#HRTechEurope – iTalent competition (and congratulations to MIIAtech)

 

   I think most peoples’ favourite session on the first day of HR Technology Europe, perhaps tied with Thomas Otter’s opening keynote, was the first ever European italent competition run by Jerome Ternynck, CEO or SmartRecruiters (who won the US italent competition at the HRDemo show in the US last year).

This competition is HR’s (or at least emerging recruiting technology’s) version of the X Factor.  Basically, the format of this was that six shortlisted technology start-ups each had five minutes to present their technologies.  We, the judges then voted on these, and the conference participants added their voice, and level of applause, quite literally through a noise meter on Jerome’s phone.

You can watch the process here.

The winner of the competition was MIIAtech with their natural language CV search technology, Goldfish, which closes the gap between structured and unstructured data.  This is something to do with the system’s semantic layer, but I got a bit lost by this (why is why I only gave MIIAtech a 7 out of 10 for my vote).  So here’s the official spiel:

“With MIIAtech’s GoldFish technology, users can phrase their search questions in natural language.  Both the CVs and the job profiles within the database will be analysed and matched.  The result is that the user receives only the best and most relevant matches between candidates and job profiles.  No more mismatches like ‘speaks French’ with ‘worked in France’ and similar classic errors.  With GoldFish, you’re able the find the ideal candidate, much faster and significantly more accurately that with any traditional keyword search.”

 

 

Well done, Stephane Lernout.

And well done Jerome – it was a great, fun session with an amazing line-up of judges, which I was honoured to be part of alongside Craig Fisher, William Tincup, Geoff Web, Thomas Otter, Gordon Lokenberg (‘the new Bill Boorman’), Peter Gold, Katherine Jones and Jonathan Campbell:

 

I voted largely (though not totally) along social lines – though not so much who I know best, but how much effort the founder and their company has been putting into getting to know me.  You’ll probably think that’s a a poor basis for judging, but you’re not going to get me apologising for it.  I think increasingly technology companies are going to succeed or fail based upon their social klout (small k), not just by the ‘quality’ of the functionality itself (eg BeKnown vs BranchOut).

(I also think it’s the way that most people vote – at least I know it!)

These were my top three pitches – with social justifications:

 

#3.   Stephane Le Viet, Work4Labs: 8

This one is a bit of a cheat as I don’t think Work4Labs have made any efforts to get to know me or win me over, though I did see Stephane present a rather longer overview at Onrec recently, and was suitably impressed.  What I do see though, is a number of Work4Us customers singing the product’s praises, which of course works even better than doing it themselves (which is why customer case studies work better than product demos at conferences!).

 

#2.   Lisa Scales, Tribepad: 8

I see Lisa around a fair bit (at conferences, and on the twitter stream etc), and like the way she supports their product in the background, eg when Colin Minto presents what G4S have been doing with Tribepad, she’s there, but in the background, looking proud, and maybe doing a bit of tweeting, but that’s about it.

 

#1.  

Hey I said this was HR’s version of the X Factor.  You surely don’t think you’re going to find out about (x the x) my winner without a big dramatic pause do you?  Try coming back tomorrow!

 

Yes, #1 has to be BraveNewTalent (with a vote of 9).  I think the technology is potentially quite neat, though with a couple of 3’s, not all of the judges were convinced.  But from a social influencing perspective, they’re clear winners.  I’d back any team that includes Lucian Tarnowski, Maren Hogan, James Mayes, Jimmy Kyriacou, Charlie Duff and Gautam Ghosh (who am missing?).

 

Well done guys (even if you didn’t win – it’s the opportunity to contribute to gen y-ers, right?).

 

Technorati Tags: HR,talent,management,technology,conference,hrtechconf,italent,Jerome Ternynck,SmartRecruiters,MIIAtech,Wor4Labs,Tribepad,BraveNewTalent

 

 

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#HRTechEurope – emcee summary

 

   I’ve just got back from a great two days at HR Technology Europe in Amsterdam this week.  But since I was busy working as Master of Ceremonies, I’m going to struggle for time to get much out on my blog.

