Do senior execs ‘engage’ with HR issues?

Author: Dave Crisp

14 Mar

One advantage of reading a lot of HR blogs and news in a short time is that items fall together and suggest new ideas. The Canadian HR Reporter piece about HR in Vietnam and Cambodia (“Growing HR in Vietnam, Cambodia,” March 8, 2010), got me re-reading last year’s piece about HR in China (“Business of people behind Great Wall,” Canadian HR Reporter, May 4, 2009). Great strides are being made in all three countries, but some toss-away comments stand out most.

The author’s observation that there is “universal appreciation that a happy workforce is a productive workforce” reminded me that this is the origin of a major debate about how to define engagement versus commitment versus “employee satisfaction.” The latter, presumably, is closest to “happiness” and doesn’t correlate with productivity as well as the others, according to a number of observers.

Are we just splitting hairs or is this a key point to make with senior executives, especially those who equate these factors and are particularly skeptical of being sold plans designed to “make employees happy.”

Happiness may well be, and usually is no doubt, a long term byproduct of both engagement and productivity, but likely can’t be purely the purpose. On the other side of the coin, this is the reverse of the truism that money shouldn’t be made the primary object of business either, but is more often a byproduct of good service and filling customer needs. You can make money or make employees happy short term but, to sustain results, you need engagement, productivity and good service consistently for both. Focusing solely on outcomes – whether money or happiness – tends to overlook the core human issues that really engage and satisfy employees and drive results over the long haul.

I was even more interested to note the comment (about China) that they have a problem getting senior HR people engaged in their HR association as is the case in Canada (and in the United States) – another “engagement” issue, this time in-house so to speak. The Strategic Capability Network and the Human Resource Planning Society specifically target and do well at attracting senior HR people versus main-stream, certification-granting associations. Perhaps it’s just that there’s a place for both or perhaps a desire for exclusive focus on senior issues or smaller groups (since both these fit) for senior execs. But even within these focused groups, the number of senior executives turning out is still very small as a percentage of the total.

Is it that we in HR feel we have human resources all figured out and so want to attend meetings with a broader range of functions and function heads or do those other areas seem more important to learn more about? We now know effective HR can make a far bigger difference to organization results than finance or technology, in part because there are so few companies that do it well and knowledge of how to do it well is not as widespread. So rather than us engaging in their territory, perhaps we have another engagement issue of pulling these other function heads into our association meetings along with us. Somewhat like an insightful comment on my last blog post - that engagement has to go two-ways. As much as we want employees to engage in key issues, we need senior execs to engage with the key issues that stand to really drive results: HR issues. That’s something we – and they – still have more to learn about.

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Filed under: Business/Strategy, Coaching Yourself, Human Resources (HR), Leaders of the Future

Napoleon’s Glance

Author: Dave Crisp

23 Feb

Strategically it sometimes pays to step back from daily routine and read or experience something different… but not necessarily too different – the busman’s holiday they call it – as when you work for a charity, gaining pleasure and learning from doing more of what you do at work. Reading for pleasure, I stumbled on a book by William Duggan, associate professor of management at Columbia Business School, an expert on strategic thinking and author of three books in the field – The Art of What Works (2001), Napoleon’s Glance (2004) and Strategic Intuition (2007). The gist: Napoleon and other amazing leaders followed a route to highly effective strategy that is very, very different from what is normally thought of as strategic planning or strategic thinking.

The principles apply directly to HR strategy. Oddly, just recently, one of the many HR/Learning & Development blogs out there published “Four tips for Effective Leadership,” namely: Be counterintuitive, live comfortably in gray areas, learn by doing and exercise soft skills – exactly what Duggan points to with his great strategists. Strategy isn’t arrived at by ‘planning’ in the sense of laying out exact steps and stages with time lines and benchmarks. Napoleon and the others ‘put their teams in motion,’ ‘looked for small battles they could win decisively,’ ’stuck to the course with firm resolution,’ and learned to evolve strategies as they went rather than work them out in detail beforehand.

Reading these, I realized that, yes, most successes I ran into along the way evolved ‘in the midst of action’ (a phrase I also recognized from a Zen master talking about finding your way calmly ‘in the midst of action’). Does this apply to HR? My former company got into elearning early and heavily, with great results, because we were asked to look at ‘expert systems’ that the CEO saw at a conference (a different computer technology) and we jumped to use the budget and just get going, without being in the least sure where we were headed, but seeing some possibilities in using technical systems to leverage more people learning more things.

