Career Partnership and the Human Capital M-Prize

 

  Do you want to play a role in improving the technology of human accomplishment? Would you like to help make our organizations truly fit for the future (and fit for human beings)? And do you have a real-world story or bold new idea when it comes to unleashing human capability? If so, then the Human Capital Institute are inviting you to join an exciting new online competition—the HCI Human Capital M-Prize - hosted by the Management Innovation eXchange (MIX), an open innovation project aimed at reinventing management for the 21st century.

You can submit either a STORY (a real-world case study) or a HACK (a bold new idea) through to 20 January 2011.

I’ve submitted a hack for my idea of career partnership which I’ve often thought was a good test of true human capital thinking and commitment.  Have a read if you’ve not seen my previous blog posts on this, or take a look at the supporting video (especially for Trish):

 

 

If you’re not going to submit a hack yourself, and you like mine, I’d appreciate your votes (5’s please!).

 

Also see my previous posts on Gary Hamel’s reinventing management / moon shots / management 2.0, including his last HCI Summit presentation (top of this list), plus some related topics:

• Gary Hamel - the Future of Management
• Management 2.0
• Management innovation: can dogs do the tango?
• Requirements for organisational innovation
• HCM: The future of (HR) management
• Julian Birkinshaw on Management Innovation
• HR Innovation
• Improving and innovating performance management.

 

Technorati Tags: Gary Hamel,Management Exchange,MIX,moon shots,management,hacks,human capital,HCI,m-prize

 

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Webinar Series

 

         In 2011, I’ll also be delivering five of my own webinars, as well as continuing to participate on those of other leading organisations and commentators. Topics and dates of my webinars will be:

• A review of HR2.0 opportunities, technologies and case studies (it’s not just about social recruiting!): 3.00pm Tuesday 15th March
• The social business – what it is and how HR, Enterprise 2.0 and other tools and approaches can be used to develop it: 3.00pm Tuesday 3rd May
• Think DiffeHRently: opportunities for innovation in HR and people management: 3.00pm Tuesday 12th July
• Tba: September
• Tba: December

 

My webinars are delivered using GoToWebinar with the support of Citrix Online and I will also be delivering a webinar for them at 11.00am on Tuesday 1^st March: Online training and the learning organisation.

There’ll then be another one for them (tba) on Monday 6th June (look out for details on this blog closer to the time).

 

 

 

Technorati Tags: HR,HCM,HR 2.0,Enterprise 2.0,social media,social business,webinar,webcast

 

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Economist Group Talent Management Summit 2011

 

  One of the other events I’ll be attending later in 2011 is the Economist Group’s Talent Management Summit.  This blog will also be acting as supporting media for this event, so you can plan to be hearing lots about it here.

The draft agenda includes:

• PART 1: SETTING THE TALENT AGENDA FOR MAXIMUM BUSINESS IMPACT
• CHAIRMAN’S WELCOME AND INTRODUCTION - Paul Lewis, Managing Editor, Executive Briefing, Economist Intelligence Unit
• EXECUTIVE INTERVIEW: LEADING THE TALENT DRIVEN BUSINESS
• PANEL: PROMOTING A CULTURE OF LEADERS DEVELOPING LEADERS
• PART II: FUTURE PROOFING THE BUSINESS
• FORECAST: ECONOMIST INTELLIGENCE UNIT'S GLOBAL ECONOMY FORECAST - Robin Bew, Chief Economist and Editorial Director, Economist Intelligence Unit
• PANEL: DRIVING BUSINESS PRIORITIES WITH WORKFORCE PLANNING
• PANEL: SCENARIO PLANNING WORKGROUP (to follow on from previous panel)
• WORKSHOP: LEADERSHIP—NEW COMPLEXITIES, NEW CHALLENGES - Deborah Baker, Director for People, BSkyB
• PART III: EXECUTIVE BEST PRACTICE: MAKING IT WORK
• BUILDING A COMPELLING EMPLOYEE VALUE PROPOSITION
• GROWING PEOPLE FROM EARLY CAREER TO TOP LEVEL
• MANAGING PEOPLE IN A GLOBAL CONTEXT

 

You can register here (early booking is open through to 31 January 2011).

