HR 2.0 and the Future of HR

 

  The other thing (*) you can vote for me for is another submission to the Enterprise 2.0 conference.  This is basically the same as last year’s submission to Boston (which didn’t get through) and Santa Clara (which did).

But this time, I’ll be talking with Courtney Hunt of SMinOrgs, as unlike Peter Cappelli and others, I don’t like doing the same presentation twice, and co-presenting is much more fun.  Plus the conference is about collaboration, and collaborating just feels right.

You may be wondering why I want to talk there again at all?  - particularly with the rigmarole of having to submit a proposal and being voted in to speak.  And then, they don’t pay me!

Well the reason is that this conference, and in the organisations presenting at this conference (as well as a couple of my clients!), is where I think the future of HR is being made.  As I wrote above the focus of the event is on making organisations work collaboratively together, rather than just people performing as individuals – which is what I think the HR agenda should have always been about.

And actually, I think this selection process is something a lot more conferences should do.  It doesn’t guarantee a good conference,but it gets much nearer to it.  And btw, well done to Techweb / Spigit for calling what were ‘spigs’ the much simpler ‘votes’.

 

See my submission and vote here.

See and vote for my social business focused submissions to the conference here.

 

* Vote for my management hack here.

 

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Exit as the Keystone to a Retention / Partnership process

 

  As I noted in my previous post, both my workshop group’s thinking on retention processes, and my previous notes on career partnership, suggest that retention / partnership consist of a series of sub-processes, particularly head hunting; delivering the deal; proactive exit and alumni management.

I find it interesting that I came to the same conclusion about retention through by a process perspective and a more intuitive one.

But what I find yet more interesting is what the process perspective suggests about the role of the proactive exit sub-process, supporting points I’d already made in response to my earlier responses to comments on my hack at the MIX.

And that is, that out of all four sub-processes, it is the proactive exit one that is key.  In fact, I’ve begun to think about this as being like the keystone in a bridge.  All of the other sub-processes stand on their own – the proactive exit one only makes sense when placed within this cyclical retention /  partnership process (this is the reason that the proactive exit sub-process seems so odd).  But it when this sub-process is combined with the others that the whole retention / partnership process starts to really work (becoming more strategic and proactive).

 

Thoughts?

 

And also please note that, as of today (Monday 10th January), you’ve still got 9 days to comment / vote on my proposed hack on the MIX.

 

Photo credit: John S Turner

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Do you need an Employee Retention process?

 

   I don’t normally post about client work but I’ve been in a workshop this week that has been particularly interesting and relevant to some of the stuff I’ve recently posted on here.

So, the overall context has been on retaining employees, but one morning was devoted to developing a business process for retention.  Now, I do quite a lot of work facilitating the development of business processes and I think it’s a skills / technique many more HR professionals should have.  And I’ve also run a similar workshop once previously focused on retention (at Kennedy Information’s Retention Summit in Orlando in 2008).

Actually, it’s a workshop I’d like to run a lot more, because I think it works so well.  In particularly, it helps demonstrate that what organisations often say are important, eg retaining its people, aren’t supported by actions that well.  Where is your employee retention process for example?  And of course, no organisation (?) has one.  Retention is split across a number of sub-processes eg some activity in performance management, some in reward etc.  Or probably more honestly, there’s often no process at all – retention is just (hopefully) a by-product of these other processes looking at other things.

And it sounds crazy to suggest that we should or might have a retention process.  But I think this is only a consequence of the way we have build HR processes around supporting the business, not developing Human Capital.  If we were focused on human capital, and if things like employee retention really were important, then we’d have a process for it.  Wouldn’t we?  (That’s basically the definition of a business process that I use within my workshop – a mechanism for doing something that the organisation sees as important.)

But this was the first time I’ve run this workshop with a client.  And it was possibly because this was an internal client group that we got a lot further in the workshop than I did before.

So, some of the group’s conclusions were:

• That the start point of the process should be recruiting people who would be likely to stay in the organisation
• That the end point would be arranging an appropriate departure (with links to the business development, employer branding and other different business processes as well as back to the beginning of this one).