If we’d waited for our IT process that called for developing a technical plan in detail, with projected costs three to five years out, we’d never have gotten off the ground. Yet planning is valuable. In the words of Eisenhower, the top allied General of WWII, “Plans are nothing, planning is everything.” The difference, in other words, is active versus passive. Get going, planning as you go, through the unexpected twists and uncertainties – don’t wait for “a plan” designed to resolve something you think may happen – it won’t.

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Filed under: 3 Strategic - Thinking, 5 Habits - Action, Books, Business/Strategy, Coaching over Command Leadership, Leaders of the Future, Learning Organization

Bad times a good teacher?

Author: Dave Crisp

5 Dec

People continue to be fascinated by how anyone can manage in the economic downturn. I used to see this as ‘topic of the day’ – faddish and something we all would work through as ‘normal business.’ Not one, but two former bosses used to say, ‘in business there’s no such thing as bad news or good news – just news.’ We have to expect bumps in the road and some will be big ones. Anyone who operates without any preparation for that is courting trouble.

But it’s been pointed out to me in a recent consulting assignment that some people of my, ahem, advanced age are just lucky to have been ‘lucky’ to have been through tough times before. We can take it as business as usual to a degree while younger managers are genuinely shocked and more financially hurt (so this young exec insisted), especially if they`re young enough to have avoided tight times either having come of age since 1991 or having missed being hit in that somewhat milder climate.

Apparently even a lot of my age group missed those earlier setbacks because audiences of all ages continue to be flummoxed by today`s crunch and that continues despite possibly premature rumors of an upturn. My friends at Verity International once again assembled an interesting panel of experts (recording is here) to comment – Citibank being one that certainly got caught more than some, and Ford being one that was far more prepared than many. Yet no one is untouched. Add to the panel a devil`s advocate talk show host who claims we should all get off our duffs and make hay while the rest are lagging and a European consulting executive who`s seen a wider perspective and you have a competent mix… one might believe. Or do you have just a bunch of individual views from where each of them sits. Is there a common thread?

The fact is that downturns always benefit someone. Sometimes it’s the lucky – people who happen to have just sold major assets before the crash and have cash to buy up lagging operations that will help them boost their business when thing improve. Sometimes it’s the sensible – people who have watched their budgets all along and don’t have to lay off masses of people. There’s no doubt that 15 years of rising markets encourages people to take risks they shouldn’t. It’s understandable that in good times many fear being left behind if they don’t take those risks… but we all need to keep an eye out for bad weather and what we can offload when ship starts to sink.

Of course the talk show host was in his glory since bad news makes for good media interest and lambasting ‘laziness’ is easy when everyone’s already down in the dumps. Are North Americans lazy compared to others? Not if you note the ever-increasing stress levels and work hours we put in. But perhaps we’re not putting them in the right places as the world changes and we no longer rule on technology and scientific advances as we once did.

Are we letting our kids get lazy? Maybe, but again, as soon as they hit their 20s they mostly develop lots of reasons to work hard. Certainly we’ve encouraged a sense of entitlement. The same young exec who berated me for being a fat-cat boomer with money socked away to burn noted that young guys like him (about 25) have reason to be afraid they might lose the house, the two fancy cars, the cottage, the boat, the clubs and all that other ‘must-have’ stuff they have a right to go after (on credit). Apparently the banks, in selling everyone on credit only too successfully, drank that kool-aid themselves and have taken their customers down with them.

Unfortunately I know all too many boomers who are caught in the same mess and are finding it difficult to dig out. But having said that I also have acquaintances who have faced and overcome bankruptcies or near-bankruptcies in the past and know that belt-tightening, while not fun, does work. My heart goes out to those stuck right now, but it’s hard to know who’s on a right or wrong track. Major layoffs demoralize staff and hurt future retention and results, but failing to lay off can drag down results, share prices, and pension investments. Finding a balance and working hard is the inevitable result either way. Perhaps that’s something we need bad times to teach periodically as so many don’t seem to learn any other way. It’s the psychology of infallibility for sure that creates such cataclysmic cycles. Can we learn to smooth out our human nature and stay balanced better in future over the long haul? It was an interesting question that none of the panelists quite addressed directly.

