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>September 26, 2012
The World Human Resources Congress was held in Australasia for the first time ever on September 26th and 27th 2012. This opportunity was too great to be missed and hence QJumpers members Simon Oldham and Lloyd Cloughley decided to jump the ditch and head on over.
The quality of speakers was incredible; including Steve Wosniak (co-founder of Apple), Li Cunxin (author of Mao’s last dancer), Cathy Freeman (400m Olympic gold medallist), Dave Ulrich (HR guru), Rachel Botsman (Social Media trending guru), Daniel Pink (staff motivational expert) and many many more……
The event attracted over 3,500 participants from around the world and over 150 of the leading global suppliers to the exhibition area. It really was a who’s who of HR. It was great to see so many kiwis there too.
I have highlighted the key points that I took from the sessions that I attended.
What's next in HR: The requirements for HR from the outside- Dave Ulrich - Professor of Business, Ross School of Business, University of Michigan, Co-founder and partner, RBL Group
Dave spoke at length about how we in the HR area of our businesses need to start looking at everything from the outside in; rather than how we see ourselves. This is relevant in all parts of business.
How do our customers see our values?
Are they the same as we say we have?
Are they the same as our advertising portrays?
Something that can help us to look form the outside in is to ask "so that" 3 times when performing our duties. E.g. “So that we can deliver on time, so that we can sell more, so that the shareholders are happy... “ To keep HR delivering value, we need to think what is happening outside of our own industries. Can this affect our industry in the future. How can we use it?
We need to anticipate what our clients need before they need it. This is relevant for both of our internal and external clients. The three most important questions that we need to focus on in HR are:
Do we have the right talent, leadership, culture? Competence x commitment x contribution = productivity
20/20 Vision: Technology, business, and society in the 21st century- Rachel Botsman Social Innovator, author
There has been a major transformation. We no longer ‘need’ stuff but we want to have the experience of it e.g.
Access is becoming more important than ownership. Technology enables the common person to make use of ’Idling capacity’ - untapped skills or assets: There will be 1.3 Bn mobile workers worldwide by 2015. 35% of the time a desk in a traditional office is unoccupied . Liquid space was set up as a desk sharing company. Social, mobile and location technology is enabling this (SOMOLO).
Social networking is becoming a service network to get things done rather than just connecting or communicating like we think of it now.
There has been a trust evolution from the Information Age (emails), to the Social Age (connecting people to each other) to the collaborative age - using technology to share assets - and people actually meeting to meet a need. This is called Online to offline (OTO) and it is taking the power away from large corporates and putting into the hands of the masses. E.g.
People are able to make and save money from their assets (e.g. Car for delivery, kitchen to sell food).
Through referrals and/or online feedback systems, technology is now being used to build trust between strangers. Trust is an essential part making OTO work.
‘Reputation capital’ will take over - built up from the comments and rankings that others give us over various websites. This will eventually define us and how we will get jobs.
Stack overflow is a working example of this whereby website developers gain a reputation by answering questions. Their answers are then rated by their peers and a score is allocated. The better the answer and the more questions answered, the better the score. IT recruiters now look to this score as an indication of a developer’s skill rather than their CV.
‘If-then’ rewards only work for short term simple tasks but leads to poorer performance for even rudimentary cognitive skill. Money is a motivator. Pay people enough to take money off the table so they can focus on work.
Gen-Y's go from instant feedback in their everyday life (e.g. text messages, searching on their phones, Internet) to entering the workforce and getting annual performance reviews. No wonder they are dissalusioned entering the workforce. They need constant feedback.
There are three key things to keep people motivated:
Management is designed to get compliance - to do what the company wants its employees to do. It does not give engagement. For engagement, you want autonomy, self-direction in the following things:
Facebook employees - after three weeks and working in the various departments, the new employee chooses which department they want to work in. Some companies offer free time where employees can do whatever they like as long as it benefits the company and they present it to everyone afterwards. Often called a "FedEx day". Non commissioned work.
Intuit, google, atlassiat do it too....
2 PurposeWhy are we doing what we are doing? Why does it matter? To get better engagement employers need to have dewer discussions around how we do it and more around why we do it. Getting buy-in brings engagement
3 Mastery People want to improve. One of the biggest motivators in the workplace is when people make progress in meaningful work. But in order to know that they are making progress and do a good job they need feedback.
The World Federation of People Management Associations (WFPMA) and The Boston Consulting Group (BCG) have joined forces to conduct the 2012 worldwide HR survey on "Creating People Advantage." It is the largest quantitative survey of its kind and an established benchmark, providing leaders with insight into the developments and challenges in HR and people management.
Jean Michel Caye presented the findings of this survey. The key findings were: