For at least the past three years, there has been no shortage of articles written about the urgency of businesses and HR adopting a data mindset. Business analysts and experts on this subject have tried everything from threatening the existence of data-ignorant companies to making innumerable cases for why it should be a part of your company fabric. Admittedly, data is important. We cannot just go about our days wishfully doing business without the context behind what is really driving and affecting our operations. When you ask for that new system that costs $500,000 you can’t just tell your boss you need the money- you need to provide a business case for how this new system will exponentially improve an operational segment and/or solve a business problem. The only way I have seen these requests approved is with data.
Now notice I simply refer to “data” and I don’t try to make it out to be this monstrosity that lies far and beyond the average person’s comprehension. My friends this is where analysts and big thinkers are losing the masses.
When we talk about data, data is data to the average practitioner. Moreover, most companies have barely scratched the surface of utilizing simple data to make business decisions- that it is hard for them to comprehend anything bigger. According to Bersin by Deloitte’s Talent Analytics Maturity Model– over 50% of companies are still working at the Reactive- Operational Reporting Level.
Why is the message “buy into the idea of big data” rather than a focus on helping the everyday practitioner or CEO utilize the data they have to make the decisions they need to make? I suppose I’m taking money out of someone’s pocket by saying this, but I don’t get why this concept can’t be explained simply.
Bigger isn’t always better… but the perception of it is scarier.
One of my connections on Twitter mentioned last week that she was both “ fascinated/concerned with big data”for 2015. To which I replied: “big data is a focus on data points that helps us operate in business more efficiently.” My response got me thinking further: shouldn’t all data achieve that result? All data isn’t good, relevant, or useful. Big data will not solve all of our problems, if we don’t first reframe our thinking about the purpose and use of data in business.
To that end, here are some simple thoughts that can assist you with using data in your organization:
Start simple. What do you want to know about your business that data can shed light on? Start here and start to build out the narrative with data.
Find purpose. What is the reason this data is important to your business? How will it help you modify or change what you do currently? If you don’t have a specific, actionable purpose for this data- why bother? The data should at a minimum serve as an operational baseline, but it can also be used to identify issues and opportunities.
Train your people to extract, synthesize, analyze and sensibly utilize data for the optimization of your business. I remember being asked ad nauseum for “Time-To-Fill” reports for my positions at a former employer. Leadership was convinced that aged requisitions over 60 days meant a recruiter was not efficient. They would use these reports to chastise recruiters that weren’t filling jobs within 30 days. While efficiency could have been a contributing factor to this metric, the truth was there were many other variables causing requisitions to age over 60 days (i.e. high requisition volume, hiring manager delays etc.). I provide this short anecdote to show you how a single piece of data was misused based on lack of clarity around its purpose and the inability of leadership to sensibly use the data.
One of the most important things HR can do this year is to become more data savvy.However, take the pressure off yourself of having to be a certified expert in big data. Instead, focus on piecing together the narratives that are most important to your business that way you can tackle the “bigger” and more complex scenarios later.
If you haven’t recognized the surge of conversations and bickering about race lately you have either been ignoring it or have living under a rock. For most people, having a discussion about race relations is the equivalent to standing in a public place with twenty people where there is a remarkable stench, but no one wants to be the one to say aloud that the room stinks. Talking about race stinks, but it has to be done.
Despite the front-page awareness brought by the deaths of Michael Brown in Ferguson, MO and Eric Gardner in Staten Island, NY, there’s one place that has yet to directly embrace the discussion.
The workplace.
For all the sensitivity training mandated by corporate Human Resources with their PowerPoint decks and contrived “can’t we all just get along” group exercises, practically all diversity and inclusion sessions can be boiled down to lyrical statements such as these from the Diversity and Inclusion in the VA Workforce presentation from Department of Veterans Affairs:
Diversity is the mosaic of people who bring a variety of backgrounds, styles, perspectives, values and beliefs as assets to the groups and organizations with which they interact
The “melting pot” theory of American society has evolved, instead consider a vegetable soup metaphor
Members of various cultural groups may not want to be assimilated, they want their tastes, looks and texture to remain whole.
These present a sanitized and easy-to-deliver message that diversity and inclusion can be learned by all employees in a few hours.
Yet they never mention the phrase, Race Relations.