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Filed under: 3 Strategic - Thinking, Business/Strategy, Current Affairs, Learning Organization, Time Management

How Fast Can a Behemoth Change Culture?

Author: Dave Crisp

10 Nov

Giant GM is struggling to change, that much is certain. But recent reports confuse the reader about what’s really going on. Take Workforce Week for October 7 and October 19. In various ways, from the headlines to content, both articles suggest that new CEO (Fritz Henderson), named March 30 to replace the former old-style executive (Rick Wagoner), has ‘done’ the work needed to change the culture.

Depending on how you read these, the messages are puzzling. The long term HR head is replaced with a former operations executive. Layers of management have been laid off to streamline things and shake up the physical bureaucracy, but whether this shakes the bureaucratic habits of thinking and behavior that inevitably form the anchors of culture remains to be seen. HR is dropped from some key operating senior teams, but is tagged as an ‘enabler’ of the change process. Enabling from the outside?

There are suggestions that the new CEO sees the culture change as ‘done’ (or more likely sees it as having been given a momentum-driving start through his bankruptcy restructuring, which appears to have been sold to managers as ‘a gift’). There are other hints he understands it must be a continuing process. I’m skeptical of calling precipitous down-sizing a gift. For sure you can try to make lemonade from such lemons and if you look at the CN restructuring (in Les Dakens excellent new book, Switchpoints) that preceded the sort of culture change GM is talking about, you can see it is possible to make necessity work more for you than against you, but it’s still a wrenching process with some uncertainty as to what it produces.

You can also see with the CN example that it took 10 years in various stages to evolve something like the full impact on culture that GM almost certainly needs. Yes, you can make early gains, but if you assume that’s all, you will certainly fall short of what’s possible and perhaps even create a situation where culture falls back toward what it used to be. Habits take time and repetition to change.

It’s very hard to tell from reports such as this whether the people managing the new structure really understand that it takes years of stable and continuing reinforcement of consistent practices to actually change culture. Are reporters putting their interpretations on things – that change is ‘done’ or that it is ‘in progress?’ We won’t know for some time, but the reporting is worrisome.

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Filed under: 5 Habits - Action, Books, Business/Strategy, Fix The Jerks, Human Resources (HR)

Blogging and more blogging

Author: Dave Crisp

2 Nov

Looks like I will be doing more blogging for my own site as several organizations I work with are pressing for more blog postings from all their contributors and it seems like once you’re in the process, you just naturally see more things to comment on. Hopefully the quality doesn’t go down with volume.

Several recent developments suggest blogging is far from dying, despite those who still see it as a passing fad or as being replaced by twitter. BNet has started up with a massive volume of email alerts you can sign up for, pointing to blogs and information from Harvard B-School and many other business sources – a true aggregator of business/management information. Is it over-kill?

Although none of us is sure we need all the stuff, it’s amazing how interesting the headlines can be. One case in point for me was yesterdays alert pointing to a blog by former HBS President Rosabeth Moss Kanter – the Top 10 Ways to Find Joy at Work – something many of us could use more of. One of the most useful things on top blogs is the comment section.

A similar approach is being taken by Fast Company with it’s formerly occasional newsletters. It will be interesting to see if daily, yes daily, newsletters will turn people off or attract more readers. Every site is looking for the magic formula. At least when it arrives every day I feel free to ditch it if I’m too busy, knowing that I’m only hours away from my next fix. Interestingly I often click because of the subject line, but find other article of more interest when I get there.

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Filed under: Business/Strategy, Current Affairs, NewsLetters, Web/Tech, Weblogs

Alternatives to Hating HR (1)

Author: Dave Crisp

6 Apr

A ping-back on my recent post introduced me to John Sumser’s very interesting blog, specifically linking more comments about Dick Beatty’s diatribe against “HR.” I believe in the value of debate so I’m happy to link both good and bad opinions out there. Jon is certainly more constructive and he’s rounded up a number who are as well. However, it’s still not enough for me.

