If you're reading this, it's because you caught up on email last night

Note: This post was written on Sunday and was set to publish on Monday morning at about 9:00AM ET.

From the 'no one cares but me' department, I will mention that probably 75% of the posts that run on this blog are written on the weekends. For me, the weekends are when I prefer (generally) to do the 'non-work' work - the blog, trying to figure out what to do with HR Happy Hour, (a post on that coming, maybe this week), working on HRevolution, (more on that very soon too), and of course watching my beloved Knicks in the playoffs.

This past weekend however, had a little more 'real work' than most, we spent a fair bit of time working on the agenda for the upcoming HR Technology Conference in October, (and in the spirit of shameless promotion, you really should lock in your plans to attend now, it is shaping up to be another fantastic event). As you'd expect, or maybe not, over the weekend there was a fair number of emailing going on with various presenters, sponsors, internal staff, etc. finalizing copy, double-checking titles and responsibilities, confirming things, etc.  And through all the back and forth over the last two days I was struck by the remarkable levels of responsiveness from people external to the process. In other words, it seemed like everyone we needed some information from was on their work email, pretty much at all times.  The 'sent from my iPhone' may have been in the signature for most of these exchanges, but that's no matter, the connectedness was astounding, although thinking about it more, maybe I should no longer be surprised.

Because we don't ever fully disconnect, at least not nearly like we used to, (and perhaps should). I know that is not really anything you don't know, perhaps you yourself are one of those folks that taps out emails on Saturday morning from the sidelines of the U9 soccer game, or while you are waiting in the line at Starbucks. But while the ubiquity of connection and ability to respond at any time is clearly apparent to everyone, what isn't clear at all, if it ever really gets spoken of, are the expectations around connectivity and response.

What I mean is this - the first time that you as a new employee in an organization get an email from the boss or even a more senior colleague on a Saturday morning is the expectation there that you will respond? If so, then how quickly? And with what level of ongoing commitment, i.e., how long should you be expected to stop what you're doing and more or less, 'work?', assuming the work we are talking about is normal, day-to-day stuff and not some kind of emergency, real or invented. Chances are you, or your new team members don't really know either, at least not right away. When work is always-on, always within reach, and it becomes really, really, easy for it to become a seven-day-a-week proposition, do you know anymore where the boundary or dividing line it between 'working' and 'not working?'

I still can kind of remember the time when if you needed something from someone, you had to get on them very early on Monday morning with a call or an email - before they became inundated with other things and meetings. Then that window of opportunity kind of moved to Sunday night, because it seems lots and lots of folks spend some sofa-time on Sunday nights trying to triage their Inboxes.  Now, who knows, maybe Saturday morning is the new Sunday night which used to be the old Monday morning.

Either way, I think eventually this has to catch up to us, in the way we talk to employees about expectations, about how we ensure people are getting at least some time to disconnect, and how we think about work and all the other things that are not work.

You are a smart HR person right? Have you asked your IT staff to show you an organization email usage report lately? 

How much work went on over the weekend? Besides the work you did.

Happy Monday!

At least the creative jobs can't be taken over by robots. Wait, what?

I know I have beaten the 'robots are coming to take our jobs' angle pretty much to death here over the last few years, and I really want to move on to other things like what we can learn about leadership from Kobe Bryant and the Mamba Mentality, and why Jasper Johns is America's greatest artist, something about the automation of formerly human jobs keeps sucking me back in.

Check this excerpt from a recent piece on Business Insider titled How Facebook Is Replacing Ad Agencies With Robots, about some of the behind-the-scenes machinations that result in those often eerily smart advertisements you see on your Facebook timeline and newsfeed:

Facebook is working furiously to find more ways to make ads work better inside its ecosystem. Many of those ads, however, are untouched by ad agency art directors or "creative" staffers of any kind. And a vast number, from Facebook's larger e-commerce advertisers — think Amazon or Fab.com — are generated automatically by computers. 

If you're an e-commerce site selling shoes, you want to serve ads that target people who have previously displayed an interest in, say, red high-heels. Rather than serve an ad for your brand — "Buy shoes here!" — it's better to serve an ad featuring a pair of red heels specifically like the one the user was browsing for.

The ads are monitored for performance, so any subjective notions of "taste" or "beauty" or "style" or whatever go out the window — the client just wants the best-performing ads. There's no need for a guy with trendy glasses who lives in a loft in Williamsburg, N.Y., to mull over the concepts for hours before the ad is served.

