HR Lagniappe

Louisiana SHRM


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The Art of Foresight: A Tool for HR in a Changing World #lashrm13 preview

signpost of timeToday’s guest post is from Mike Haberman, SPHR, who will be presenting a concurrent session at the Louisiana SHRM State Conference on Monday, April 8th entitled “7 Steps to Becoming an HR Futurist” – you can find the details here  Follow Mike on Twitter and check out his blog, HR Observations.

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If you have read HR Observations for any period of time you know that Futurism is a frequent topic. I have written about it here, here, and here as examples.  The title of this piece came from a special report published by the World Future Society called The Art of Foresight: Preparing for a Changing World. This report described tools that can be used to anticipate the future. There were 12 tools in all listed in the report. A few of them, simulations, computer simulations, scenario development and analysis, may be beyond the resources of many companies. Some of them, trend analysis, trend projection, polling, historical analysis and modeling may be beyond the interest level of most HR people. But there are four tools that all HR departments, small or large, can use and use effectively. These include:

  1. Scanning: The materials for SHRM’s certification program teaches us that environmental scanning is an important competency for the HR professional. The WFS defines it as “An ongoing effort to identify significant changes in the world beyond the organization or group doing the scanning.” Typically this is a concerted effort to survey newspapers, magazines, web sites, blog posts, newsletters and other media for changes that may have future importance. Google alerts is a good tool for this type of scanning. Pick words or phrases that you consider important to your company or industry. According to the WFS “Scanning focuses mainly on trends–changes that occur through time– rather than events—changes that occur very quickly and are much less significant for understanding the future.”
  2. Trend Monitoring: This is paying attention to trends that have been identified as being important, or potentially important to your particular company or industry. They need to be watched on a regular basis and reported to key decision makers. Be it unemployment, fashion, a particular technology or whatever, you need to determine what it is (scanning) and then watch it. Again Google alerts help as does subscribing to various trend newsletters. I read one published by Trendwatching.com.
  3. Brainstorming: Most of us have heard this term before. WFS defines it as “…the generation of new ideas utilizing a small group assembled to think creatively about a topic, such as a problem to be solved, and opportunity to captue, or a direction to take a new organization.”  Brainstorming is helpful in understanding possibilities and risks. Brainstorming can be done internally or with the help of an outside consultant/facilitator.
  4. Visioning: This consists of picturing your ideal future, often creating several possible and desirable futures. This is often the lead in to strategic planning. Again this can be done internally or with outside help.

So there you have four tools that all HR professionals and HR departments can use for aiding in anticipating the future in order to be better prepared for it.

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It’s not about HR – #lashrm13 preview

up arrowToday’s guest post is from Broc Edwards who will be presenting a concurrent session at the Louisiana SHRM State Conference along with Cheryl Gochis on Tuesday, April 9th.  The name of their session is “No Place Like Home: Changing the Organization with Eight Months of Silo Bustin’, Relationship Buildin’, Educatin’, Innovatin’, Process Improvin’, Job Shadowin’ Fun” and you can find the details here  Follow Broc on Twitter and check out his blog, Fool with Plan.

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It’s not about Human Resources. It’s never about Human Resources. HR is a means to an end, not an end onto itself. It’s about creating great business results by building phenomenally good companies by finding, hiring, developing, and supporting fantastic people so they can make the right decisions and take the best actions.

When we make it about HR we turn inward, build the walls and fill the moat, and start checking the boxes regardless of whether or not they make sense. We hide behind legislation, regulation, and policy. We focus on NOT GETTING SUED. We operate out of perpetual fear and we marginalize ourselves and our contribution. We overbuild processes and policies that weigh people down with complexity.

When we make it about getting really great business results through people (and that’s the only way to get great business results) we become inclusive, expansive, and invaluable. We are aware of and help the company meet it’s legal obligations, but we see that as the start, not the finish line. We build, honor, assist, and create. We push for what’s right and what’s smart. We hold ourselves accountable for performance, outcomes, and results. We understand that people are our customers and provide the highest levels of service. We strive to make things simple.

