This "ad" showed up on my Facebook page today:
Today, I went to a NEHRA seminar title "The Sustainable Organization" that was lead by Robert Kelleher, Chief Human Capital Officer for AECOM.
I've been to many sessions about the trends that are impacting our organizations including generational challenges, loss of available talent, the power of social networking, the cost of employee disengagement, and the fact that the number of available workers is going to continue to shrink despite our current environment of layoffs.
Bob, however, took all of these seemingly disparate events and brought them all together in his presentation. For any HR or organizational leader, any of the single events is cause for concern but aggregate them and there is cause for alarm. Bob's session was food for thought for many in the room.
Bob's 12 trends included:
I think, however, that rather than thinking about these trends and worrying about them, it is time for HR leaders to step up to the plate and start putting in the policies and programs that are going to effect change. Not just little bits of change but sweeping change. Change that will forever impact the way we think about organizations, leadership, and work itself.
Each of these trends, alone, is a project or two. As an HR professional, which one to tackle first.
Today I was talking to our department project assistant. We were talking about something as simple as cleaning up the common file folder. She told me "it is just such a big task" and I reminded her that "a journey of 1000 miles begins with a single step. Let's start by creating a taxonomy and we can go from there". In fact, let's schedule some time to this this week.
So, HR Leaders...what is your first step?
Workforce Management magazine had an article about groups of home workers coming together to brainstorm, share ideas, and reduce home worker isolation. It was all started by a group of home workers who were feeling isolated and in need of community. What they discovered is that at-home workers of different industries, levels, and areas of responsibility were coming together to help each other solve problems and just "hang around the water cooler".
Oh, and by the way, quite a bit of recruiting is going on.
I'm a huge fan of collaboration. And, this is a really unique method of networking that I think is brilliant. Your at-home workforce suddenly has access to ideas that are far broader than they could have come up with on their own. And, it reduces the stress that is associated with working solo all day long. Sure, we talk to our at-company colleague on the phone and via email or IM but there is something nice about actually being with like minded people.
Working with like minded, interesting individuals is bound to increase idea power and productivity. When you join a Jelly, you are joining, in many ways, an affinity group. One without the negativity associated with so many people at work.
Imagine if you could select your coworkers. A Jelly might be a great place to start.
Last week I attended the "Closing the Strategy to Execution Leadership Gap" conference that was sponsored by my employer, Profiles International. The conference was excellent and I couldn't help but take away a bunch of good information about what we are doing as HR leadership to help our organizations improve people outcomes and ensure organizational survival. One thing that quickly became evident to me is that in this time of high velocity change, we've got to remain at the leadership table. And, we'll stay there if the level of innovation and people oriented programs that I witnessed last week is an indication of where we are going as a profession.
One of my favorite speakers was the team from Woodman of the World Life Insurance Society. A company in Omaha, Nebraska. They were faced with all kinds of people challenges--lack of turnover, stagnant people programs, and a culture of "sameness". Pam and her team shook things up and did things that you don't ordinarily see HR doing--they lead. They lead their organization to a very uncomfortable place...the place of change. Doing what they were doing wasn't going to get them to the future. Pam stated that her daughter once wrote "My mom leads through storytelling". I think her mom leads through example. Nice work Pam and team!
We also heard from Angela Valles from Victor Valley Waste Water Reclamation. Here's the fun fact on Angela...she's a prison warden turned HR executive. How great is that! I am encouraging Angela to write a book on the similarities of the two. I'm sure it can be done. But again, Angela was responsible for issuing in change to the authority. No longer was the status quo going to work. People were unhappy, leadership was lacking, and Angela had the courage (I'm sure it comes from being a prison warden) to lead the change that had to occur.
We also heard from Bob Savell from Eastman Chemical. I'll bet you've never heard of Eastman Chemical--yet they have probably touched hundreds of items that you use every single day. Bob discussed the challenges of recruiting talent and growing leaders for Eastman. Imagine having to get top scientific talent to consider living and working in Kingsport, Tennessee? Then, when you learn more about the amazing career you can have at Eastman, you tend to shift your thinking. Bob is part of making that amazing career happen. And, again, he does it though focused leadership development in a world that is changing by the minute--even in Kingsport, Tennessee.
All in all, the time was well spent. Oh, and the BBQ at The County Line, was outstanding!
