CEO | The Aristocracy of HR

About That Thing Big Data…Let’s Reframe Our Advice

by Janine Nicole Dennis | Jan 6, 2015 | Business, Data and Analytics, Featured, HR Innovation

Photo Courtesy of Flickr

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.

Does Humility Have A Place In Business?

by Janine Nicole Dennis | Nov 6, 2014 | Business, Featured, Leadership development, Talent Management

GIF Image courtesy of Tumblr

Humility is defined as “the quality and/or state of not thinking you are better than anyone else.” When you have made it to the huge conference room and are seated with the suits and powerful figureheads in your organization- what changes? Does the title and other executive accoutrements give you a license to forget the plight of another human namely your employees?

Some of the best leaders in our history are remembered not mainly for their professional pursuits and contributions, but because of how they made people think and feel. For years, we have tried to get to the root of what makes for a successful leader. There’s the theory of emotional intelligence, there are 360 assessments, Myers-Briggs inventories- yet with all of this psychological insight- we still have the wrong people in leadership positions. Moreover, the poor underlings remain where they are to scribe the latest and greatest stories of poor leadership via water-cooler conversations, exit interviews, abrupt resignations etc.

How does humility help business leaders?

It allows your leaders to have compassion when an employee becomes terminally ill and needs flexibility due to failing health and ongoing treatment. Humility provides a different framework for viewing an employee that may be having the worse year of their life due to domestic issues. Additionally, it allows you to see your employees as fellow human beings that are deserving of fair treatment in all things pertaining to salary, upward mobility, development etc.- you know the kinds of things that draw people to your company in the first place.

More often than not, I continue to be approached by people that have never or rarely seen humility in their leadership. What a shame! If you are bringing in business, laying out the new plans for company growth, all while seducing your investors with your witty charm- congratulations you have handily won over your investors, CEO and all the “beautiful people” at the top. The bigger question is how many chalk outlines lead to you? How many casualties have you caused on your road to leadership stardom?

If you have lost track, you may want to rethink your strategy as a leader. Here are some things I know to be true:

1) If you are a jerk and you show no interest in your employees, they will not be productive, they will not enjoy their work and they will use your time and theirs to find something better.

2) If you are a malicious jerk (the kind that goes after people for folly), your employees will not be productive, they will undermine any expectations you have of them. Additionally, they will likely leave and sue those beloved Brooks Brothers pants off of you.

3) If you are a leader and a passive-aggressive jerk, your employees will see right through you and everything I said in 1 and 2 will follow.

How is this helpful?

It’s helpful to know that you don’t have to be a jerk to be an effective leader. You need to know that showing compassion and humility will speak many more volumes to who you are and why you deserve that title where your employees are concerned. I hear the “but, Janine all the other leaders are like this- I can’t be the odd one out?” My answer: tough shit. No one said this leadership stuff was going to be easy. Sometimes you have to be willing to stand tall in your own truth as a person and as a leader. It may be possible that in you doing so, your counterparts will see the virtues of leading with humility and follow suit.

Wouldn’t that be nice?

Just so you all know, I am dedicated to awakening companies and leaders to the importance of leading with integrity, intelligence and compassion. I’m also a sucker for companies doing it right. Let me know how you have been successful in ensuring your leaders lead with humility.