Recognition and the Employee Value Proposition (EVP)

 

I’ve written about employee value propositions (EVPs) a couple of times before, and I mentioned it again, using the same model, in connection with employee recognition during today’s webinar on compensation and benefits during the recession, hosted by Globoforce (recording here):

 

 

The interesting thing for me is how and where recognition fits into this model.  The obvious place for it is as part of ‘great rewards’, ie within the compensation and benefits areas.  But then, as Derek Irvine stressed, it’s much more than this, and it focuses on a different kind of benefit (psychic currency) altogether.

To me, it’s not part of any of the areas of the model at all.  My rationale for proposing this is that whereas people may ask and expect certain areas of the EVP model to be offered and provided to them when they join and stay with an organisation, and employers also think of these areas when they’re planning what areas to offer and provide to employees, recognition typically isn’t something that’s included within either thought process.  (I’m referring to the simple, cheap but high impact forms of recognition like saying thank you, rather than the 2 month best salesperson trip to Hawaii – which I think would fall into the compensation & benefits areas.  What you referred to as meeting validation needs vs instrumental recognition, Chris.)

Ie people don’t join or stay with an organisation because ‘they tell me how well I’m doing a lot’.

They might say one reason is that ‘they tell me how I’m doing’ (calibration vs recognition), but even here, I think the benefit is a means to an end, rather than the end itself.  You wouldn’t say with an organisation just because they say ‘well done’ all the time.

The reason people want recognition is that it cements the two sides of the deal around the EVP.  Ie, when they receive recognition, people understand that their contribution is being noticed and valued (the employee to employer side of the deal) and hence this raises expectations that the employer will deliver on its side of the deal too, ie the employee will receive all of the other benefits described within the relevant EVP.

This is why recognition is so important. It’s not a single element of the EVP model, but reinforces each of these different elements by strengthening the deal.

I’m not sure that I’ve expressed this point that clearly, but I’m fairly certain that the point is right.  What do you think?

 

Technorati Tags: Engagement,Employee Value Proposition,EVP,recognition,Globoforce,webinar,compensation,benefits

 

More about me:

@joningham, http://linkedin.com/in/joningham 
info@joningham.com, +44 7904 185134

Top 100 HR Tech Influencer - Human Resources Executive 
HRD Thought Leader - HRD Connect
Mover and Shaker - HR magazine

Also develop your Strategic HCM capabilities at my new Strategic HR Academy

HR Carnival: 13 May 2009

 

    Susanna Cesar-Morton is hosting a random carnival of HR at Recruitment 2.0.

Keeping the 2.0 theme, this carnival includes my own post on HR 2.0 strategy – just in case you’ve not seen this one before.  However, my favourite posts are:

• Another 2.0 related post from Mark Bennett on weak ties and social networks at Talented Apps
• Michael Haberman’s post on Zappos at HR Observations.  Actually, I particularly love the quick customer service response in the comments!

 

Go take a look!

 

Technorati Tags: HR Carnival,Recruitment 2.0

Photo credit: Oxxo

 

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Talking HR 017: HR 2.0 - with book review: Collaboration (show notes)

 

    One of the titles Krishna and I considered using for “Talking HR” when we were setting it up last Summer was “HR 2.0” and in this episode, we talk about what we and other people mean by this term.

It’s clearly something to do with web 2.0 (which we discussed in episode 016).  But there’s also a potential link with management 2.0 which is explained in Gary Hamel’s recent book.  Referring back to his recent Bucharest presentation, Jon argues that the link is the social nature of the 2.0 tag (social media / more social management) and in fact, the differentiation between HR and HR 2.0 is the latter’s focus on producing social capital.

We also hear from James Tastard, VP of Corporate HR at Aker Solutions in Houston, Texas, about his views on HR / management / web 2.0.  Thanks enormously for your contribution James!

 

Krishna also talks about the new hiring network, Worky.  And Jon discusses recent CIPD findings on job satisfaction.

 

And we review a new book, ‘Collaboration’.

 

Resources:

• McArthur’s Rant blog
• Gary Hamel: Future of Management
• HR 2.0 conference – Bucharest, Romania
• Worky
• Sunday Business Post article on Worky
• CIPD press release on job satisfaction
• Morten Hansen, Collaboration

 

Listen to the podcast: you can download the podcast to your hard drive or play it streaming from the web.