By Guest Blogger Mary O'Donnell
A job need was identified. The job description was detailed and comprehensive, spelling out the job requirements and experience needed. The job listing was posted using both traditional and high-tech methods. The applicants responded by detailing their specific skills, experience and qualifications. They were brought in for the interview process, full of enthusiasm and groomed appropriately for the occasion. When they arrived, it was clear that while they might be enthusiastic candidates and might match some of the requirements, they were completely lacking in some of the most basic aspects required in the job.
This was a typical job posting and interview process in many respects. However, this “job” interview was for the role of Annie’s dog, Sandy, in the musical Annie. This past weekend I had the opportunity to take part in this dog interview and assessment process and observed that it was uncannily similar to the human interview process in many respects.
The producers had all the human roles cast, but needed to find a dog who fit the traditional physical description of this iconic role: big, sandy-colored (thus the name), able to take direction and do what the script required onstage, and not be easily distracted by an onstage orchestra and 
200-person audience. They started the candidate search using their personal networks and asking everyone in the cast if they had a mild-mannered and obedient dog or knew someone who did. No one in the cast did. They created the job description, put it on paper flyers and handed them out in prime dog-walking time at major dog-walking spots in the city. They also posted this casting call online on Boston’s biggest audition job board. They used their professional networking contacts (in this case at the Massachusetts Society for the Prevention of Cruelty to Animals, the local animal hospital, and local pet supply store) to generate leads and buzz about the doggie audition event. On the day of the event they wondered if any good candidates would show up.
Doggie audition day arrived, and the weather was perfect. The park selected for the event was readied with application forms, audition number tags for dog collars, dog-watering bowls, organic doggie treats (this was Jamaica Plain, after all) and poop bags (because the theater is a responsible citizen in the community). A local television station and one of Boston’s major newspapers sent reporters. And about 25 dogs showed up. Six or seven of them actually fit the physical description required for a “big, sandy-colored dog.” There was a large contingent of toy poodles, yorkies and other teeny lap dogs that absolutely did not fit the physical job requirement, but they were driven by the dream of becoming a star in the local theater scene. The producers spent quality time with each candidate, assessing each dog’s behavior around strangers and children, testing the specific skills listed on their job applications (“give me your paw” and “stay” were the most frequently mentioned skills). At the same time they made the experience fun for all, giving out free treats from a local pet store and presenting all kinds of awards for best-dressed, biggest, smallest, and most beautiful dogs.
Finally, the judges narrowed the candidate pool to five finalists who fit the basic physical requirements and were well-behaved under pressure. Their final assessment was to pass “the Annie test.” There is a famous, pivotal moment in the show when Annie befriends a stray dog, and a police officer asks her to prove the dog is hers or he’ll take the dog to the pound. Annie is nervous because the policeman is calling her bluff. She calls the dog to her using the name “Sandy,” the dog runs right to her, and the policeman leaves them alone. This was the test for our finalists. One by one the dogs were let off the leash. The little girl playing Annie stood at a distance and called “Sandy!” Guess what happened?
One by one the dogs bolted off to cavort with their new doggie friends because they had been leashed for too long on a beautiful day. They ate their free organic doggie treats, slurped their doggie frozen yogurts, played with their free doggie toys, and were happy that the assessment process was over. Unlike the human interview and assessment process, everyone left the doggie audition with a smile on their face.
Which dog was the only one to run right to Annie when called? The big sandy-colored one whose real name was “Sandy.” Maybe that should have been the key job requirement all along.
Now, before I get feedback that this process was weighted too heavily in favor of the dog named “Sandy,” I need to let you know that Sandy is going to a “callback” (the actor’s equivalent of a final interview) this week with the four other dog finalists that bolted in the park. Unlike in the human job search process where the first impression is often the only chance you get at an interview, the producers realized that the finalist dogs had been in the audition process for over an hour on a leash and clearly could have cared less about running up to a little girl who was a stranger when there were so many doggie friends nearby. They will all get a second chance and will undergo another round of skills, behavior and personality assessment. The dog that will ultimately get the role will be the one that can take direction and whose personality fits with the little girl playing Annie.
A recent pole in the Boston Business Journal discussed "commuter marriages" as a byproduct of the slumping housing market. In fact, most companies are reporting an increase in the number of couples that live in separate cities due to work and housing market realities.