 

Technorati Tags: Economist Group,Talent Management,Summit,2011

 

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HR Directors Business Summit, January 2011

 

  One of the main events I’m going to speaking at in January is the HR Directors Business Summit in Birmingham, UK.

I’ll be facilitating a joint tweet-up and twitter / social media introduction for new users, and also presenting on HR 2.0.

Other speakers include:

• Lynda Gratton, Professor of Management Practice, London Business School
• Jill McDonald, CEO & President of McDonald’s UK, President, Northern Division, McDonald’s Europe
• Norman Pickavance, HR Director, Morrisons
• Therese Proctor, HR Director, Tesco
• Vance Kearney, HR Director EMEA, Oracle
• Lynne Weedall, Group HR Director, The Carphone Warehouse
• Sonia Wolsey-Cooper, Group HR Director, AXA UK
• David Fairhurst, Senior Vice President, Chief People Officer, McDonald's Ltd, UK & Northern Europe
• John Mahoney-Phillips, Global Head of Human Capital & Performance, UBS
• Julia Rogers, Assistant Chief Officer Change & HR, Greater Manchester Police
• Matthew Hanwell, Director Communities and Social Media, Nokia
• Brigadier Jolyon Jackson, Director Training and Recruiting (Operations), British Army
• Rob Barnett, HR Chief Operating Officer, RBS
• Jenny Davidson, European Director of Compensation & Benefits, CSC
• Ingrid Waterfield, UK Head of Reward, KPMG
• Nigel Martin, VP International HR, Leadership and Learning, Harrah's Entertainment, Inc.
• Carol Moor, Director of Human Resources, NEC Group
• Heather Corby, HR Director, BT Innovate and Design
• Elin Pinnell, Partner, Capital Law LLP
• Paul Kennedy, HR Director, New Balance
• James Purvis, Head of Recruitment, Programmes & Monitoring, CERN
• Mel Flogdell, Head of HR Policy, Centrica
• Saagarika Ghoshal, Chief People Officer and President HR, Reliance BIG Entertainment Pvt. Ltd
• Julia Claydon, HR Director, Nando's
• Sandy Begbie, Group Transformation and People Director , Standard Life
• Simon Haben, Group Talent and Leadership Director, Royal Mail
• Peter Harwood, Chief Conciliation Officer, Acas
• Mike Campbell, Director of Research and Policy, UK Commission for Employment and Skills
• Ben Bengougam, Vice President Human Resources Europe Operations, Hilton Worldwide
• Marc Weedon, Senior Director - Human Resources, EMEA, Polycom
• Richard Boon, Head of HR, England 2018
• Malcolm Boswell, Area Director, Birmingham, Acas
• David Williams, Director Business & Organisational Development, Middlesex University, Institute for Work Based Learning
• Steve Sampson, Director, Paradise Wildlife Park
• Charlie Duff, Editor, HR Zone
• Mark Spivey, Executive Director, HR for Europe, Middle East, Africa & India, MSCI
• Alison Brunsdon, HR Director, EMEAI, Lubrizol Corporation
• Katie Ivie, HR Director, Kelly Services
• Janet Storey, Performance and Development Manager, Biotechnology and Biological Sciences Research Council
• Ryan Cheyne, Head of HR, Pets at Home Ltd
• Karen Walker, People Experience Specialist, First Direct
• Alan Farmer, Executive Workforce Director, Princess Alexandra Hospital NHS Trust
• Ron D’Andrea, Executive Vice President, BayGroup International
• Will Casselton, Partner, People, McKinney Rogers
• Paul Backhouse, Head of Employment Strategy, John Lewis Partnership
• Steve Bennett, former Group HRD, Care UK.

 

You can book here, and do let me know if you’re going to attend and would like to meet up.

 

Technorati Tags: HR Directors Business Summit,Birmingham,January,2011,HRevent,HR 2.0,Nokia,tweet-up,twitter,social media

 

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HR Magazine - HR Vision

 

  I’ve a few things going on next year I want to tell you about.