 

Talking HR is hosted by Krishna De and Jon Ingham and you can contact us with your thoughts and feedback about the show at talkinghrpodcast(at)gmail.com.

Follow Krishna on Twitter @krishnade and connect with her on LinkedIn

Follow Jon on Twitter @joningham and connect with him on LinkedIn

 

Technorati Tags: Human Resources,Web 2.0,Enterprise 2.0,Social media,Talent management

 

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Talking HR 016: Web 2.0 and HR - with book review: Reward Systems (show notes)

 

   In this show, we bring together previous discussions about individual social technologies to talk about web 2.0 as a whole.  Jon reviews Graeme Martin’s new report and session at the CIPD’s HRD conference, and previews his own presentation at a HR 2.0 conference in Romania.  And Krishna warns that social media may not always be appropriate.

Given this show’s book review: Steve Kerr’s Reward Systems, we also consider the application of web 2.0 to reward (not the most obvious area of application).

Jon also talks about the effect’s of the UK’s budget, and the new Equalities Bill, questioning whether its easier to introduce change when time is good, or more difficult.

Krishna talks about swine flu and the need for HR to prepare for shocks like this.  She also recommends a new book: The Big Manifesto.

And we also review another book: Reward Systems.

 

Resources:

• Think Big Manifesto
• Think Big Revolution
• Report on CIPD HRD conference web 2.0 session
• Graeme Martin blog
• Graeme Martin’s web 2.0 report: Groundswell or Hype
• Steve Kerr: Reward Systems
• Steve Kerr on the Cranky Middle Manager

 

Listen to the podcast: you can download the podcast to your hard drive or play it streaming from the web.

Talking HR is hosted by Krishna De and Jon Ingham and you can contact us with your thoughts and feedback about the show at talkinghrpodcast(at)gmail.com.

Follow Krishna on Twitter @krishnade and connect with her on LinkedIn

Follow me on Twitter @joningham and connect with me on LinkedIn

 

Technorati Tags: Michael Port Think Big Manifesto,Steve Kerr Reward Systems,Web 2.0,Social media

 

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HCM in the recession

 

    I’ve been thinking about anonymous’ comments, particularly in connection with my presentation next week on Globoforce’s webinar looking at using HCM, compensation & benefits, and employee recognition to drive positive change in the recession.  (Not that I think my thoughts can have as much impact as anonymous’ comments seem to infer!)

Actually, there’s not that much I can think of to add to some previous posts, so I thought that instead of redoing this from scratch, I’d simply refer to and link together some previous posts.

However, I will say that at the moment, I’m feeling a lot more cheerful than I have been – there’s a growing amount of good news about – even Robert Peston is seeing signs of green shoots of recovery!  But then everyone also seems to think that the next decade is going to be much harder than the last, so I would suggest the posts I link to below are likely to apply for some time to come.

The first thing to note is that it’s very difficult to predict exactly what is going to happen from this point on.  So the use of scenarios is probably an appropriate approach.  I think, to a large extent, which of these scenarios emerge will depend upon upon how much peoples’ attitudes, the role of business, or even of capitalism itself, changes within what has been called the global reset.

But no matter what happens, there seems to be two key roles for HR / HCM.   The first role is about managing through the downturn, responding to the impact of the recession.  This includes making layoffs and managing survivors, but also avoiding redundancies by, for example, introducing salary reductions.

The second role then is about navigating a way out of the recession - particularly as a lot of innovation tends to occur in difficult times.  Linked to this is taking advantage of the slack in the system (I know it may not feel as if there is) to increase the capability and the impact of HR.

Anonymous, I hope that helps!

 

Technorati Tags: Recession,dowturn,HCM

 

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Strategic Dynamics in the recession

 

    I haven’t felt much impact from the recession till now.  Well, I’ve had a few workshops cancelled, quite a bit of work delayed, and some exceptionally long waits to be be paid.  And I suppose the nature of my work has changed in that the recession is now a major backdrop to just about everything I do.  So I suppose things have changed quite a bit.  But, I’ve not noticed any noticeable declines in the amount of work I’m getting.  That is until now.  May is not looking good.  I’m hoping it’s only a blip, and actually I’ve already got a couple of weeks work booked for June, which is a lot for me (I don’t need or plan to be that heavily utilised to provide a decent level of revenue).  So my discomfort is more about a short-term lack of client contact than it is about anything else.

Anyway, I just wanted to let you know that if you want some support over the next 2 weeks, I can do you a good deal.  You read my blog, you know the sort of stuff I care about, and you appreciate the impact these sorts of interventions can make.  So how about it?