And we get to choose. Every day we get to choose. What are you going to choose today?


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Am I Receiving You? #lashrm13

receiving(today’s post is by Doug Shaw who, as you will read, is quite excited about journeying to Louisiana and speaking at the upcoming SHRM State Conference).

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We’re less than three months away from the Louisiana State HR Conference and I don’t know about you, but I am already really excited about it. As well as being a chance to hear from a host of top drawer speaking talent, it will be my first visit to your lovely state since I passed briefly through Shreveport in 1986 on a bus from Denver to Miami. What had I been doing in Denver? Watching the Broncos beat the Redskins 31 to 30, courtesy of some fine quarterback action from John Elway, and a missed field goal by Redskins place kicker Max Zendejas. I’m looking forward to traveling the 7,500 kilometres from my home here in London England to see you in Baton Rouge.

If you are planning on joining in with my session on Building Social HR Leadership it would be a pleasure to see you there. What would be even better though, would be if you will engage with me now, or at some point before the event, to tell me what you think you’d like to learn with me? What does social media have to do with leadership? How can we use it to make a difference for us, our profession, our colleagues and our customers? I have loads of ideas I’m happy to share – and what I’d really like to do is create value for you by understanding your needs beforehand. If you would like to get in touch I would love to hear from you by email, or via my website or Twitter – whatever suits you best.

Looking forward to seeing you.

Doug


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Resolve to Be Flexible in 2013!

convo(This post, written by Lisa Horn, co-leader of SHRM’s Workplace Flexibility Initiative, originally appeared on the SHRM blog.  You will be interested to see that Louisiana is one of the 15 states that will be heavily involved with the When Work Works initiative this year!  You can follow Lisa on twitter for regular updates)

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It’s that time again when we make our resolutions for the New Year – resolutions that we may or may not keep, of course, but that we make nonetheless. As we turn the corner into 2013, here’s a resolution HR professionals should make (and keep!) for their organization: BE FLEXIBLE!

The 21st century workplace and workforce demand that organizations think about work differently.  Work, for example, is no longer someplace we go, but tasks we complete from home, the airport, or the Little League bleachers.  Work means delivering results for customers and clients, not sitting in a cubicle after the work is completed for no reason other than not wanting to be the first to leave.

The Building Construction Products Division of Caterpillar Inc., with 95 employees based in Cary, N.C., is a Sloan Award-winning worksite that focuses on results.  Here, the leadership realizes that flexibility is not only a necessity for employees to manage their personal and professional issues, but it also helps the company attract new talent, ensuring that the company remains competitive in its field.  Caterpillar Inc. focuses on results, rather than hours worked, so employees understand that as long as they get their work done, supervisors are able to support flexible work schedules without questions.

All 362 recipients of the 2012 Sloan Award for Excellence in Workplace Effectiveness and Flexibility are excellent examples of organizations that have figured out how to make work “work” for both the employer and employees.  Whether they are well-known large firms, or medium or small organizations known primarily in their own communities, they embrace workplace flexibility as a business strategy.

So whether you are wondering how to make workflex a reality for your organization in the coming year or whether your company already utilizes innovative flex strategies, resolve in 2013 to get involved with When Work Works, a joint project of the Society for Human Resource Management and Families and Work Institute.

This national workplace flexibility initiative brings cutting-edge resources, research, and best practices uncovered through the Sloan Award to HR professionals and business leaders across the country via a network of community partners.  When Work Works will be rolling into 15 target states in 2013 –Alabama, Colorado, Connecticut, Delaware, Hawaii, Indiana, Kansas, Louisiana, Montana, Nebraska, Nevada, New Jersey, North Carolina, South Dakota, Washington – and continuing in California. Keep an eye out for a program near you!

Applications for the 2013 Sloan Award open on Jan. 14, providing you an opportunity to either showcase your organization’s flexible work environment or learn how your worksite stacks up against other employers. Apply online at www.whenworkworks.org.

Don’t let this resolution end up like that gym membership – unused! Flexible work is the future of work.  Your organization’s ability to compete may just depend on it.