This has a huge impact on recruiting top talent. The cost both personally and professionally on a couple who has this type of arrangement, on a long term basis, can be grueling. It is bad enough that most Americans have a tumultuous commute. But, to have that commute in a strange city with no one to come home to at the end of the day can put tremendous strain on a relationship
What can companies do about it?
Relocating for a job, when you make a profit on your house, is hard. Relocating for a job when the housing market is stale or declining increases the difficulty--for everybody!
On December 3rd, 2007, I wrote a post called "Disturbing Information" My post talked about how Circuit City fired all of its educated, well paid, employees. Then, they offered them their jobs back for less money. Circuit City decided that they were dispensable and didn't really impact the bottom line.
Well, a few weeks ago-July 23rd to be exact, because I was in a hotel, I was reading USA Today. The front page of the Money section had an article titled "Electronic retailers find service sells--Layoffs of tech-savvy staff hurt Circuit City business".
DUH.
Have you ever tried to decipher the differences between the 50 36" flat-screened televisions at a big box store? My mind goes numb every time I have to go into one of those stores and deal with the idea of plunking down $1,500.00. Oh, and the extra $300.00 "just in case your brand spankin' new TV breaks down". Hold it. I won't go into how I feel about extended warranties and the pressure to buy them. That is another post for another day.
The competition today is fierce...even more so with the slow economy. Every single retail sale is important--or it should be. How could any organization ever think that getting rid of the educated employee was a good idea? It is completely contrary to what good employment is all about. When you get an employee who fits the culture, likes the job, and is good at it, you need to do everything in your power to retain and grow that employee.
Take my friend Brian who works at The Gap. He's been there for over 15 years. I'm guessing he is well paid. How much knowledge do you think Brian has locked up in his brain? How many customer's know him by name, trust his judgment, and stop in just to see him--I'm guessing a lot. How many employees go to him for guidance, knowledge, and a reality check--all of them. Why would you want to dispose of a valuable resource like Brian? The answer: YOU DON'T. Trust me, you don't.
Hang on to your skilled workers. Pay them what they are worth. The rewards will be tenfold.
Want to learn more about selecting skilled workers? Check out my company Profiles International.
Today's Boston Business Journal featured a front page article on Office Bullies. I'm sure that many of you have been the victims of the office bully and if you read my blog, I'm assuming that you are not an office bully! While it is never pleasant, it is omnipresent in today's workplace. I fully believe that a thorough assessment program can help an organization mitigate the number of office bullies that are hired. We've got to learn more about what makes people tick before we hire them! Learn more about assessment solutions from my company, Profiles International.
Read the full article here. Check out my quote towards the end!
My friend Gretchen Neels writes a great newsletter. This month's issue had an article on "Career Limiting Behavior". I thought I'd share it with you. If you would like to learn more about Gretchen and her company, Click Here!
Career Limiting Behavior
Last month, AbovetheLaw.com, an extremely entertaining "legal tabloid" website posted excerpts from an NYU Law School's career serviced department memo, entitled "How Not to Succeed as a Summer Associate." It outlined some excellent career advice for students embarking on summer internships.
The part of the memo I liked best was Real World Examples of Career Limiting Behavior. Here are a few:
Any of the above sound familiar?
Some twenty-somethings are arriving at the workplace this summer, and you can bet this fall, with unbelievable levels of entitlement (office with a view, please), poor manners (pass the shrimp), set work hours (I don’t do weekends), and unbridled self-confidence (your edits are incorrect).
Feedback from students who attend the Core Skills programs we facilitate has been mixed. The majority enjoy learning about the correct way to eat at the table, how to give a proper hand-shake, the art of making small talk, and what to wear to make a good impression, while others do not. Here is some feedback from one firm’s summer class:
We also heard “patronizing,” “irrelevant,” “condescending,” and “not useful.”
Hmm, seems like there’s a major disconnect here. After riding the self-esteem express from cradle to college, it’s practically impossible for some of Gen Y’s finest to accept that their behavior in the workplace is in any way career limiting, until it’s too late. As the economy tightens, jobs continue to be outsourced, and Baby Boomers delay retirement, new grads will do well to pay more attention to the softer side of their careers.
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