You still want some ideas?  How about:

• A diagnostic of your existing approach to engagement – some ideas for making your engagement survey a really transformational activity, and for helping make your people feel passionately about your business again, rather than just being pleased that they’ve got a job. 
• A review of the opportunities that could be provided by HR 2.0, including some training for your HR team on using web 2.0, discussion on the tools you might want to use, and a short business case
• A 360º on your HR function – followed by facilitated discussion on what HR is really for.

 

For any of these areas, one day on site plus some further work off-line, including a feedback report, is going to give you a good idea of where you need to go.  And for the next two weeks only, I won’t charge for either the work I do off-line or my travel time.  Even if you’re in Australia (although I may take advantage of the opportunity to stay out there for a few more days).

So you just pay for the one day, you get lots of value, all documented in a short report.  Of course, my day rates aren’t cheap, but I think you’ll find them well worthwhile.

 

Alternatively, I just give you a hand with whatever’s on your plate.

Jon Ingham

Strategic Dynamics Consultancy Services

jon  [dot] ingham [at] strategic [dash] hcm [dot] com

+44 1344 420 512

HR 2.0 consulting

 

   In my last post, I described a process for developing an HR 2.0 / social capital strategy.

I thought, if you don’t mind too much, that I’d give you an outline of the sort of consulting I do within this area as well.

This includes:

• Facilitation through the whole strategy development process
• Generation of potential ideas for your organisational capability
• Development of 2.0 strategy maps and scorecards
• Social network analysis
• Updating HR and management processes
• Planning and project managing changes to the line manager role (management 2.0)
• Advising on appropriate social media tools (web 2.0 / social networking)
• Training on the use of web 2.0 / individual tools
• Advising and supporting on change management requirements.

 

I travel anywhere in the world (or use social media so I don’t have to), and you’d love working with me even more than you like reading this blog.

I’m still learning about this area myself of course, but I think I know as much as I need to in order to help.  And I do seriously believe that work in the HR 2.0 area can result in real, solid improvements in business results.  Particularly in a recession when you’re looking to achieve the same or more (ie planning for the upturn while you’re still managing the down) with less people.  So you need each person to be as effective as possible.  But you need to manage the relationships and conversations (ie social capital!) between your people as well.

 

Technorati Tags: Social capital,social media,social networking,web 2.0,management 2.0,HR 2.0,consulting,consultancy,support

 

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HR 2.0 strategy

 

Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0.  This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow.  And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).

 

 

The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?  Based upon this required state, and a gap analysis of the current state, a strategy can be developed.  This also needs to be aligned with (informed by, but also informing ie both adding and creating value) the business strategy.  And because web 2.0 is likely to play a significant role in supporting the HR 2.0 strategy, I include the IT strategy here too.

Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.

At this point, a strategy map and scorecard can be developed to support the strategy, outlining the strategy’s objectives and measures, and how these relate across activity, outcome (ie social capital) and business results.  Various measurement tools, for example social network analysis, may be required to support this stage as well.

Onto implementation.  Here, I identify six main areas of focus:

• People.  I believe any HR strategy needs to touch on the key people in an organisation, not just on the processes that support them.  And I also advise that HR should have a hands-on role, not just a back-office one.  I think these two points are particularly important under a HR 2.0 approach, and therefore suggest that the strategy identify the key people (perhaps those who are key to social connecting in the organisation, eg brokers, mavens etc) and what actions are going to be taken to provide direct support to these individuals?
• Organisation.  What design changes in terms of structure, process etc would support the development of social capital in this organisation.  Also, particularly importantly, what OD interventions can be made to directly impact on the way people are connecting with and building relationships with each other?
• HR and management processes.  What changes need to be made to support a more open, collaborative approach?
• Web 2.0 and other technology.  How should these processes be best enabled?  What sort of tools would fit best?
• HR function capability and transformation.  What internal changes within the HR (and learning, communication etc) function need to be made to ensure HR is able to effectively implement and support the new strategy?
• Role of the manager.  This is often the biggest piece of this sort of project.  How can management itself be redesigned to operate in a completely new and empowering way?

 

Note that web 2.0 plays only a very small part of this process.  I absolutely agree that this can be a huge enabler to the sort of changes that HR 2.0 will bring, but I believe HR 2.0 is much bigger than this as well.

Comments?