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Light Bulb Moments and Getting Ready for #lashrm13

Baton Rouge downtown bridgeAs we get ready for the 2013 Louisiana SHRM State Conference on HR (#lashrm13), we thought it might be fun to share a recap post from the 2012 conference.  Bill Boorman led a concurrent session last year in New Orleans and we are thrilled to have him return for the 2013 event where he will be our closing keynote speaker on Tuesday, April 9th talking about “The ‘Cult’ of Work.” You’ll also be able to catch him running a concurrent session on Monday April 8th with Robin Schooling entitled “HR’s Turning Point: Are You Staying in Place or Moving Forward?”

Enjoy the post below which was Bill’s recap of the 2012 conference; we like to call it ‘a view from the UK.’  And make plans to join us in 2013 as we bring the conference to Baton Rouge!

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Light Bulb Moments from New Orleans #LASHRM

It’s been a few weeks now since I got back from #LASHRM in New Orleans. I have something I always do a few weeks after an event. I take some blank sheets of paper and I write down a few statements and words under 3 headings:

> What do I remember? What were the light bulb moments?

> Who do I remember?

> Out of 10, would I go back again?

Just for a change I thought it would share the first and last sections publicly, and for the record, in terms of who I remember, it was one of the longest lists from any event. This was a memorable event with a memorable crowd.

My light bulb moments:

> If you only connect with people like you, you will learn nothing and gain nothing.

> Diversity is as much about personality as colour, race etc

> Your network is your posse who are in your corner.

> If we all think the same some of us are irrelevant

> It’s not what you know it’s who you know, and that’s a good thing, despite negative connotations. Network intentionally.

> When you reward people for what you want them to do before you ask them to do it, they are much more likely to do what you want compared with rewarding them only if they do it.

> New Orleans is both one of the 5 most friendly cities in the world, and also the 5 most dangerous at the same time.

> Gumbo with everything is perfectly acceptable.

> It’s better to be the party than go to the party.

> People who earn $14.5 Mn a year essentially want the same things from work and colleagues as people on minimum wage. People are people whatever the status.

> Creating opportunities for accidental engagement is the best way to get people to ask what they really want to know. talking in places like car parks and water coolers beats meetings in offices because of informality. Executives need to create plenty of opportunities for this to happen.

> 5% of the people influence the behavior of the other 95%. The key is knowing who the 5% are, what motivates them and reaching them.

> Its more effective to manage the work rather than the hours.

> It’s easier to take the work to where the skills are than take try to bring the skills to the work.

> People have better technology in their houses than they have in their offices.

> Don’t be afraid to fly the freak flag.

> Best practice is not innovation.

> State conferences beat champagne headline events for content and community.

> Police horses fit in bars.

> You can tap dance by fitting tin can lids on the bottom of your shoes.

>If you are communicating the need for change, you need to deliver it as a benefit to the ones who are going to have to do the changing, not the benefit to you.

> When you give an order, people will follow but absolve themselves from responsibility for the outcome.

> American service can be as bad as UK service, they just wish you a “nice day” after.

> I’d like to work for Rose Hudson, the CEO of Louisiana State Lottery.

> The worst and most dangerous type of prejudice is delivered by people who would not consider themselves prejudiced.

> You don’t go to work, work comes to you.

> Robin Schooling is quite brilliant at getting everyone together. We all went to New Orleans because Robin asked. That’s the power of personal connections.

> Everyone in Louisiana talks about their life in 2 parts. Before the storm and after the storm.

> User adoption is more important than technical capability in HR Tech.

> Most people operate their current technology at 20%.

> New Orleans has gone through the rebuilding period and is now in the renaissance period. Town branding is important for its citizens.

> Jazz is quite cool but Blues is better.

> Big Al Carson should be a worldwide star.

That’s what I remembered from #LASHRM, and it’s a big list. I remembered a whole lot of new people. Thanks to you all, it was a lot of fun.

And the last bit, my score for if I would go back, it’s 11 out of 10! Brilliant conference. Brilliant time, and I’m already plotting #truNewOrleans for later in the year.

Bill