One of these is that I’ll be appearing in HR Magazine’s new series of web debates and discussions, HR Vision, along with:

• Tanith Dodge, HR director, Marks and Spencer
• Adrienne McFarland, HR director, Sage
• Martin Birchall, managing director, High Fliers
• Dr Carsten Sørensen, The London School of Economics and Political Science, Department of Management 
• Sandra Campopiano, HR director, Premier Farnell
• Bob Marsden, director of people and organisational development, Balfour Beatty Utility Solutions
• Graham White, HR director, Westminster City Council
• Debbie Meech, HR director, Cable & Wireless
• Darren Hockaday, HR director, LOROL
• Paul Sparrow, director of the centre for performance-led HR, Lancaster University Management School

 

As well as having my picture included in this month’s HR Magazine, I’m also mentioned in the magazine’s Blogwatch:

“The wedding of Billy Windsor to the future Queen Kate failed to impress HR blogger Jon Ingham who lamented the imminent arrival of “crappy plates and other chintz” and announced the acceleration of plans to flee Britannia for sunnier – and possibly more republican – shores.”

 

I’ve still not done much about this – but am definitely going to put it down in my list of New Year’s resolutions.

 

Technorati Tags: HR Magazine,HR Vision,social media

 

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Introducing Organised Feedback

 

  You’ve hopefully seen my posts on Strategic HCM reviewing the Enterprise 2.0 conference I attended in Santa Clara, California recently.

I’ve also been posting on Social Advantage and you’ll find more posts there on developing social cultures, and selecting social technologies etc.

The point I want to make about social technologies is that buyers need to be really clear about what they’re trying to do with the systems that they buy. Yes, all social technologies do largely the same thing, and an organisation is likely to require any one system to do a number of things, but the right technology can make the difference between success or failure too.

And the same thing applies in HR as well. I’ve covered social recruiting and social learning quite extensively before, but I’d like to introduce one functional area you may not have thought about in social terms before.

This is social feedback. It’s about providing the opportunity for employees to share their views, ideas and thinking – and to build upon the ideas and thoughts of other people too. This type of system can support a variety of HR applications including satisfaction or engagement surveys, and all sorts of consultation processes too (quite topical at the moment given the amount of restructuring underway).

I still believe the future is one which is totally networked – inside organisations as well as between organisations and outside. But this future, if it ever emerges at all, is a long, long way away for most organisations. And until then, most of these are going to want to limit suggestion, consultation and other feedback processes to the issues, people and timescales that they want to cover.

The best system – in fact the only system I know of – which is designed to do this is called OrganisedFeedback. I particularly like the way this system gives organisations the ability to select functionality (ideas, consultation etc) according to their needs. So I’m really pleased to welcome OrganisedFeedback as a sponsor of this blog.

You can find out more about OrganisedFeedback here or contact their Director, Jim Sproat via email: jim [dot] sproat [at] organisedfeedback [dot] com, on Twitter: @jimsproat or by telephone: +44 (0) 845 508 1585.

 

Technorati Tags: Jim Sproat,OrganisedFeedback,ideas,feedback,consultation,engagement,change,innovation,employee,eNgage,Space,social,media,technology,Enterprise,HR,2.0

 

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Thoughts on the HRO Europe Summit 2: Presenting with Peter Cappelli

 

  So as I wrote last Friday, the week before last, I was in Amsterdam for the HR Outsourcing (HRO) Europe conference and was on a panel together with:

• Consultants Andy Spence and Jane Owen Jones
• Nigel Perks from one of my old clients, BT Global Services
• Peter Cappelli from Wharton.

 

Cappelli had just presented on his Talent on Demand book before the panel.  He certainly presents a persuasive (and well practiced!) case.  But I’ve posted my challenges here twice before (1, 2) and I’m still not convinced.

So, I posted previously that:

In fact, the very best organisations will be doing the very opposite of what Cappelli suggests.  This isn’t about being an academy organisation, but truly treating people as sources of competitive success.  Taking advantage of this opportunity is about finding the best people and bringing them into an organisation, knowing that they will create advantage for an organisation (eg job sculpting) rather than just plugging them into a particular hole in the organisation.

 

So in the panel, I talked about carer partnership – which I’ve posted on previously, and can feel I’m going to do again.  And I urged people to be creative – to learn from the mavericks like Netflix, Zappos, HCL Technologies etc. And do something different to everyone else.