There are currently two opinions commonly published about HR. First, that most people in it are useless, especially at understanding, justifying their cost/value or contributing to results in their organizations. Second, the growing alternative view, like much of what Jon collected, that while most HR people are useless, it’s neither entirely their fault nor true of all since some actually reach the level of valuable, measured proof of strategic contribution.

I argue there’s a third view that we should hear a lot more about. that HR is making a valuable contribution almost everywhere, but only to the extent they’re allowed, assisted and supported by the rest of the team. (Try running your organization without any.) Consider that HR is largely doing what it is told and empowered to do by more senior organization leaders who control what HR is paid (typically less than most functions), who’s appointed (qualified. or not), what it’s entitled to do (mostly essential administrative stuff with a smattering of more strategic items ‘if there’s time’) and who listens when HR has something to contribute.

Instead of solving these problems, most people seem content to stand back and blame HR for not ‘proving its value’ as if there isn’t already a mountain of scientific evidence showing that the impact of doing HR well is enormous (Pfeffer’s work offers great examples). We should be talking about how to focus what we know can be done to fit our specific organizations not blaming the guys in the middle who are striving to do what they can with the resources they’re given. Pile on is not constructive.

I’ll expand later, but for now let’s make one thing clear. Try appointing a junior accountant as CFO and then encouraging your managers to ignore what she or he ’suggests’ if they feel they have a better idea. Of course things would come crashing down in less than a fiscal year. CFO dictates aren’t ’suggestions’ and are invariably backed up by CEOs and armies of accounting staff policing the rules daily. But with HR issues, people are so adaptable they put up with and take orders from blatantly bad leaders as well as good, the former being tolerated for years, often encouraged and even promoted because they ‘get the numbers.’

Most people continue to produce as faithfully as they can at least for a while till something better comes along and they cover poor performance of those around and above them up to a point. Financial lapses aren’t so self-repairing. Let me say for the record, if HR had similar rule-enforcing support bad managers wouldn’t be tolerated, let alone promoted. That would certainly make measurement of HR practices a lot easier, too, by enabling a much more consistent application of HR strategies than the hit or miss hodgepodge we normally see.

Now HR could never and should never strive to operate via pure enforcement. Human situations are simply too varied. By its nature HR has to work through other leaders in the organization and ideally help develop them to be the best possible. Nevertheless, clear HR values guidelines would help insist that leaders act with good will, positive reinforcement and other basic effective leadership practices. Needless to say perhaps, HR can’t be the body enforcing those values. As Archimedes said, “Give me a lever long enough and a place to stand and I’ll move the world.” Let’s help HR with the tools and measures instead of suggesting they ought to make them all up by themselves. Help make HR part of the team or spend the rest of your declining performance time questioning why they can’t perform.

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Filed under: 2 Positive - Feelings, 3 Strategic - Thinking, Business/Strategy, Fix The Jerks, Human Resources (HR), Leaders of the Future

What’s Wrong In Human Resources?

Author: Dave Crisp

5 Apr

By now I’ve had a solid opportunity to mull over what struck me as so outrageous about Rutgers’s Dick Beatty’s comments noted in my earlier post and the “typical” HR responses to it of ‘he must have some sort of point’ (if I can say that without falling into the same trap of over-generalizing). This is a good illustration of what makes HR the toughest job in every organization and why we need and deserve better support from those close to the field like Dr. Beatty.

What I mean is HR sits in the middle of controversy by its very nature. I was fascinated yesterday to read two seemingly opposing views of using the Internet ‘for fun’ while at work. Richard Proctor of APL Borealis (who sell blocking software) argues it’s a six-hour a week productivity time-waster (seemingly confirmed by articles such as this from a Gallup study) that should be blocked while a study from University of Melbourne finds those using it at work average 9% greater productivity. The truth almost certainly blends the two points of view as you can hear in the Melbourne professor’s comments:

Notice that many of the figures are likely in the ballpark: 14% are addicted and would benefit by having at least some, maybe all, sites blocked, but on average there’s greater productivity overall from allowing people to use the Internet casually at work. Coker cites millions of dollars ‘wasted’ on blocking and appeals for understanding the ‘psychological’ factors that lead to productivity.

If you’re HR, working for a CEO or CFO with a clear point of view on this, you’re likely not going to waste much energy debating beyond tabling both sides of the argument. Many knee-jerk reactions will go one way or the other absolutely and we know which level of the organization chart dictates which way wins.

