Canada.

    One of the recurring themes that has come up during the day is the importance of listening to customers/prospects in the design and development process. As a couple of the startup veterans in the group have pointed out, if you run too far down a development path and have not done enough research, prototyping, and received enough detailed feedback from the most likely users of the product, then you place yourself at serious risk of building something that no one (except maybe you) actually wants.

    But at the same time, if you do too much listening to customers and prospects and focus on attempting to incorporate all of their feedback, enhancements, and feature requests into an existing product, (and more importantly, into a product that is meant to be fairly tight in scope), then you end up with a more complex product than you had intended, might miss important delivery commitments, and risk not staying true to your initial vision for the product. Probably the very same vision that sold your first employees, investors, and even customers on initially.

    It is definitely a fine line to walk for an HR Tech Startup founder and their team, and likely also for more established HR tech providers. It really comes down to having a pretty deep understanding of your product, your team's capability, the completeness of your vision and product, and lastly your philosophy about working with customers.

    There are no specific of set rules or answers for sure. Which is why creating and delivering product is really, really hard.

    But for customers or prospects it feels or seems much easier, right? Just look for and agree to continue working with only those vendors that continually say 'Yes' to all of your enhancement and new feature requests. After all, you are the customer and the customer is always right. And if your vendor doesn't react as completely as you like, and according to your timeframes then you can simply find some other one that will.

    Except for the fact that unless you are the startup's very first customer, then that means that there are others, maybe even thousands of other customers making similar requests of your vendor. And guess what? All of those other customers think their enhancement requests are just as important as yours.

    And if the vendor keeps saying 'Yes' to all of, or even most of your (and everyone else's) requests, they will end up with a product that is more a set of collected features and less of an elegant solution to a problem. A solution and vision that was what originally so compelling that you had to have it.

    The vendor, especially the startup vendor, HAS to say 'No' sometimes, maybe most of the time.

    The challenge for you, the customer, is to learn that 'No' is sometimes, maybe most of the time, the right answer. For both of you.


    Some final thoughts and thanks from #HRTechConf 2014

    Last Friday we wrapped up the 17th Annual HR Technology Conference, what I believe was an extremely successful event and for attendees, exhibitors, sponsors, press, analysts, bloggers, and everyone else in the large HR Technology community, a professionally and personally valuable experience.

    For me, who spent the bulk of my time in 2014 planning, preparing, organizing, promoting, and then for lack of a better term, hosting the Conference, it will still probably take a few more days/weeks for everything to settle in and to take the feedback and observations from the last week and incorporate that into next year's planning process. But I did take the weekend to kind of decompress, tried to stay (mostly) offline and catch up on my sleep, and to think about my initial thoughts about the Conference that I would like to share, and more importantly, to publicly thank at least a few people that played an important part in the event this year.

    First - three quick general thoughts about the event 

    1. I thought there was great energy and enthusiasm at the event - in the Expo, at the General Sessions and Awesome New Tech demonstrations, during the parts of concurrent sessions that I was able to see, and of course at the receptions and dinners that I attended.  Even by last Friday, Day 4 of the event, we had a lively and engaged audience for the Awesome New Startups demo that started EARLY at 8AM, and then for Ray Wang's closing keynote. Excitement or engagement is a really hard thing to measure, but so many folks stopped me to tell me that they just felt a better vibe around the show this year, that I wanted to mention that. I want HR Tech to be energizing and fun, and I hope we succeeded in that.

    2. After a certain point, size becomes a real challenge. This year the Conference had a record number of speakers, sessions, and even keynotes that made for the 'biggest' HR Tech Conference to date. And while we are really proud of that, we also have to acknowledge that with the increase in size and scope, that it has become just about impossible to see everything and meet everyone that you would like to at the event. I did think that the physical layout of the show was such that the long, long walks of prior years were lessened, but there were still times where I know that I personally could not make it to where I wanted to be in time. I will try to find ways to manage this going forward, but if I was not able to talk or meet with you at the event, I do want to apologize for that.

    3. Some folks come a long, long way to attend HR Tech. I noticed this the most on Friday morning, before and after Ray's closing keynote. Since the event was just about complete, and I was almost out of things to worry about and do, I had a fair bit of time to just chat with attendees. And that morning in the space about about 15 minutes I met (and took photos with), attendees from China, India, Pakistan, Abu Dhabi, Brazil, Belgium, Australia, and New Zealand. That was really fun, and kind of cool. And also serves to me as a great reminder that attendees make a huge investment of time and resources to attend HR Tech, and we need to continue to work hard to deliver a great and valuable Conference and experience.