Anyway here’s my summary of the key themes for me:

• HR technology is really important, it’s taking an increasingly central role in HR strategy, and in business strategy too.  So it is a really exciting time to be in HR tech (though I don’t quite agree with Richard Mutter from HSBC that employee and manager self service is the reason why it so exciting!)
• It’s increasingly complex too – with social, mobile, cloud, SAAS, analytics and big data, contingent workers and changing business requirements, all within an increasingly challenging economy (once again)
• It’s still the social aspects of this that I think are the biggest changes, which I think came out strongly during the stream on day 2:
  • Brian Jones from Smiths Group referred to the combustible mixture formed from the mix of anarchic gen y and formal gen x - which we also saw in Mark Turrell’s keynote on toppling dictators – and I thought this was a good metaphor for the use of social technology and more traditional HR systems too
  • Eg we saw the potential disconnect between the sessions on recruitment taking place in the two streams when I received a tweet about Jerome Ternyck from SmartRecruiters’ suggestion that recruitment is a social conversation, not a process which can be automated at exactly the point at which Brian Dean from HSBC showed a slide of their automated process supported by Taleo and SHL.
  • But these things can be complementary – there doesn’t need to be a clash.

 

• So HR technology strategy is difficult to get it right – but it can be done!  And I thought Andy’s presentation of the Aviva / Workday case study was a wonderful example of a company which has achieved this.

 

Picture credit: Recruiting Essentials

Technorati Tags: Talent management,human resources,HR,technology,conference,Europe,Amsterdam,cloud,SAAS,social,mobile

 

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#HRTechEurope – CedarCrestone survey

 

   It’s the HR Technology Europe conference in Amsterdam today where I’ll be acting as emcee.

Just in time, Lexy Martin at CedarCrestone have provided a summary of the European data for their global HR Systems Survey I encouraged you to enter earlier this year.

This is the 14th time the company has run this survey which in the past has been mainly focused on North America.  However nine percent of the 727 respondents are now from Europe which provides sound insights for this side of the pond as well.

Key conclusions include:

• European organisations have lower adoption of almost HR technologies
• Main areas of focus are HR systems strategy (good news, especially if this is supported by talent management strategy too) and talent management processes and automation
• European organisations are more focused than their US counterparts on using competency frameworks (supporting Ahmed Limam’s conclusions)
• There is less focus on the adoption of social media which has yet to enter the CedarCrestone’s list of the top ten activities for Europe (a shame as the company concludes that the outlook for growth of socially enabled HCM processes is ‘stupendous’)
• European companies aren’t seeing the reduction in HR administrative staff which accompanies the use of HR service delivery applications in the US (because of the additional complexity here?).

 

There’s a lot of opportunity here, particularly as CedarCrestone find that higher adoption of HR technology leads to (or supports) HR being seen as strategic and improvements in business performance eg in sales per employee, profit per employee and operating income growth – see picture.  So I’m sure those organisations attending today’s conference will gain a lot of benefit from this.

 

There are some more interesting conclusions in the survey, which I may come back and report on again when I have more time.  But do check out the report yourself at www.cedarcrestone.com/research.

 

Technorati Tags: HR,technology,systems,survey,CedarCrestone,Lexy Martin,Europe,conference,HRTechEurope

 

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The role of Recruitment in Integrated Talent Management

 

   I’ve posted recently on ‘The Executive Guide to Integrated Talent Management’ which I’ve contributed a chapter to, and also more specifically on the contribution of learning & development within this integration.

This post moves onto the chapters focusing on the integration of hiring / recruitment talent acquisition.  First up is a typically insightful chapter from John Sullivan who lists the main consequences of poor integration to include:

• Delay in process cycle time
• Increase in error rates
• Mass duplication of effort
• Limited process improvement or innovation
• Lack of accountability.

 

He suggests that the five main direct relationships needed for recruitment are compensation (my chapter, which I’ll review next), onboarding, relocation, new hire training and global recruiting.  There are then eight indirect relationships: leadership development and succession, workforce planning, performance management, offboarding, retention, the innovation function, merger and acquisition teams and shared skills functions (temporary reassignments during slack periods).  I’d argue with the placement of these (leadership development, workforce planning and performance management seem like quite direct relationships to me) but it’s still a good list.

I also don’t like the piece on ‘anticipate resistance’ as I think we need to do more than this.  But it’s a good, informative chapter that sets things up nicely for the practitioner piece.  This is by Leslie Joyce at Novelis.

Most of the chapter is actually about recruitment, rather than integration, but that’s a small point, and the stuff about recruiting is very good.

I particularly like Leslie’s ‘brilliant exercise (her opinion, but I’d agree) comparing the decision making involved in buying a new car to that in taking on a new hire.  And this is supported by a six step process for effective recruitment:

• Identify the talent acquisition strategy that best supports your business strategy
• Create a compelling employment value proposition that clearly states what is different about your organisation versus others than top talent might consider
• Capture the employment value proposition in a memorable employment brand that simply states what makes your organisation a great choice
• Translate the employment brand into a talent brand that clearly articulates the calibre of talent working for your organisation
• Determine the most productive channels to the talent you want
• Measure your success.

 

It’s a sound process though I don’t agree that an employment brand is a tagline and don’t like the distinction between talent and employer brands – to me, the whole employer band should be based on talent anyway.  I also wouldn’t label job boards as innovative web-based processes.  And the difference between tactical measures and strategic measures isn’t one of time perspective – this is just about lead and lag.  The real difference is about contribution to competitive advantage, but lots of people get confused about this – eg this post on John Boudreau’s measures of efficiency and effectiveness.

Joyce does finally move onto the secret sauce of total integration and alignment of all the talent management efforts within the organisation and suggests there are two critical areas to this:

• Alignment between the organisation brand and talent brand (in my terms, there’s an alignment around the organisation’s mojo)
• Alignment between the talent brand and the organisation’s search and development processes.

 

 

This then takes us back to the same sort of partnering requirements discussed by Sullivan before, which in Joyce’s view are that:

• Job descriptions and position postings reflect the characteristics of the talent brand
• The ATS is optimally configured and functional to ensure that candidate management is proactive and comprehensive
• Website information reinforces both the organisation and talent brand
• Onboarding and assimilation processes reflect and make real the promises of opportunity made by the value proposition and the brand
• Training and development tools and programmes are clear and support career development and growth.

 

So there you go – now you know.  But if you want to know more, do buy the book as well!

 

Technorati Tags: Integrated,talent management,hiring,recruitment,talent acqisition,Leslie Joyce,Novelis,John Sullivan

 

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Best global HR conferences

 

   I may not often comment on other peoples’ blogs, but I do read a lot of them.  My favourite post last week was Informa Group HR Director Alison Chisnell’s report on the HR Forum in Lisbon which made me think this was one event I should try to get to  (ie present at) one year.

As it so happens, I have recently provided one of my contacts with a list of what I consider to be the best HR conferences (core HR vs recruitment, L&D etc) around the world, and should probably add the HR Forum to that.

Anyway, I thought I would share the list with you as well, and would be really interested in your other recommendations too:

 