In some instances, participants are even asked to shout out words and phrases that further marginalize the recipients, like:
Jews are great with money; Blacks are great at sports.
Feel better now? Great, now get back to work and make some money you silly goose…
The bigger question is where has all of our diversity and inclusion training gotten us? As HR people, have we had the truly difficult conversations surrounding race or have we just chosen to do what’s comfortable for everyone involved – the 50% solution?
I can comfortably say we have done the latter. We’d much rather have employees overhear the whispers in cubicles or the clandestine rumblings about race at the water cooler than to have an open and honest discussion in the context of our corporate mission and values.
When we speak about diversity and inclusion in the workplace, we usually give it the backdrop of tolerance. We can’t make people love one another but is tolerance of one another enough? Our sentiment is that just as parents teach their kids about racism so does a company “teach” its employees how to treat those from other races within the company.
However, you can’t have bigots “protectively” draped in the veil of Human Resources prancing around your organization. It doesn’t work to insulate racially insensitive behavior because as we are witnessing, racism always manages to rear its ugly head. Take Sony Pictures: None of those fools saw a hacking of their emails coming and so they happily cracked racial jokes about the President of the United States along with bashing other notable artists. Where was HR?
It will be interesting to see if and how their HR department deals with the racial joking in the context of any policies they have on the books. The likely scenario will be that the public will play the role of HR and “force” Amy Pascal to resign because the public remedy of chopping off the head of the stinking fish – at the expense of fixing the deeper reason for the stench – carries more weight to company “leadership” than addressing the issue as a violation of a company policy which of course is predicated on the presence of an actual company policy that deals with racially charged actions.
Working in HR, we have found out that policies stating that there is “Zero Tolerance” for discrimination and/or racist discussion in the workplace are bull. While most companies have them to cover their behinds, HR issues such as internal inequity run rampant with minorities making disproportionately less money than their white counterparts (want more? search for “do minorities earn less”). Zero Tolerance policies notwithstanding, employees in general are free to spew their racial epithets company-wide, because they can without any significant repercussions. Heck, kindergarten children who point “finger guns” at other classmates are suspended more frequently than employees sending around racially-insensitive emails!
We have a major issue in the US around race and it has been fermenting in business and the workforce for a long time. You can thank race relations for your EEO-1 reports, for your Affirmative Action Plans, and for all the data you have to collect to prove your applicant pools have adequate ethnic and racial representation.
The world is laughing at us.
As our colleague and friend, Ron Thomas recently said in his article “Breathe Deep” about the world’s view of business and HR: “Every race imaginable, every language imaginable and everyone is too busy with their lives to get caught up in this racial mindset. We are too busy doing business to get caught up in this US kind of thing.” His point-of-view is framed by his relationships with business leaders in Dubai where he currently lives and works.
Here’s a thought…
If it is explicit (meaning in policy and action) that racism and/or discrimination will not be the basis for any business decision in company “X”, employees have three choices, (1) they can resign and find a company where their bigoted ideas are supported; (2) they will act accordingly and ensure that all people are treated fairly; (3) or they will be fired. Zero Tolerance should really mean Zero Tolerance.
However, anti-racism policies alone are not sufficient to solve the core problem. The real issues are Action and Accountability. Given the events of gross police misconduct in Ferguson, MO and on Staten Island, NY, are HR and C-suite leadership any more encouraged to offer corporate solutions for addressing race relations in the workplace? It is important to throw both company leadership and HR out in front because it stands to reason that the current model of HR wouldn’t write a policy or create education that will change this racial trajectory if it isn’t supported by leadership.
Much of the undercurrent of annoyance and fury surrounding the recent killings of black men in the media are not just about the killings, but how it is rooted in a build up of injustices felt in every corner of society by every category of a workplace EEO-1 report. Monochromatic leadership with monochromatic workforce planning when combined with the fear or inability to discuss complex socio-economic issues has led to an uneven playing field when it comes to the differences of upward mobility and opportunity for both whites and blacks.
We’ve steered clear of the word minorities as it is an all-encompassing “safe word” that frankly allows us in HR to downplay the impact our policies, procedures and ideals have on specific groups of people. With Diversity and Inclusion training, task forces, affinity groups, and even people of color on Boards of Directors, it sure sounds like we’re being inclusive when in reality the sanitization and compartmentalization produces even further misunderstanding and pushes conversation farther back into the closet.