    Second - Keep, drop, and make new

    The big challenge with taking over a long-standing and successful event is figuring out how much to change, what to leave as-is, and what/where/how to try and move the event into a new direction. And that process of evaluation for an event like HR Tech is an ongoing, and sometimes inexact one at that. As for some of the new elements we introduced to the show this year, (expanded opening day/night, a more 'Technical' track, and an overall increase in sessions/speakers), I think for the most part they went over well. So I would expect all of that to continue on into future events. We also tried to stay true to what has been traditionally been a strength of the event - detailed case study type presentations from HR leaders at many of the world's leading organizations.

    Finally, early reports seem to suggest that an increased focus on HR Tech startup technologies, in the Expo Hall as part of our first-ever startup pavilion, and with our inaugural 'Awesome New Startups for HR' session, were both well-received. Of course, I welcome your comments and feedback going forward on what to more of, what to do less of, and what new things we should bring to the show.

    Third - Some folks I have to thank, (and I apologize in advance to not be able to list or mention everyone that I should, just like the Conference has grown to make it almost impossible to talk with everyone that I would like, I can't possibly name everyone here that I should thank), for their incredible contribution to the Conference this year. But I am going to try anyway... (these are presented in no particular order, just streaming them out as they come to me)

    Kris Dunn - KD stepped in at the 11th hour to take on a pretty big spot in the Agenda that came open due to a very late speaker cancellation. There are not many people who would have been willing and able to step in like that especially considering he already was leading a session later in the day. Huge thanks to the Capitalist for taking that on.

    Laurie Zaucha, Sara Hill, Coretha Rushing, and Ashley Goldsmith - These four HR leaders were the participants in the 'Modern CHRO' panel that I co-hosted along with Trish McFarlane. This was a great group of HR executives, were easy to work with, and reminded us all what true leadership looks and sounds like. I want HR Tech to be a place where we see and hear from the absolute best of the best in HR, and these panelists exemplify that completely.

    Trish McFarlane - In addition to Co-hosting the Modern CHRO Panel mentioned above, Trish also led an Expert Discussion session on HR Technology implementations about which I heard fantastic reports. But beyond that, she was a great sounding board and source of excellent advice throughout the event planning process. And she co-hosts my favorite podcast the HR Happy Hour Show!

    Jason Seiden - Jason launched his new startup BrandAmper at the Conference, as one of the participants in the first-ever 'Awesome New Startups for HR' session. This was not without risk, pressure, and probably some lost sleep. But Jason and Lisa Cervenka did an amazing job (like all of our startups), and I hope to see them back next year on the Big Stage!

    John Sumser - John led one of our sessions in the new Ideas and Innovations track, his on Computational HR, and while I was not able to sit in on the session, it probably was the one that I feel the worst about missing. He is also a remarkably nice and generous person that has contributed much to the event and to me as well.

    Michael Krupa - Mike did a tremendous job not only personally serving on a two-hour long panel in our 'Tech' track, but also serving to help create and coordinate several other elements at the show. Plus, he is one of the very few people I will allow to hug me in public.

    Naomi Bloom - Naomi did a tremendous amount of work in the run-up to the show, coordinating and helping to program what was a very successful Tech track at the event. Sadly, she was unable to actually participate live at the event due to a medical issue. But she had prepped her panel so well that they were able to carry on, and she stayed engaged with the event on Twitter throughout. Get well soon, Naomi!

    Mike Psenka - Mike runs the Workforce Analytics team at Equifax Workforce Solutions and not only did he present a great session with Whole Foods, he also allowed Trish and myself to crash his team dinner once again. Mike and the Equifax team are a super nice bunch of people that I enjoy spending time with at HR Tech each year.

    Ed Chase, Dave Shadovitz, Vicky Dennehy and the rest of the LRP team - It goes without saying that probably 95% of what happens to deliver an excellent experience to the HR Tech community goes on behind the scenes, and out of sight of most. But the LRP team does such a fantastic and professional job getting the thousands of elements aligned to present a great show for everyone. Trust me, you don't have any idea what goes on out of view, and you probably don't want to know, but the LRP team takes it all in stride. Many thanks to all of my colleagues for everything you do.

    All of our attendees, speakers, exhibitors, analysts, sponsors, and friends - We have such an engaged, vibrant, and enthusiastic community around HR Tech that in many ways that makes my job easy. So thanks to everyone who was at the event last week. There are literally thousands of you who contribute to the event, each in your own way, and that adds up to a remarkable and valuable community of people that make what I get to do really fun and amazing.

    Thanks again and please do mark your calendars now for the 18th Annual HR Technology Conference - October 18 -21, 2015 at the Mandalay Bay in Las Vegas.

    Have a great week! 


    SLIDES: Big Trends in HR Technology for 2014 and Beyond

    I wanted to share the presentation slides from a Human Resource Executive Magazine webinar that I co-presented yesterday along with Trish McFarlane, VP of HR Practice, Principal Analyst from Brandon Hall Group.

    The title of the presentation is Big Trends in HR Technology 2014 and Beyond, and while often these kinds of 'trends' talks (including many that I have done the last year or two), tend to focus on 'trends' that are really just far-future kinds of speculation or are simply repeats of ideas that have been talked about for some time, Trish and I tried to keep the talk grounded more in research and the actual experiences of many of the leading organizations that will be part of the upcoming HR Technology Conference in October.

    You can check out the slides below, (here is the direct link in case the embedded slideshow does not render for you), and I will try and sum up at least a few of our key points below the deck.


    What were the high points, or keys that we shared on the webinar that we hoped would resonate with attendees? I will give you the Top 5.

    1. There are 3 dimensions for potential impact of HR tech - organizational, managerial, and individual - and the most successful HR tech projects resonate and add value at all 3 levels 

    2. The key organizational decision drivers for the replacement of HR technology vary depending on the type of HR tech. For Core HR systems, better integration is the primary driver. For talent management however, User Experience tops the list.

    3. Selecting the 'right' HR technology solution involves an analysis and balance of 5 factors: Cost/ROI, Technological fit, Cultural fit, system capability/roadmap, and complexity/UX.

    4. For both Core HR and for Talent Management tech, an increased demand for better integration across the HR systems footprint, as well as with other corporate systems is driving investment and the attention of corporate leaders. 

    5. We are not really talking as much about 'mobile' or 'social' as discrete concepts, but rather a more comprehensive idea of 'User Experience', at its many levels, will increasingly influence systems development, purchase decisions, and user adoption rates, (and therefore, ROI).

    There was plenty more to talk about, both in the slides and on the webinar, but I hope the 'Top 5' above gave you a little bit of a feel for what we discussed.

    Thanks to Human Resource Executive and to webinar sponsor Castlight Health for having Trish and I on the webinar.

    Happy Thursday!


    PODCAST - #HRHappyHour 188 - Live from the NBA Summer League

    HR Happy Hour 188 - Live from the NBA Summer League - Featuring The 8 Man Rotation

    Recorded Live from Las Vegas, Saturday July 19, 2014

    Host: Steve Boese

    Guests: Kris DunnLance HaunMatt 'The Professor' Stollak

    This week on a very special HR Happy Hour Show, the guys from The 8 Man Rotation series of Ebooks on Sports and HR made their annual midsummer pilgrimage to Las Vegas to take in a few days of the Samsung NBA Summer League competition, catch a little music courtesy of Soundgarden and Nine Inch Nails, and record a fun HR Happy Hour podcast over a few cheeseburgers.

    Steve and the boys talked basketball (of course), but also hit upon many of the angles that apply to non-sports contexts as well, and can be relevant to HR, talent management, and building teams of any kind. The NBA Summer League is one of the great, real-life experiments in talent management and development - you have players trying to learn and acclimate, coaches and on-court officials also trying to prove themselves, and you see played out how team executives talent management strategies manifest in how they try to build their teams.

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

    Check Out Business Podcasts at Blog Talk Radio with Steve Boese Trish McFarlane on BlogTalkRadio


    Additionally, you can subscribe to the HR Happy Hour Show on iTunes, or for Android device users, from a free app called Stitcher Radio. In both cases just search for 'HR Happy Hour' and add the show to your podcast subscription list. 

    This was a really fun show, (apologies for the background music and the occasional interruption of the waiters), and many thanks to the guys for participating.

    Back to more 'normal' HR content in the next show, we promise!

    See you next year at NBA Summer League...


    NBA Summer League Part 1 - The Relative Value of Talent

    I'm just back from a great 8 Man Rotation trip to Las Vegas to take in a few days of the NBA's annual Summer League and tournament that features 24 teams of rookies, less experienced veterans, and guys trying either to hang on to their NBA dreams just a bit longer, or ones trying to crack that elite 450 or so of players that get to call themselves NBA ballers. It was a super fun trip with the boys, and I will have more on some of the really interesting things we saw, heard, and talked about during the trip, as well as a amusing in a watching a car accident kind of way, HR Happy Hour Show and Podcast I recorded with the 8 Man crew while having cheeseburgers and beers.

    In the run up to Summer League, much of the talk around NBA circles was centered around free agent player signings and player movement in general. Most notably, the league's best player LeBron James made the biggest news when he signed to return to his original NBA team, the Cleveland Cavaliers, which set off a chain of events including his former teammate Chris Bosh re-signing with the Miami Heat for a massive, 5 years and $118M. This Bosh contract led to tons of internet chatter about whether or not in the wake of losing James, that Miami was indeed overpaying to keep Bosh, their next most important player from the last four years, to maintain some semblance of competitiveness in the near term.

    The problem with most of the 'Miami overpaid for Bosh' takes, (and there are plenty of them), is that they usually fail to address the context in which the Bosh contract was given, and the set of circumstances that make Miami's decision to pay Bosh near the maximum amount allowed by the NBA's collective bargaining agreement with the Player's Association. This contextual factors, also apply quite often to the day-to-day decisions that HR/Talent pros have to make every day when tackling compensation issues - either offers to candidates, counter-offers, (probably a bad idea to even try them, but still), and the nuts and bolts of annual compensation package decisions for existing employees. In both cases, these are the kinds of questions that HR pros and NBA GMs need to think about, plus I will hit you with some of the rationale behind the Bosh decision from which (hopefully) you'll see some parallels to your comp-related challenges.

    What's the 'right' salary?

    What, in the classic 'perfect information' kind of economy that academics like to talk about, would be the 'correct' salary' for Bosh? This is close to the market rate, but not exactly the same, as the 'market' for any NBA player, as well as for that Ruby on Rails developer you can't find, is never truly perfect.

    What would the market value (and actually pay) for his/her role, skills, and ability to contribute to an organization?

    This is the classic, 'What did the last 3-5 players similar as we can find to Bosh actually get paid in their last contracts?' question. These numbers create an interesting set of data points that may or may not be relevant to your team. If that last team that signed a 17 and 10 guy like Bosh to an insane contract, does that mean necessarily that you should? Or maybe another team got a relative bargain for a different player (like a Tim Duncan), who at this point in his career is more concerned about winning titles than maximizing his personal earnings, and thus accepted a 'discount' on his deal. Don't think that applies to you? I bet you have lots of employees that turn down 10-20% bumps in salary from competing firms because their 'transaction costs' (moving, pulling kids out of school, learning a new corporate political game, etc.), seems too steep. These employees are probably already giving you the home team discount like we hear about in the NBA. Bottom line, the 'market' doesn't represent you, or anyone other specific firm for that matter. It is just more data. 

    What kind of compensation would this person be likely to get from a specific competitor that might be interested in their services?

    This piece of 'market' data is much more interesting (and valuable). In the NBA GMs often have to factor in what might happen if a given player like Bosh were to end up on a specific rival team, and how that move might impact competitive balance (and chances to win). Overpaying to keep a player away from a specific rival can happen, and might be one of the few times in the NBA, (and possibly your business too), that tossing money at a problem makes sense from a business standpoint. This takes more insight and effort than simply looking at the 'market' rate, and knowing the compensation and business strategies of your rivals.

    What is this person worth to his/her current company or team?

    This is the flip side of the last question - what specific skills, capabilities and knowledge of company-specific operations, products, culture, politics, etc. does the person have that are uniquely relevant to your organization, and need to be factored in to the discussion. With James leaving the Heat, Bosh now assumes the role of the team's #1 star, and the Heat elected to offer him a contract reflective of what #1 stars in the NBA are making. He also knows the city, the coaching staff, the other players on the club, etc. There aren't any 'transaction costs' with retaining Bosh, and there is some value in that. There has been a fair amount of research that suggests that in many fields that employee performance degrades when switching organizations. The amount and importance of local, situational understanding of people, process, and culture can provide employees a performance boost that is immediately lost when they jimp to a new organization.

    Simply put, Bosh was probably 'worth' more to the Heat than to many other teams in the league, and while seeming to overpay him, the Heat might have made the smart move for their own team.

    With Bosh, and with compensation decisions for just about every other important contributor, context matters.