Yes, I know you already know this…. But you’re not doing it are you?  (In fact, credit where it’s due – Cappelli did have a good line to close with: “Companies are talking about it, but they’re not doing anything about it.”  Spot on.)

 

I also thought Cappelli’s proposals originated from a very US based mindset and were out of alignment with the way things work in Europe, so I felt even more dissonance than I did when I saw him present the same presentation at the HCI Summit two years ago.

I’m sure Cappelli must get challenged on this (and I’m sure he would have been in Amsterdam if he’d left more time for questions). And he did say that that his ideas applied less in Europe, but left it at that.

Actually, I think the challenge applies elsewhere as well. For example, maybe not in China, but certainly in India which Cappelli referred to as well (see his new book). So when Cappelli was asked about the opportunities of reinstating a ‘family model’ to keep employees for longer he said that this can’t work. But of course, in India (and even elsewhere in Indian firms) it often does – see my post on HCL Technologies for an example.

 

So I wish Cappelli could have contextualised his presentation for the European market and to bring in a focus on outsourcing (as David Fairhurst managed to do in his presentation on McDonald’s).

So actually the key point for me would be to encourage conference organisers to stop booking keynote speakers who trot out the same presentation time and time again for years at a time (pretty much word for word in this case) – particularly now you can simply look these up on someone’s blog!

 

By the way, I construct a new presentation every time I speak, so it’s always fresh and aligned to the particular event I’m speaking at. I’m probably not as expensive as Peter Cappelli either. Just thought you’d like to know…

 

Technorati Tags: Peter Cappelli,talent,on demand,HRO,conference,Amsterdam,Europe

 

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Pay transparency– in the news (and on cHRchat)

 

   Sir David Walker never actually suggested publishing details on each individual bankers’ pay, fearing that this would jeopardise their privacy (ah, poor dears!).  And he’s since pulled back from his milder suggestion that banks publish ‘bands’ showing the pay and bonuses of all employees earning over £1m while hiding individual employees’ names.  It seems this can’t be done unless all countries do the same thing (which was never going to happen anyway).

But the topic of pay transparency has not gone away.

 

Hutton Review (and the CIPD)

Today’s interim report from the Hutton Fair Pay Review (which I’m still reading) suggests that no civil servant should get paid more than twenty times the lowest paid worker in that organisation.

As the name of the review suggests, this focuses on fairness.  But most of the reporting of the review, if not so much the review itself, seems to interpret fairness as showing tax payers that their investments are being protected, and that the 20,000 public servants who earn more than £117k per year (including heads of Universities on £200k and CEOs of NHS trusts on £150k) deserve their salaries.  This is about managing perception – about ensuring everyone seems to be sharing the effects of austerity.  And it’s why Hutton recommends setting principles and greater transparency in what people get paid.

I’m more interested in the effect of internal pay differentials.  I think John Humphrys got it right on the Today programme this morning (as he usually does), quoting Peter Drucker’s concerns that differentials over 20 x can lead to resentment, falling morale and could become socially corrosive.

I think socially corrosive organisations is exactly what we’ve got – in the private as well as the public sector, and steep pay differentials have had their role to play in this.

But the issue is particularly significant in the public sector – particularly because, as I was discussing with Bruce Warman at the Personnel Today Awards last night, the ‘profit motive’ doesn’t really exist there.   These organisations aren’t going to go to the wall, so the role of the strategist (part of the role of a business leader) is a less fundamental one.  This means that there’s less of a need for high differentials than there is in the private sector.

And the issue is even more significant in the voluntary sector.  Here, it’s about sense of mission, rather than high pay, being even more of a focus (or should be being more of a focus) than high pay.  That’s why Jackie Orme is getting some rightly deserved stick (eg from Donald Clark: 1 and 2) for her £400k salary at the CIPD.

But for me, the whole debate has echoes of Denise Kingsmill’s Accounting for People review.  Kingsmill was focused on providing information on human capital for investors, whereas in truth, the people who really need better information on HCM are business leaders.

Same again here.  I personally believe Hutton’s suggestions are entirely reasonable.  But they also miss the point.  The real need is to educate remuneration committee members and other business leaders, as well as compensation consultants and their like about the impact of such a big divide.

