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Personalisation
Historically HR has focused very much on standardisation and “One-Size-Fits-
All”. Making the shift to an approach where the individual needs, wishes and
capabilities of candidates and employees are the starting point is difficult.
Traditionally, many HR-practices take the needs of the organisation as the
starting point. An example is recruitment: we have an organisation structure,
with a hierarchy, and well-defined jobs. Next step: how do we find the
candidates that can fill the vacancy? Another example: most onboarding
processes are designed top-down: what do we want new employees to know
when they enter the organisation? The reverse question is hardly ever asked:
what can we learn from the new employees who enter the organisation?
Also Learning & Development has a hard time to make the shift to an
individualised approach. We still see many programs targeted at groups (e.g.
high potentials, senior managers), with a large classroom component. Office
design is an area where the standard approach has backfired. Most of the
new office designs now take the different needs of users into account. If you
are work better near other people and if you regularly need advice from
colleagues, you can work in open space. When you need to concentrate on a
complicated report, you can sit alone in a quiet room. For a call with a client,
you can find one of the small phone booths.
The trust issue needs to be on the 2019 HR agenda, because many of the HR
initiatives are designed under the assumption that employees trust the
organisation and that employees trust technology. Unfortunately, the trust
level might be lower than we expect.
3. Development as a service
What can we learn from football? In football some of the top players hire
organisations, as Your Tactical Analyst, to help them with their development.
The provider gathers data about the player (per match), analyses the data and
sits with the player to discuss the outcomes and the lessons. The provider is
there for the player, paid by the player. The club of the player is not involved.
This seems to work well, although some clubs do not like it. The interests of
the player (the employee) and the club (the employer) are not totally aligned.
The club wants to become champion this year. The player wants to develop
into one of the most valuable strikers in the world. The interests of the service
provider (Your Tactical Analyst and others) are totally aligned with those of the
player. “We are here to help you to become better”.
In business life we have not seen it a lot (a bit in the executive coaching area),
but we expect, and hope, it will come. We see a great perspective for data-
driven “Development as a service”.
They look like two-way roads, but in fact you can only go one way. There are
no exists, only at the far end of the road. Somewhere there is a big round-
about. Only one small exit, and the road designer (the organisation) hopes
that you will never find it. The “Employee Experience” is a bit of a hype, and
the corporate HR designers have incorporated the employee experience in
their designs and interventions. But, as we can see in the majority of the
employee journey maps, they have not changed their approach. The
approach is top-down, and organisation focused. “If you want an employee
experience, we will give you one you will never forget”. They design employee
experiences to please the boss, with no real focus on the employee.
The initial starting point of the employee experience concept is very good:
how can we give employees an experience that fits with their needs,
expectations and capabilities? Unfortunately, it is eroding into a consultancy
led framework, trying to fool employees into a journey on a one-way road with
no exists, as the brief was “We want to attract and retain our talent” (The
Dutch use “Binden en Boeien”, which Google translates into “Tie and Cuff”).
5. No more Paternalism
Often HR takes a very paternalistic and normative approach. “Our leaders and
managers should be good coaches”. “We expect our employees to take
responsibility for their own development”. “You cannot opt out of life-long
learning”. Coaching is a good example. It starts with the global leadership
model. These models (often a circle) always contain an element like
“Developing People” and/or “Coaching. As an example, below the model
of Leadership USA.
As the reality is that many managers are not good coaches, the next step is
training (mandatory). Also, HR designs a process, that forces managers to
have coaching sessions with their direct reports at least twice per year. The
process is incorporated in the HR System, and when a manager starts her
computer in the morning, the chatbot starts talking: “Good morning Tina, it is
time for your bi-annual coaching session with (terrible) Tom, I have already
scheduled it. Can you please complete the following preparation form?”. This
approach is cracking, as it does not work. Neither Task Oriented Tina nor
Terrible Tom are happy with the process. Why force people to do things they
do not like, and they are not very good at? it is time to consider other
approaches.
6. People Analethics
Under point 2 we discussed the “Trust Issue”. Trust is an important issue to
deal with in people analytics. Jouko van Aggelen (of Cubiks) distinguished
four elements of trust in people analytics (see graphic below).
In people analytics the starting point is often the needs of the organisation.
How can we reduce staff turnover? Are higher levels of productivity possible?
Can we measure the risk level in the different parts of the organisation? The
benefits for the individual employee get less attention.
8. Big = Beautiful
The big players in HR business solutions are getting bigger. LinkedIn
bought Glint. LinkedIn launched Talent Insights. SAP buys Qualtrics. Workday
announced Workday People Analytics. In the past we have been skeptical
about the ability of the big players to incorporate new technologies and to be
flexible enough to cater the different needs of organisations. Our skepticism is
decreasing, and our expectation is that especially the big players will be able
to help HR to make the transformation into digital. The creative and innovative
small players, and there are many, will increase their chances of survival if
they are bought by one of the big players, if they work seamlessly together (as
a plug-in) with the big players or if they have been able to capture a truly
unique niche area.
9. HR Innovation Labs
Experimenting with new technologies and new innovative HR solutions can be
enhanced by installing an “HR Innovation Lab”. Big innovative organisations,
as Deutsche Telekom and RABO bank, are investing in teams that focus on
HR innovations and the possible applications of HR Tech. We consider this as
a positive development. It is good for the organisations, as they increase the
angle of the learning curve. HR tech providers benefit, as they can work with
and learn from sophisticated clients. It helps HR to change the image of HR,
from slow and traditional to fast and innovative.