And yet this, of course, is an HR problem, right? This is about people and productivity. Once decided, no one’s going to argue with the CEO, but they’ll blame “HR” for not standing up for what’s ‘right’ (their opposing view, whichever that is). Both will have ‘numbers’ on their side and accuse HR of being oblivious to facts and incapable with measurement. We’re a convenient whipping boy for frustrated human beings.

HR on the other hand will do its best to mediate, to argue for compromise. and turn the issue back where it belongs – onto managers who are on the spot, who can lead productivity by getting people effectively engaged in getting results and dealing with slackers whatever it takes (and sometimes, yes, it does take offering distractions to clear the mind where in others it requires a strong management hand). Managers alone are in the best position to observe who’s addicted and slipping into a productivity-wasting pattern versus those who are really producing and need the distractions. No HR solution ‘fixes’ this challenge once and for all. It requires day-to-day leadership from every manager at every level.

Is it any wonder HR is criticized by managers who’d rather have an easy solution of blocking rather than have to manage addicted employees and employees who resent big brother cutting them off from Facebook and Twitter? That’s a lot of people who probably realize at some level HR is in an no-win position, but still rationalize their need to blame someone.

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Filed under: 1 Balance - Judgment, Business/Strategy, Communicating Effectively, Fix The Jerks, Human Resources (HR), Time Management

A Revival of “Why We Hate HR”

Author: Dave Crisp

30 Mar

This objectionable view of HR was pointed out by a widely-read consultant/speaker colleague, Jan van der Hoop a day or so ago. Frankly I would have expected a different approach from Rutgers University’s Richard Beatty. Talk about pandering to your audience’s prejudices instead of trying to educate or solve the problem.. Even allowing for editorial liberties with the message, inadvertent or otherwise, this speech is unacceptable.

I’ll ignore the obvious confusion of the terms ‘employee satisfaction,’ which we pretty much all know by now doesn’t relate directly to performance and ‘engagement,’ which does. I’ll even ignore the fact that he contradicts himself in several statements, some on this very issue.

However, if this was actually said as quoted, Beatty is making a ridiculous generalization: "HR wants to treat most employees the same way, and they spend considerable time trying to defend or fix poor performers, taking on the St. Bernard role," he said. "Low turnover isn’t necessarily a good thing. Think about where you might want to disinvest." Well, Dr. Beatty, there isn’t any “HR” in this sense. There are a whole lot of individuals with varying ranges of skills and opinions. And in case you haven’t looked, there are tons of HR practitioners out there who do not fit this stereotype.

I’m first to agree that HR departments need to invest more and bring in more people to work as HR staff who can develop better analytics and metrics. I certainly support rotating a percentage of other executives through the HR function both to learn and bring in new ideas and approaches – not a bad idea for most functions. To suggest that HR isn’t making an effort at the transition to a modern understanding of what’s required of it is just patently missing what’s happening in the field. Maybe it isn’t happening fast enough, but not for lack of discussion or attention from HR. Insults aren’t likely to help as any good coach knows and practices. Apparently your program doesn’t follow the path of ‘find what’s right and encourage more of it.’ I realize that doesn’t make for as good press coverage, but really..

Maybe this is a speech you hope will be a further wake-up call to HR. or maybe, as another of my colleagues suggested, it’s an “Ann Coulter-type attempt” to garner attention by being insultingly outrageous. Whichever, one has to ask, isn’t it remarkable that someone who’s been training HR leaders for years finds they are so entirely hopeless? Whose fault would that be really – your students. or their professor?

Anyway, I’m pleased you answered my email suggesting we could debate with a response of basically ‘bring it on.’ But I also note you haven’t responded to my request for more details, including what you actually said. If I’ve misconstrued, please feel free to enlighten me. While waiting I’ve read several more polite responses suggesting you must have a point somewhere, that where there’s smoke there’s fire. I’m not so accepting. If professionals in the field, in particular, continue to bad-mouth it in such a blanket, unthinking way, how can we ever expect to raise HR to the status it deserves? I’m not sure an unbalanced attack deserves any less in return.

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Filed under: 3 Strategic - Thinking, Business/Strategy, Fix The Jerks, Human Resources (HR)

“Staff” and “Headcount” or “Talent?”