 

In fact, the group found it difficult to specify and end point for the process – and it basically started to become a loop in which employees would leave the organisation but would then, very naturally, be re-recruited later on.

And, and this is the key bit, to make this process really work well, the organisation would engage with the individual employee to ensure they left at the most appropriate point (which might mean encouraging them to leave earlier than they would have otherwise done).

 

The interesting thing for me, you as well?, is that this is what I’ve proposed as a career partnership model a couple of times here before, and which I’ve recently entered as an example of a management hack at Gary Hamel’s Management Innovation Exchange (the MIX).  But I’ve never thought of this in process terms before, which makes me feel more confident that I’m right about both ideas (that organisations should have a retention process – or at least some aspects of one – and that a useful basis for employee retention would be a career partnership approach).

 

See:

• Stop treating people like tools
• Hack: career partnership (on the MIX)
• Career Partnership and the Human Capital M-Prize

 

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New Year HR Predictions

 

  Happy New Year!

Just a quick reminder that I’m still after your predictions (well, really just some thoughts) about HR in 2011.

Particularly if you’re an HR / talent management / similar practitioner (working within an organisation) then I’d like to invite you to complete this short (17 question) survey.

As an incentive to those of you based or working in and around London, I’m offering a free ticket to The Economist’s Talent Management Summit on 9th June this Summer to one survey respondent, chosen at random on Monday 10th January 2011.  (The winner will, however, need to be wiling to engage in a short discussion about their responses which I will publish here along with the overall summary.)

Click here to take survey

 

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Enterprise social media Influencer

 

I’ve been included as one of 25 influencers in Enterprise social media in Bill Ives’ A list developed from Traackr (putting me in 6th position):

 

 

Thanks to Bill for putting the list together.

 

Also see best blog bling!

 

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Best blog bling!

 

  So that’s it.  I hope 2010 has been a good year for you despite the economic problems round most of the world.  It’s been a good one for me, and particularly for (personal and) blog awards.  Thanks again to FOT, Evan Carmichael and particularly John Sumser for decorating my virtual awards cupboard!

 

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Is 2011 the time to stop treating people like tools?

 

  My hack suggestion on Gary Hamel’s The Mix has been getting quite a bit of attention.  Pop over there, vote and add your comments too (free registration required) – it’ll be good to hear from you!

 

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Christmas presents?

 

  A regular reader of Strategic HCM?  A friend / contact of mine?  Want to do something for me?

Here’s my Chirstmas present list for you:

• Like this blog!  You do, don’t you – so give me a thumbs up using the Facebook Like symbol at the bottom of the post!  (I’ve only got three ‘likes’ so far, which can’t be right, can it?)  You can also add me to your favourites on Technorati and follow the blog using Google Friend Connect.
• If you’re working in an HR team, then complete my survey!  I’m after your predictions.  Those of you in, or who can get into London, can win a prize as well.
• Vote for my hack!  See  over at the MIX where my career partnership idea is starting to get some interest.

 

Oh, and finally, I had some big peaks and troughs again this year.  Do me a favour – have a think about when you’re going to want my support during 2011, and let me know early!  My contact details are below!

And finally, let me know if you think you can help me escape from the UK before the Royal Wedding!

 

Best wishes to you all.

Jon.

 

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HCM Update–Winter 2010: Innovation in HR

 

  If you didn’t receive it from me, the second edition of the Strategic HCM newsletter is available here.  The main focus this time around is innovation – including in HR 2.0 and Enterprise 2.0 – and the capability and measurement approaches required to support this.

Visit here if you’d like to subscribe to future editions of the newsletter.

 

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Win my Talent Management ticket

 

  A reminder that my 2011 Predictions survey is open for another couple of weeks (until 8th January).

Internal HR practitioners can win a free ticket to the Economist’s Talent Management Summit in London on 9th June next Summer.

 

 

Technorati Tags: HR,talent,human capital,management,predictions,forecasts,2011,survey

 

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