It’s why my bigger worry about Orme’s salary is how are the CIPD going to support Hutton’s proposals when they must have a pay differential of around 20x themselves.

 

cHRchat

Anyway, if you’re interested in pay transparency we’ll be talking about this during #cHRchat on Twitter tonight (7.00pm GMT).  I’m not going to pretend that we’ve deliberately set out to be responsive to current topics – it’s just that, by accident, the subject came up in a tweet of mine during last week’s chat:

1:41 pm	joningham:	Big opportunities throughout HR for more social (thinking) approaches eg pay transparency in Reward #chrchat
1:43 pm	dougshaw1:	RT @joningham: Big opportunities throughout HR for more social (thinking) approaches eg pay transparency in Reward #chrchat >like it yes pls
1:43 pm	ALISONCHISNELL:	RT @joningham: Big opportunities throughout HR for more social (thinking) approaches eg pay transparency in Reward - Yikes no!! #cHRchat
1:45 pm	joningham:	AlisonChisnell Why not? (if the culture's right) RT @joningham: Big opportunities eg pay transparency - Yikes no!! #cHRchat
1:46 pm	ALISONCHISNELL:	@joningham depends what you mean by transparent but if you mean everyone sees everybody elses then would be a nightmare #cHRchat
1:48 pm	joningham:	Don't see why - just different (& more social!) RT@AlisonChisnell @joningham if you mean everyone sees everybodys then nightmare #cHRchat
1:50 pm	ALISONCHISNELL:	@joningham Large org, legacy issues, people chage roles...we don't operate a fixed pay structure enables us to be pragmatic #cHRchat
1:51 pm	ALISONCHISNELL:	@joningham would lead to massive increase in salary benchmarking requests & deep unhappiness, Union would have field day. More? #cHRchat
1:54 pm	gmcglyne:	@alisonchisnell i know a company that had it's payroll posted online - the issues were re discrepancies that COULD be justified #chrchat
1:54 pm	ALISONCHISNELL:	@joningham Just not keen. Would work with very structured pay scales and progression but not in our org. #cHRchat
1:57 pm	ALISONCHISNELL:	@gmcglyne brave move, that's for sure. We have made so many acquisitions over the years we real mix of legacy & new arrangements #cHRchat
1:58 pm	gmcglyne:	@ALISONCHISNELL not brave - disgruntled employee posted it #chrchat
1:58 pm	ALISONCHISNELL:	@gmcglyne oh blimey! Cat, pigeons....! #cHRchat
2:04 pm	olliegardener:	RT @ALISONCHISNELL @joningham Looking for salary transparancy: http://ow.ly/3eRht All norwegians' salaries online. #chrchat
2:05 pm	garelaos:	@ALISONCHISNELL @joningham Pay transparency can work - check out Semco. #chrchat
2:05 pm	joningham:	RT @olliegardener: RT @ALISONCHISNELL @joningham Looking for salary transparancy: http://ow.ly/3eRht All norwegians' salaries online. #chrchat
2:06 pm	joningham:	Would love someone to do a #chrchat on pay transparency sometime....
2:06 pm	olliegardener:	@ALISONCHISNELL @joningham PS: as an entrepreneur, mine is decisively borning :) #chrchat
2:08 pm	garelaos:	@joningham How about i do the one on pay transparency? #chrchat
2:08 pm	dougshaw1:	RT @joningham: Would love someone to do a #chrchat on pay transparency sometime....me too wrote about that recently http://bit.ly/dMsG9L
2:09 pm	joningham:	Up to you but I'd be on for it - might engage @thehrd back again too? RT @garelaos How about i do the one on pay transparency? #chrchat
2:12 pm	garelaos:	@AlisonChisnell @joningham @thehrd i find pay transparency is only a problem when there are differences that cant be justified! #chrchat
2:14 pm	joningham:	Can you be totally social unless you do? If not, there's always going to be something in the way. #paytransparency #chrchat
2:16 pm	joningham:	Lynda Gratton on pay transparency http://bit.ly/gYelyM #socialbusiness #chrchat (probably enough till next week)
4:07 pm	AilsaSuttie:	@garelaos would interest me! #chrchat

 

Join us if you can. 