Author: Dave Crisp

20 Mar

The essence of the blog mentioned in my last post is the question of whether, in these cut-back oriented times, we’re going to forget about nurturing and growing ‘talent’ in organizations and go back to the days when all the counted was the number of ’staff’ or ‘headcount’ – the cost. The Lucy Kellerman article she refers to is the case in point.

Wow, what a series of mistaken assumptions. First, even companies that have cut back in major ways are simultaneously talking about talent shortages. With the need to keep pace through constant innovation so high and growing, they are feeling the need to reduce ’staff’ (meaning, as they see it, widgets who fill assembly-line-like roles) and at the same time seek out and hire more creative, leadership-oriented self-starters who can move things forward. They face the prospect of having to do with fewer ‘headcount’ for two reasons – both tighter economics and shortage of such ‘talent.’ In that case, the ‘talent’ they do entice to join or stay had better be truly valuable and outstanding.

Kellerman’s assumption that there will be less spent on trying to find, recruit and motivate those we formerly thought of as ’staff’ in favor of greater emphasis on rewarding senior executives is ridiculous to put it bluntly. What got us here? And what are we angry about? High senior executive comp programs paying out for poor judgment, lack of insight and lack of listening to up and coming ‘talent’ in their organizations. To put power into the hands of a few executives totally focused on financial performance would reproduce exactly what went wrong – a focus on short term economics to the exclusion of building companies with excellent people throughout who all contribute and give the organization hope of surviving the inevitable departures of a few senior people.

Is it or …or both?

EVA or Economic Value Added schemes have tended to justify growing senior executive bonuses out of proportion to overall viability of their organizations – the very things that got us here. They’re not evil by themselves, but in the hands of senior executives who design their payouts for their own benefit, they are fatal. And Emotional Quotient (EQ), better thought of as ‘people skills’ are what has been lacking.

The current economic crisis may make us think about dollar signs everywhere for the moment, but it shouldn’t blind us to the fact that ignoring people and what they think – customers, the public and, yes, staff, too – has been the hallmark of those companies who fail far more than their ignorance of numerical calculations. If they’ve failed the grade on the numbers it’s not because they were spending all their time on people issues. It’s because they forgot that numbers have to make sense to and benefit human beings not just executives. So forget building your hopes around pure ‘bean-counters’ holed up in ivory towers gilded with senior executive privilege. This is exactly the time when we need leaders with a wide, balanced understanding of ALL the issues they face.

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Filed under: 1 Balance - Judgment, 3 Strategic - Thinking, Business/Strategy, Fix The Jerks, Leaders of the Future

Work-life Balance Getting Better?

Author: Dave Crisp

8 Feb

Just when you might be depressed by the thought that work pressure only goes up, up, up and things only get worse, recent reports note the opposite only a few months ago in mutually confirming studies.

While it remains to be seen whether the current economic crisis will reverse this again, it’s reassuring to know things can improve. In the UK concerns about work stress seemed to be reaching an all time high when I spoke to their national HR group a couple of years ago. Recently the same group noted cautiously that work hours are falling and that this seems to indicate that individuals are exerting more control.

At the same time, Queen’s University’s Industrial Relations Centre highlights an international study of nearly 10,000 executives from the Journal of Applied Psychology (2008, Vol 93, #4, pp.789-805) showing some male and female managers achieve better work-life balance and, moreover, those who do actually have higher career advancement potential.

Interestingly, an HBR book published last May, Total Leadership, by Stewart Friedman, founding Director of Wharton’s Leadership Program, reinforces this, arguing convincingly that leaders can only improve their work performance by simultaneously improving in four areas of life – work, community, family and self. The subtitle: “Be a better leader; have a better life!” Balance!! Need I say it again?

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Filed under: 1 Balance - Judgment, All That We Know, Business/Strategy, Coaching Others, Leaders of the Future

Archive for the ‘Business/Strategy’ Category

Do senior execs ‘engage’ with HR issues?

Napoleon’s Glance

Bad times a good teacher?

How Fast Can a Behemoth Change Culture?

Blogging and more blogging

Alternatives to Hating HR (1)

What’s Wrong In Human Resources?

A Revival of “Why We Hate HR”

“Staff” and “Headcount” or “Talent?”

Work-life Balance Getting Better?

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