It might be easy to miss in that description, but the key to the entire 'no humans necessary' ad creation and display process is a technology that is called 're-targeting' - Facebook (via some partners it works with), knows what products and services you have shown interest in out on the web, and then the algorithms try to 'match' your browsing trail with what the advertiser hopes will be a relevant ad. Since the volume of people and data and browsing history is so immense that a person or people couldn't actually create all the possible ads the process might need, the algorithms do all the work. 

So if you stopped at that Rasheed Wallace 'Ball Don't Lie' shirt on the online T-shirt site this morning, don't be surprised if you see an ad for similar on your Facebook feed tonight. 

Not a big deal you might be thinking, it's the web after all, and algorithms and machines run it all anyway. 

The big deal if you are a creative type person in advertising or media planning is this - if these kinds of re-targeted and machine generated ads show some solid ROI, more and more of the ad budget for big brands will follow. Budget that could be used for TV spots, print campaigns, or even more innovative games and contests on social networks, (that still, for now, have to be hatched and launched by actual humans). If machine-generated ads drive more revenue, (or drive revenue more efficiently), than traditional and expensive creative, then we'll see that impact in staffing. 

Traditional ads often run in media where it can be notoriously difficult to determine success - how valuable and how much revenue for a brand like Budweiser can be attributed to an obscenely expensive Super Bowl ad?

But these computer generated Facebook ads? The system can see in real-time how they are performing, which versions of a given campaign are more effective, and they can learn and adapt in reaction to this data. They are smart, so to speak. Almost everything about them from an ad standpoint is 'better' than the creative ad in a magazine or on TV.

Except for the fact that hardly any people are needed to create them. Depending on your point of view of course.

Be nice to the robots.

What do cat videos and unauthorized outsourcing have in common?

Let's review two recent stories of shall we say, extremely 'creative' approaches that individual workers have taken in order to get their jobs done more efficiently:

One - Collections agent develops software program to automate 95% of his job, uses his free time to play cube wars with his colleagues and watch Office Space

Two - Software developer outsources his work to a Chinese firm for a fraction of his salary, spends most of his 'workday' surfing Reddit and watching cat videos.

Pretty amusing stories, and they justifiably made the rounds across the tech news sites when they hit. Everyone, particularly occasionally too smart for their own good techies, love a good Dilbert-esque story of managerial incompetence, developer/employee creativity, and the absurdity of corporate life.

But dig just a tiny bit deeper than that and what do we see in these examples? What's the common denominator across these tales?

Well to me, they are almost completely classic examples of management (or leadership if you think that reads better), lack of attention to, respect for, and appreciation of the talents, ideas, and abilities inherent in their teams.

In the case of the collections agent, it was obvious that even a cursory attempt to streamline and automate the existing work process would result in both cost savings and increased collection rates. And in the case of the software development outsourcing, again, clearly it was a business strategy that resulted in equal or better product quality and significantly reduced costs.

Both these novel and creative approaches were so apparent and easy to uncover for these two workers on the front lines that they were able to implement them on their own, without the need of a big project team, some kind of formal process or model, without a fancy consultant coming up with the idea, and perhaps most importantly - unencumbered by corporate hierarchy, politics, and 'We have always done it this way' syndrome.

The ideas your organization needs are not locked up in some guru's head or just floating somewhere in space. They are probably right in front of you - in the workarounds, shortcuts, and 'unauthorized' arrangements that your most creative workers have already taken. 

You'd be better off trying to get these ideas more out in the open, rather than continuing to perpetuate an environment where great ideas have to hide.

#HRHappyHour 160 PODCAST - 'Data, Technology, and Insight'

Earlier this week myself along with HR Happy Hour Show co-host Trish McFarlane pre-recorded a special HR Happy Hour Show with Dann Adams, the President of Equifax Workforce Solutions, a division of the large data and services company Equifax, that you might know from their work with credit scores.

You can listen or download the show from the show page here, on iTunes, (just search the iTunes store for 'HR Happy Hour'), and from the replay widget below. But if you MUST have that 'live' HR Happy Hour Show experience, the show will automatically replay at 8:00PM ET tonight on the replay show page here.