 

Technorati Tags: Will Hutton,review,fair,pay,transparency,Jackie Orme,CIPD10,Donald Clark,Connecting HR

 

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G4Social

 

  The last presentation today (just before a Bill Boorman panel) is with Colin Minto, Global Head of Resourcing at G4S.  I’ve been following the progress of G4S’ new system since meeting Colin at a Connecting HR tweet-up earlier this year.  And the system’s now been live for one week and one day.

For G4S, social recruiting is an aspect of their direct resourcing strategy which supports their EVP / employer brand (on the slide).  It has the widest reach for the biggest gains – but also the biggest threats – in terms of perception, bad behaviour and bad experience.  They therefore have developed a strategic, managed and engaged approach – moving slowly and communicating to the business.  They’ve seen some of their competitors engage in discussions and leave them open – Colin wanted to avoid this at G4S.

So they’re on Linkedin, Twitter and Facebook but the key thing they’re doing is listening. 

They’re looking at social media to solve some major challenges – one is scale – as the world’s second largest private sector employer.  The division of the organisation into businesses, countries, divisions etc doesn’t make things any easier, particularly in a decentralised organisation.  And its multilingual – including 30 different languages across their recruitment site properties.

So they needed technologies to be able to handle all this complexity.  To do this , they got their A team of technology vendors in the same room to design an approach

• Talent on View providing the front end / gateway
• Kaonix / Burning Glass providing CV parsing technology to ensure the best candidate experience, even across different ATS’s
• One of preferred the preferred ATS’s, RecruitActive
• Monster TMS

 

  So the new careers site includes video, pictures, tweets etc all integrated in the same place and based as much as possible on user generated content.

It’s supported by AI and semantic matching for job seekers and hiring managers.  Behavioural matching from Talent on View’s community technology enables some behavioural sorting as well.

 

  And a dashboard to catch metrics about candidates.  However, a lot of the benefits are qualitative (from comments).  Eg they feel they have more control because the fact users are job seekers limits bad behaviour on the site.

During 2011 they’re looking at

• Crowdsourcing developments through user suggestions
• Creating a separate environment with clients and peer group companies which they can use to assist job seekers even if the job isn’t with them.

 

Neat.  Well done, Colin and Matt.

 

Please note, this was a live blog, so apologies if it’s a bit ropey!

Technorati Tags: Colin Minto,global,resourcing,G4S,integrated,social,technologies

 

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Relationships in social recruiting

 

  There have been some fairly consistent views about social recruiting expressed this morning at Alan Whitford and Vic Okezie’s social recruiting conference…  Views which I think contrast to the way many if not most organisations looking at social recruiting are trying to do it, and to those expressed in a few different articles recently, eg this one from John Sumser.

Basically, it IS all about relationships.

The first presentation which reinforced this fact was given by Matthew Jeffery at Electronics Arts (pictured rather fuzzily above).  Matthew emphasised the need for recruiters to move from a 1.0, post and pay approach to one based on 2.0, social media and relationships.

 

  But we had more detail provided a bit later from Jennifer Candee from SABMiller.

Jennifer spends 50% of her time on ‘talent interviews’ with future talent who are top notch, usually senior level, people but for whom SABMiller don’t have a current position (sort of like an agency meeting someone of the side when they’ve not got a role).  But often she’s kept up a conversation and two, three or four years later she’s placed them.  Job postings are still a part of the mix but Jennifer’s not hired from them for the last four years.  As a result of this, the company has saved between £1.2-£1.8m.

One of the interesting things SABMiller is looking at is a CRM type tool to manage the relationships with their future talent (Avature CRM).

 

I’ve posted before about the head farming (vs head hunting) approach used by Ernst & Young while I was an HR Director there.  This was in 2000 and no other organisations seemed interested in this approach at the time.

And I wrote about this too in my book during 2005.  And when this was published, the approach still didn’t resonate that well.

Moving ahead to 2010, and as shown by the two case studies above, it’s become an increasingly popular strategy.  The difference of course is social media and perhaps also recruiting CRM.

So I still maintain social recruiting is about relationships, not about technology, but the technology certainly does help!

 

Online CRM from Sherweb

 

Technorati Tags: Matthew Jeffery,Electronic Arts,Jennifer Candee,SABMiller,social,recruiting,talent,conference,November,2010

 

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