Both of us have very strong ties to law enforcement; we’re quite aware that the job is dangerous and we do worry about our friends and family coming home every evening. We also know how hard-working, conscientious, and fair most of them are. It’s a small percentage of police officers who cross the lines into racist action, much in the same way we suspect that a similar percentage of companies create a culture of racism with divisive C-level leadership and non-existent HR oversight.
While “leaders” have created the problem, within the workplace, HR should have the knowledge, influence, and ability to change the deeply ingrained culture that is responsible for enabling the racism. Our thesis is that racism in the workplace continues to undermine the very purpose for why we exist in organizations and in so many instances HR has taken the easy way out.
It is time for a change.
When the death of black men in Ferguson, MO, on Staten Island, and in stairwells takes place so easily, then it really does become time not for a national discussion of race in America but a national call to action and change of culture. Surely we’re not naive to believe that either discussion or action will eliminate bigotry but since we’re in a profession that purportedly cares about the workplace, it is time to mobilize a new Human Resources to create new deliverables about Race Relations.
The workplace is not a community that sits on an island cordoned off from society but is in fact a microcosm of society. HR has failed either by fear, ignorance, or some bizarre take on professionalism to address racism in the workplace. If employees are the heartbeat of the company, then for certain HR is the pacemaker – and it’s time for some serious surgery.
People are now marching on the streets across the country – and it’s calling attention to racism in America but it’s time for HR to march into boardrooms. It’s time for HR to lead the discussion on racism at work, not as means for attaining a certificate of completion for diversity training but with a goal of creating a culture and all the necessary elements to root out racism in the workplace. It’s time for HR to look its recruiting and retention practices to see if we’re “bringing” racism into the workplace with bad hiring and “promoting” racism with bad management.
If all this talk about racism makes you uncomfortable to think or speak about, think of your “valued” employees who endure these racially-charged emails, water cooler jokes, and I-know-why-you’re-here smirks because you failed to create a culture that supports the value they bring to your company. If your talent chooses to leave or you can’t attract the best and the brightest because your company’s HR policies, procedures, and people aren’t fair and supportive, do you know what that makes you?
FTC Disclosure: I participated in Dice’s Hour of Code event on December 9th, 2014. I have been compensated to discuss my experiences and thoughts in relation to this event. In accordance with my blog disclosure statement, I will only work with and showcase products and/or companies I believe my readers will benefit from. All views contained in this article are mine. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: Guides Concerning the Use of Endorsements and Testimonials in Advertising.
Representing women in technology and science begins with raising girls to become a part of those fields. ~ Lexi Herrick, Marketer for Global Technology Company
You may not know this, but I am a sucker for science and technology. Before I started down the road of studying behaviors in the workplace and my career in HR, I was biochemistry major with aspirations of becoming a forensic pathologist. As a teen, I took science classes long after it was still required for me to do so. I often went to county finals with my science fair projects and participated in my high school’s Intel program. It is fair to say that I had a natural affinity for science early on in life. However, I am sure that my fascination and curiosity may not have been as robust- if I was not introduced to science and technology at an early age; while also being given the chance to explore my abilities in this area.
I ultimately gave up the hard science for a soft science discipline, but have never lost my scientific edge. Now that I have two little girls and a boy, I will not miss the opportunity to spark that same wonder for science that I possessed at a young age. This is why I was so excited to work with Dice on their Hour of Code event in NYC earlier this week.
Dice in conjunction with Code.org put on an event in support of coding called a #HourofCode. The idea is to get kids to spend at least an hour coding in hopes that it will spark an interest and appreciation for the Computer Science field. With Computer Science slated to inspire some of the most essential jobs of the 21st century, it is clear that we must get kids engaged earlier and on a consistent basis in STEM learning. Code.org has made the learning part easy and fun by creating free coding exercises on their website that not only exhibit beloved characters that kids are already familiar with, but encourages them to code simply.
Did you know?
Only 4.9% of all Bachelor’s degrees in Computer Science in 2010 were awarded to women? More importantly, less than 2.4% of college students overall graduate with a degree in Computer Science, and the numbers have dropped since last decade. There will be 1.4 million computing jobs to be filled by 2020 according to Code.org. We have a STEM shortage and crisis on our hands.