Listen to internet radio with Steve Boese on Blog Talk Radio

It was a great and really interesting conversation with Dann about how data, and in particular employment data, (the kind that Equifax Workforce Solutions specializes in), can be harnessed by organizations to make better decisions, to actually help employees and their well-being, and gain insights into organizational talent strategies. 

We talked about a lot of subjects you might not think 'fit' into an HR conversation - about the genesis, purpose, and limited (at times) value of credit scores, about how the growing mountain of student loan debt is influencing hiring and retention strategies, how getting financing for a car is going to start changing soon, and how data privacy continues to be top of mind for individuals and organizations.

If you're interested in Big Data in HR and in learning some ways in which a better understanding of that data - combined with a new and emerging set of analytics and visualization tools to make that data accessible and relatable, then you should definitely check out the show/podcast.

HR Happy Thursday!

Preparing for the Post-PC era

Last week the analyst and advisory services firm Gartner released a new set of market estimates and predictions about the market for 'personal' computing devices - traditional PCs, laptops, smartphones, and tablets. The Gartner predictions are summarized in the chart below:

The main takeaway, at least for some analysts, from these market estimates? The PC market is dying.

Their argument being as PC shipments begin to decline, while smartphone and tablet sales continue to rise, then the simultaneous impact of software and application developers focusing their efforts on the growing market segments, combined with individual (and possibly business), lengthening the typical useful life cycle of the PC (essentially making do with an old PC or laptop while making sure you have the latest Samsung Galaxy or iPad), will combine to further erode the PC as the primary personal computing platform. 

I think both these arguments make perfect sense, particularly when thinking about how people are engaging with technology for their personal needs. The skeptic would say that for work, for 'real' work that usually, (but not always), involves content creation or heavy, data-intensive tasks, that the PC is not going anywhere - not for a long while anyway. That is a pretty compelling, and I think still somewhat valid, defense for the PC. Tablets and smartphones and even 'dumb' Chromebook-type devices are simply not yet up to the heavy tasks that workplaces demand.  We may be moving to the Post-PC era, but we, at least in the workplace, are not there yet.

But not being there should not be an excuse for organizations or software providers to think that one day and probably sooner that we all will be ready for, the PC will no longer be the primary or dominant device via employees engage with enterprise technology, creat content, and engage with each other. If you don't yet buy-in, check out this excerpt from a recent interview with Aaron Levie founder of Box, a consumer-to-enterprise cloud storage and collaboration company that continues to make major waves in more and more large, global organizations.

"I think like everybody else we recognize the opportunity that mobile has created. This idea that there's going to be, I don't know what the latest figure is, over a billion smart devices, smart phones, probably two billion. But mobile devices are outselling PCs three to one, two to one, and at a rate that is really unstoppable at this point. We think that fundamentally changes how businesses are going to work. Not just the fact that now I have another device that I can access information from, but more importantly, this becomes a primary computing device for a whole new set of job functions.

We see that as kind of our PC moment. If you think about the transition from the mainframe to the PC, how that created new leadership opportunities for Microsoft and Intel and others, we see the same kind of transition from PC to post-PC as creating those kind of leadership gaps and opportunities. We happen to be a company that was born right at the center of this shift. On day one of our company we thought about the mobile implications of having access to your information from anywhere. We were rapidly orienting and organizing our company around that effort. You're going to see a lot of stuff from our platform, from our hiring, from where we're building out our teams that is completely oriented around the mobile enterprise, the post-PC enterprise, and we really want Box to be the hub for content and for information in this new post-PC enterprise."

The money line from that long quote from Levie is this:  On day one of our company we thought about the mobile implications of having access to your information from anywhere. 

Levie and Box were and are thinking about this market shift from a vendor's perspective - they make and market solutions for content management and collaboration. But the sentiment - preparing for a workplace where everyone demands access to their information, (used in a really broad sense), from any device and at any time - well that is not just a vendor problem, it's your problem too.

Take the Gartner data, take the comments from a guy like Levie for what they're worth, but if you really need to know what's going on in your organization just ask some people, or better yet, just observe them when they are not chained to a PC. Chances are they are still trying to work on whatever devices they have or that you've provided. The question really is are you doing enough to think about and focus the way that Levie describes - are you actively thinking about how to provide access to the information your employees need, when, where, and how they want it?

The post-mainframe era was a b$%^& if you were on the wrong side of the divide. The Post-PC era figures to be the same.