CIPD Annual Conference	Still the main event in the UK, with increasing focus on social media, if not yet the social business.  Don’t miss the tweet-up!
HR Director Business Summit (also the Pan European HR Forum)	A fair bit smaller than the CIPD conference, but definitely punching well above its weight and introducing new innovations year after year (eg, next year - the integrated unconference sessions that I’ll be chairing).
The unconferences (ConnectingHR, HRevolution)	Then there’s the real unconferences.  My contact wanted plenty of insight, but also good conversation – and if that’s what you want, then these are the places to go!
SHRM Annual Conference	OK, I’m only guessing here as I’ve never been to this as it’s too big a trip without being asked to speak, or sponsored to blog etc.  Shame because SHRM merged its international conference into the annual conference some years back, but it’s still a highly US-centric event.
HCI Annual Summit	I’ve not been out to this conference for a few years though I have attended virtually.  It’s a good event, and HCI’s tie up with the MIX should ensure ongoing good content.
HR Technology	Wow, I had a good time at this.  Whether I enjoy Chicago just as much as I did Vegas (and whether I go to Chicago next year) we’ll just have to see, but this regardless of your role in HR technology, this was a thumbs up event!
HR Technology Europe	Nothing to do with the above show, but Europe’s first serious attempt to do something focusing on the strategic use of HR technology.  This year’s conference has a great line up if a rather suspect MC, and I predict great things both in this and in future years. (It runs on 2nd and 3rd November)
Singapore Human Capital Summit (I also want to try the Hong Kong Institute event)	Breaking out of Europe and jumping over the Middle East (though Fleming Gulf’s events are pretty good), we arrive at Singapore for this premier event.  Not to be missed if you’re in Asia (or even like me, if you’re not).
Australia National Convention	I’ve not been to this event, but how could I say no if I ever got the offer?
Linkage OD	I missed this one out but my client mentioned it, and although I’ve not attended it, I know a few people who have, and they’ve all raved about it too – so Linkage must be doing something right.
Bersin Impact conference	And a heads up to China Gorman for reminding me that I missed this one too, which I shouldn’t have done – particularly as I attended virtually last year, and was pretty much bowled over by the quantity and quality of insight.
?	So, what else? Eg I obviously don’t get to South America or Africa as much as I would like, so what are the main programmes here?

 

Interestingly, I’ve now spoken at a good proportion of, though by know means all these events - even of those I’ve attended fairly regularly – eg the CIPD are stlll keeping me me off the platform at their annual conference for some reason, though they are letting me get involved in delivering a twitterversity session as one of the interactive gatherings in the exhibition this year.

It’s not going to help me share many insights with people, but it’ll be good fun, and I’ll get to meet lots of people – over a few feet of interweb, if not in real life!

Including you maybe?

 

Technorati Tags: conferences,summits,events,HR,talent,global,US,UK,Europe,Asia

 

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#CHRU3 #ConnectingHR Unconference: Human-Centric Recruiting

 

    I skipped most of our unconference yesterday – partly because I had a couple of meetings and really wanted to attend the Workplace Trends conference too.  And partly because ConnectingHR is a community, and the community is now running the unconferences, which is the way it should be.  This is still one of my favourite events, but I don’t have to be there now.

But I do still feel a strong attachment to the event (and even more so the community) so I wanted to blog something about it, even though I wasn’t there.  I asked a few people about what the main themes, issues, conclusions, agreements had been, and got a few snippets about different things, but nothing that bloggable.  Martin Couzins summed it up well – blogging from unconferences is really difficult because the whole day is so random and varied (that’s why I did a storify from HREvolution a few weeks back).

But the session that got people’s greatest engagement was clearly the one where the Spring brought in graduates who’d be unemployed for the last year to talk about their experience at the sharp end of the HR / Recruiting stick.  You can see Martin’s interview with one of them here.  The issue was clearly that recruiting is a bit of a one-way deal.  HR gets to sit back, choose who it wants, treat candidates as it wants to, and unless the get a job, the grads don’t get much back in return – certainly very little feedback which might actually help them get a job elsewhere.

Then there was a group session later on suggesting that we need for H for Human in the term HR (also see the picture from the tablecloth used during the world cafe session).  Michael Carty has blogged on this here.  That’s the key for me – it’s about respect and mutuality, and it applies across the whole area of HR, not just recruitment.

 

Human-Centric Workplace Design

It’s even largely what we were talking about at Workforce Trends, though I prefer human-centric to user-centric design.

It was obviously another good day, and in a way I regret attending Workplace Trends – don’t get me wrong: there was lots of great insight there, but there’s only so much a traditional conference format can achieve.

The good news is that we’re looking at getting Workplace, HR plus IT, OD, Communication and all the other professional functions together for an unconference next year – what this – and that – space.

 

Human-Centric HR Technology

Also look at for a post on human-centric use of HR technology, supporting the HR Technology Europe conference on 2nd and 3rd November.