Courtesy of Dice.com
It was an amazing experience to be able to learn with and champion my daughter as she progressed through the Frozen™coding exercise. It starts off simple enough to grab their attention but also presents the right amount of challenge as you get to higher level puzzles to allow the child to critically think through creating the proposed scenario. In case you hadn’t heard, a lack of critical thinking is a common complaint from primary school through post-graduation- our kids are being starved of creative and critical thinking so much so-that it is nearly non-existent by the time they are looking for jobs.
In November, Dice reported that job postings seeking candidates with Hadoop experience are up 43%. There are currently 2,192 Hadoop-related job postings on Dice. Further proof that we need to be inspiring next generation STEM Enthusiasts.
It’s clear that we need a bigger push for STEM learning in our schools. However, I’m also a firm believer that you cannot force a child to be what you want them to be. That said, I think it is my job as a parent to provide a varied enough sampling of activities to allow my daughter to find her strengths, weaknesses, and passions. Dice is passionate about inspiring future leaders in STEM which is why they asked me and all of their employees to participate in this event with their children. How smart and cool!
Event Swag Alert: For those of you that have attended other Dice events- you know they usually spare no expense when it comes to their gifts. Guests received a cool, sling backpack full of fun Dice-branded goodies.
I encourage each of you to try an hour of code and share it with the young people in your life. You will be surprised at what you can do. Who knows you may even find a new hobby while you’re at it.
Need some more convincing? Check out the video below from some familiar faces in support of the “Hour of Code.
I had the privilege of being invited to the first ever IBM and Purematter Thinkathon: Hacking The Future of Work event in New York City last month. It has taken me this long to properly synthesize all of my thoughts and experiences from the event.
Why Hack The Future of Work…
The purpose of the “Thinkathon” was to get 30 people who influence the world of work in one room over three days to discuss the future of work. Over the course of these three days we were met with mind-bending presentations from IBM’ers as well as other notable keynotes. We also spent time in groups discussing how we see things like workspaces, communication, talent, technology privacy etc. working in the future.
Of the notable keynotes, was a woman by the name of Faith Popcorn. She was charged with providing the group with a glimpse of the future of the work circa 2025. While I believe we all came into this presentation with our eyes wide open and ready to be schooled, many of us became a little disheartened with what we learned of the future. In this keynote, 2025 was a vision of robots having governance over pretty much everything, simulated living/working, and the disappearance of careers. It’s important to note that Faith Popcorn is known for making wily predictions that come to pass 95% of the time (check out some of them here). As someone who has a passion for the human touch in business, I felt like someone punched me in the gut listening to her go on about a world 100% driven by robots and technology.
Based on her view of the future of work, the human touch is extinct and we all live and work in a simulated, computer amplified world. The idea that humans relinquish more and more control as technology advances presents a pressing question for HR professionals. If careers are obsolete, and people can work via simulated workspaces with a bevy of robots running about our communities and companies- what will HR’s role be?
Jay Kuhns, fellow HR expert and I with IBM employees and VIP Futurists at the IBM Design Camp. Photo courtesy of @kwheeler
The facts are…
HR will have to transform more rapidly in the next 10 years than it has the past thirty to keep up with societal and technological advances should Ms. Popcorn’s predictions hold true. Will there be whole HR departments run by robots in 2025? I don’t think so, but do I believe that we will see more and more outsourcing of functions that are better delivered by technology or people specifically dedicated to that one function? Yes. As far as the talent goes, we are all reported to be free agents by 2025 and solely responsible for marketing ourselves to companies for work. The idea that there are no more defined roles within an organization filled with professionals with a finite set of skills creates complexities for recruitment teams and every other facet of HR as we know it today. Which begs the question will there be a need for recruitment teams in 2025? I think there will be reverse recruitment in the sense that jobseekers with broader profiles will have the ability to actively recruit or seek out companies that align with their values, passions and that have a need for their skillsets. We already are starting to see this with the concept of employer branding and candidate experience. In 2025, Onboarding may be a thing of the past or repurposed, if people are no longer in traditional roles requiring the usual assimilation into their companies.