 

Previous posts on HR 2.0:

• The dangers of a tyrannical approach to Web 2.0
• Reflections on Romania / HR 2.0 conference
• HR's accountability for social capital
• Jason Averbook: Creating and deploying a Digital HR strategy
• Scott McArthur: HR 2.0 – the end of the business delusion
• HR 2.0 and social capital
• HR 2.0 – a more strategic approach to HR
• Web, management and HR 2.0

 

Technorati Tags: HR 2.0,social capital,process,methodology

 

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What is HR really for?

 

     I know some people (Kris Dunn, for example) suggest that we should ignore the endless rants against the HR profession.  I tend to disagree.  One, these allow us the opportunity to restate our side of the case.  And two, I worry that if we’re not up to speed on these attacks, it further reduces our credibility: (CEO: “You’ve never come across ‘Why we hate HR’???? You must be kidding, right?” [thinks: these HR people don’t even know what’s going on in their own world, never mind mine!]).

So here’s a heads-up on a new shot across the bows from Stefan Stern in Management Today.  Stern argues that HR is still in danger of becoming a bureaucratic pariah and suggests a way forward for HR professionals - ‘if we are bold enough’.

Stern doesn’t make his view about the path towards HR’s ‘glorious future’ as clear as it might be, but it seems to be a combination of two things:

• ‘HR professionals need to be real business people, with a grasp of profit-and-loss realities’
• ‘Once some of that precious credibility has been (re-)established, there is an open corporate door for HR professionals to push at. And the prize is large.’

 

Regular readers may remember I’ve recently proposed very much the same thing myself.  So while I don’t like the tone of the article, I agree with the main recommendations.

 

The report refers to several pieces of research which support the above conclusions, and which HR practitioners should be familiar with as well:

• Boston Consulting Group’s research for the European Association for People Management: Creating People Advantage in Times of Crisis (a bit too prescribed for my tastes, and too focused on activities verses outcomes eg focusing on strategic workforce planning vs having insight into how the workforce is likely to change and therefore what can be done to support this)
• Tomorrow Company’s report: Tomorrow’s Global Talent – How will leading companies create value through people? (I like this one more)
• The Corporate Research Forum’s report: Configuring HR for Tomorrow’s Challenges (I haven’t seen this one, but I like the conclusions eg to focus on organisational effectiveness and to create a high performance work environment)
• Communications Management’s research on the use of social networking (again, I haven’t seen this, but I’m surprised with the finding that 80% of HR managers are using social networking to some extent.  And I don’t believe more use of web 2.0 is the answer to HR’s problems, although it can form an important part of HR 2.0),

 

 

My favourite lines from the article are those at the end of the report:

“Undoubtedly, the HR profession has brought upon itself a lot of the ridicule that it has had to endure - through pedantry, an obsession with process, an inability to see the bigger picture, and a lack of courage to stick up for what is right.

But it doesn't have to be that way. With the financial and business worlds in turmoil, and with so many of our other preconceptions being shattered, why can't HR arise gleaming and reborn from the wreckage? Why shouldn't the 'people people' step forward to assert their right to speak up? Have the past 10 years of Enron, Tyco, WorldCom and the splendours of the now largely defunct investment banking industry turned out to be a glorious advertisement for the old way of doing things, for 'business as usual'?

Something had better change, and perhaps now is the right time for HR to take a lead.”

 

If you want a leg up in changing your HR function, and its impact on your business, get in touch!  Or is Stern right about the lack of courage in HR?

 

jon  [dot] ingham [at] strategic [dash] hcm [dot] com

+44 1344 420 512

 

Technorati Tags: Stefan Stern Management Today,What is HR really for,Boston Consulting Group,Creating People Advantage in Times of Crisis,Tomorrow Company,Tomorrow’s Global Talent,CRF,Configuring HR for Tomorrow’s Challenges,Communications Management,social networking

Strategic HCM: top 50 HR blog

 

 

I’m delighted that Strategic HCM (or ‘HR to HR 2.0 and HCM’) has been selected as a top 50 HR blog by Evan Carmichael* (at #19).

It’s a great list of blogs, some of which I wasn’t previously aware of – so take a look.

 

Technorati Tags: Top HR blog,Evan Carmichael

* Evan’s site, EvanCarmichael.com, is the Internet’s #1 resource for small business motivation and strategy. The site has over 385,000 visitors each month, 3,750 contributing authors, and 60,000 pages of content.

 

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