 

Technorati Tags: HR,ConnectingHR,unconfernce,CHRU3,human,humanity,graduate,recruitment

 

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#Onrec and Recruitment 3.0 / 4.0

 

   I was at Onrec (UK) on Wednesday – where I finally won an ipad at the exhibition! – thanks to ClearChoiceCareers.

There were some good sessions, including an impressive review of Work 4 Us by Stephane Le Viet, and a challenging panel chaired by Matt Alder.  But I was most intrigued to see a slide in the presentation from Eilish Henson at Wood Mackenzie referencing their potential move to ‘recruitment 3.0 – 4.0: talent mapping and new online networking approaches to tap into passive talent pool’.

This of course is a reference to the recent article by Matthew Jeffery ideas on recruitment 3.0 and 4.0 and the fact that Eilish didn’t reference this is testament to the success of Matthew’s proposition.  But the fact that the article has ‘gone viral’ doesn’t necessarily mean that the points it was making were necessarily right.  So I thought I’d comment on the aspects of Matthew’s ideas about recruitment 3.0 / 4.0 that I agree with, and those that I don’t (something I’ve been meaning to do for some time).

And firstly, I need to state that I think the 3.0 and 4.0 is frankly daft, and also unhelpful – partly because assigning an endless string of numbers to anything is unlikely to help much.  2.0 (web 2.0, enterprise 2.0, HR 2.0 and yes, even recruitment 2.0) means something specific in terms of being a transformational change involving social ways of interacting – but lets leave it there.  Also if Matt’s recruitment 1.0 and 2.0 ‘are fundamentally focused on the active job seeker’, then they’re not fundamentally different, so they’re just different versions (1.0 and 1.1 perhaps) of the same thing.

Same thing with recruitment 3.0 which is concerned with  ‘the non-active / passive individual and a focus on best talent… engaged, two-way, free conversation based, transparent communities… mapping key competitors and seducing cream-of-the-crop talent with your brand and in-house opportunities’ and 4.0 which builds on this to move recruiting from being a cost centre to a profit centre.  Matt’s 3.0 is clearly a step change from his 1.0 and 2.0 but I just don’t see 4.0 as a further transformation.  Plus of course, it’s also possible to make recruitment 1.0 / 1.1 into a profit centre if it’s good enough for someone else to want to get involved in it.  So to me, these are both simply aspects of recruitment 2.0.

However, Matthew does outline some interesting shifts in the nature of recruitment.

Firstly, the idea of recruitment contributing directly to profit one is interesting, and is something that all professional functions within an organisation should work towards.  The idea that this contribution be through the value of an organisation’s talent pools is particularly interesting, however I don’t think it’s a very serious proposition given that 1.  recruitment is likely to need marketing / customer services / open innovation’s contacts more than these functions will need recruitment’s talent pools, 2. any contribution is more likely to be to market value rather than profitability (eg ‘companies like Zynga, Facebook and Linkedin have massive valuations, well above their profitability margins’) and this contribution is likely to be dwarfed by the value provided by the internal talent pool that has already been recruited.

I absolutely do think these external relationships are the key difference between recruitment 1.0 and 2.0 however.  In the panel, Felix Wetzel from Jobsite suggested that mobile is much bigger than social, and that if you’re not doing either, you should do social first. I agree that mobile is providing a big impact - and also support the other other panellist that social, mobile etc are all coming together - but I don’t believe mobile (communication vs consumption) is qualitatively different from what has come before, in the way that social is.

As I’ve posted previously, what I’m not convinced about is that these relationships will necessarily lead to full community, but I don’t consider this to detract from the importance of relationships.  And I also think community development is a great strategy where this is feasible, eg if you have a particularly strong employer brand – which is why, where possible, you should try to establish your own communities, rather than join in with those that already exist.

I also like Matthew’s suggestion that recruitment needs to extend its focus from internal employee referrals to external referrals: ‘crowdsourcing using their communities’ (or just relationships) – a sort of 2.0 squared (but still not 3.0).

There’s a few other things I’d argue with you, including the role of gaming (I think games like My Marriott Hotel are superb but this isn’t the same as trying to make a ‘boring’ process like recruitment more interesting by dressing it up as a game.