When asked about the economical impact of this new reality of the future of work, Faith Popcorn responded “there will be the haves and have-nots.” Which leads me to address the global implications of this new reality of the future of work. With companies outsourcing work to alternative markets abroad to create efficiencies and lower labor costs- will we drive these advances in how we work or will the U.S be a late adopter? Admittedly, Faith’s research and predictions are based on the American market, so she could not speak to the global implications of what she was proposing. However, with an economic reality of haves and have-nots and no real mention of those that “have a little” a.k.a. the middle-class, who are the future workers? Are they humans, robots or a mixed bag? If any of the future scenarios involve robots as actual workers this changes the entire landscape of employment law and labor relations. We will have to start thinking of things like “do robots have rights or does being human need to be a protected class?” Wild!
My opinion is change is often far more gradual than the vision of the future I viewed in Faith Popcorn’s presentation. The change we experience in the world of work will be gradual largely because many companies haven’t even adopted the technology and progressive practices available to us now. The playing field is not level for all people socially and economically which also hasn’t been resolved on a global scale; nor will it be in the foreseeable future. I have reason to believe there is a greater need in the future to preserve humanity and it’s place in the world of work. I also believe that when you predict things in the future you have to also account for the inevitable outlier events and resistance to change that often color and shape the final outcome. Too much of anything is never good and that also holds true for any imagined advances for the future of work. With some technological leaps, hardcore streamlining with a focus on creating new efficiencies and a genuine dedication to meeting the needs of future talent and business; I think the future of work has plenty of promise.
What do you think the future of work will look like in 2025? I want to hear from you!
Over the next couple of months, I will be working with IBM on some cool initiatives. Follow my journey along with my 29 fellow futurists with the hashtag #NewWayToWork.
Here’s a glimpse of the IBM Verse launch I was privileged to attend on November 18th, 2014.
As the calendar flips over to the months of November and December, our minds inevitably drift to holiday shopping. Recruiters are preparing their shopping lists now for the hiring that is sure to begin (budgets willing!) come January. Taking advantage of the slower pace of business, recruiters need to capture the attention of candidates who may find themselves with a little more free time over the holidays to do some job shopping.
If you’ve ever shopped online (and come on, who hasn’t?), then you understand the value of the “Quick View” feature. It’s not a laziness factor that stops us from going to another page to get the full details of the product. It’s more of a convenience factor. You can easily click on the Quick View option and still get detailed information like the colors the item comes in and whether your size is available. Quick View makes it even more convenient to find what you want quickly and easily.
Where am I going with this?
As many of you know, I am on a quest to find HR technology vendors who are finding unique ways to solve HR problems. As such, I recently stumbled across a new company called Match-Click. If you haven’t yet heard of this company, you likely will soon. In a nutshell, the company is taking the concept of the “Quick View,” enhancing it by adding video and applying it to the recruiting process.
Launched in June of this year, the start-up is quickly spreading the word about its ability to help companies move beyond those staid job board listings to market their positions using short and sweet videos. Like the Quick View feature, the videos (three for each job posting) give candidates a brief look at the salient details of the job – who they will be working with and what the culture of the company is like. It’s a unique way to browse before buying, if you will.
What I found most interesting is that these aren’t your typical lengthy, high-production corporate videos. Instead, these videos are made by the hiring manager and a couple of co-workers using whatever recording device they happen to have on hand, whether that is a mobile phone or a webcam. It’s real, it’s authentic, and it recognizes what we are all short on – time – by keeping the videos blissfully short.
As those who follow me regularly understand, I am in support of HR technology companies who are delivering products that find practical and distinctive ways to help HR practitioners perform their work more efficiently. No copycats, no replicas. Now, I’m not saying that Match-Click is the be-all and end-all solution for recruiters and companies, but what Match-Click does – help companies grab the attention of job shoppers and “just browsers” alike – it does well.
What Match-Click is doing is giving companies an innovative and cool tool to attract interest – to a job, to a company, to the people who work there. It is always challenging to capture the attention of candidates, but compelling content and useful information go a long way. Whether it is an active candidate, a passive candidate or a candidate somewhere in between, the brief, personal videos offer a no-obligation peek into a job. The site also lists the typical information you’d expect – job requirements, day-to-day responsibilities, benefits, etc. The candidate then gets to decide if they want to invest more of their time to apply for the job.
Want to know more about Match-Click and just how easy they are making it to attract attention to your job postings? Visit them on the web at: http://www.match-click.com/
Do you know about an innovative product or service that is making HR practitioners’ jobs easier? Tell me about it and I just might give it a test drive, too!