But that’s probably enough.  In conclusion, there are some good ideas here, and I think Wood Mackenzie would do well to consider them as part of its strategy.  Just don’t call it recruitment 3.0 / 4.0!

 

Also see:

• http://strategic-hcm.blogspot.com/2011/06/srconf-matt-jeffery-on-recruitment-40.html
• http://blog.social-advantage.com/2011/10/onrec-smartworking-conference.html

 

Technorati Tags: Onrec,recruitment,2.0,3.0,4.0,Matthew Jeffery,Autodesk

 

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HR and Social Media, South Africa

 

   More HR & social media related training today – in Birmingham (UK).  And nothing personal against Birmingham (recently voted Europe’s least sexiest city) – but I am probably looking forward more to the next session I’ll be doing in Johannesburg, South Africa.

 

If you’re in South Africa, I hope you may be able to come along to the session (or if you’ve got colleagues there, you can prod them!).  You can get booking details from vitaltraining.co.za.  I’ll also probably fly down a couple of days early, so if you want to meet up and talk about something else, we should be able to do that too.

 

Technorati Tags: Social media,HR,course,workshop,training,Johannesburg,South Africa,social recruiting,social learning

 

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HR, learning and integration

 

   Since I’m on the topic of training / learning and also integration, and also my disagreements!, I thought I would pick up on something I had meant to post on back in the Summer.

This is a tweet from June’s Learning and Skills Group conference, suggesting that Learning needs to be extracted out from underneath the dead hand of HR (OK, I’m elaborating slightly) to be put at the heart of organisational strategy.

Now, I’m absolutely sure there was a positive intent to this.  For one thing, the conference had been discussing how people are increasingly the basis for competitive advantage (something I completely support) and I think the tweeter was responding to this.  I also agree that through its focus on capability, L&D is much more directly aligned with this competitive advantage than much of HR.

But that doesn’t stop the suggestion being absolutely wrong – in fact it’s just about the opposite of what we need to do.

The need is to integrate rather than separate, and this can be achieved in two ways:

• By integrating type of activity across learning AND the rest of HR.  Ie whatever approaches are used in learning, these are going to be best supported if similar approaches are used in eg recruiting too.  So social learning is going to be most effective if social media has been used within recruitment, and therefore the organisation employs a high proportion of social media savvy employees.
• More importantly, by integrating on the same outcome – human and social capital etc, whether this is focused on speed, innovation or whatever.  Ie an organisation is only going to gain competitive advantage if HR AND learning etc are focused on this same outcome – learning can’t do it on its own.

 

This need for integration is of course, the focus of ‘the Executive Guide to Talent Management’ too, and you can read more about my perspectives on activity and outcome based integration there.

 

By the way, also see my (much) earlier post on HR and Diversity – the same arguments also apply to Learning, and to Recruiting, Internal Communication etc (and even Workplace Design etc) too.

 

And Don, this is what I’d talk about if you put me back on the platform at the Learning Technologies conference next year.  Ie, that once organisations have introduced social learning tools, it’s going to make sense for them to introduce similar tools into recruitment, performance, recognition etc too.  So Learning practitioners don’t just need to understand social learning, they need to understand the full spectrum of social HR activities as well.

 

There are couple of other things on Learning that I’ve been meaning to pick up this week, but I’ve run out of time.  Next week I’m at Onrec (the UK vs the US version) and will be posting on Recruitment most of the week.

I’ll come back to learning again later on…  In the meanwhile, have a good weekend!

 

Technorati Tags: learning,development,training,learning and skills group,learning technologies,onrec,recruiting,integration

 

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Training Zone – Learning and OD

 

   I’ve had this article published in TrainingZone – looking at the increasing integration of Learning & Development, Organsiation Development etc, post my attendance at the recent CIPD OD conference.  Take a look? (free subscription required):

Review: the CIPD’s organisation development conference

 

My OD conference posts:

• OD, Engagement and the Guru Group
• Thoughts on CIPD’s Organisation Development conference

 

Technorati Tags: TrainingZone,learning,organisation,training,development,hr

 

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