All posts by Trish

Why Rebuilding a Relationship Always Means Rebuilding Trust

trustI read a good post from Seth Godin today called Two Elements of an Apology and it reminded me that when rebuilding a relationship, as we all have to do from time to time, is more than just saying you’re sorry.  Rebuilding anything takes time, care, attention and planning.  You have to be willing to look at the whole picture and accept that you have done things wrong.

This is where it gets hard.

I know that none of us like admitting that we could have handled something better.  It’s like being called to the teacher’s desk or principal’s office in elementary school.  You get this feeling in the pit of your stomach because you have to face something about yourself that you don’t like.

I think the older I get, the more I realize that if a relationship of any type (home, work or friendship) is not working, it’s not about the other person.  It’s all on me.  It’s about putting aside my own pride and owning how I could have treated that person better.  How I could have met them where they needed me.  How I could have been more helpful or supportive.

In the end, if you’ve done someone wrong and damaged a relationship, you have to demonstrate to that person that they can trust you again.  That may mean showing your vulnerable side to make it happen.  I think it will be worth it….

What do you think?

Big Trends in HR Technology 2014 and Beyond

Today I’m sharing the presentation slides from a Human Resource Executive Magazine webinar that I co-presented yesterday along with Steve Boese.

The title of the presentation is Big Trends in HR Technology 2014 and Beyond.  While these kinds of ‘trends’ talks tend to focus on ‘trends’ that are really just far-future kinds of speculation or are simply repeats of ideas that have been talked about for some time, Steve and I tried to keep the talk grounded in research and the actual experiences of many of the leading organizations that will be part of the upcoming HR Technology Conference in October.

You can check out the slides below or this direct link.

Top 5 Points from the Webinar

1. There are 3 dimensions for potential impact of HR tech – organizational, managerial, and individual – and the most successful HR tech projects resonate and add value at all 3 levels

2. The key organizational decision drivers for the replacement of HR technology vary depending on the type of HR tech. For Core HR systems, better integration is the primary driver. For talent management however, User Experience tops the list.

3. Selecting the ‘right’ HR technology solution involves an analysis and balance of 5 factors: Cost/ROI, Technological fit, Cultural fit, system capability/roadmap, and complexity/UX.

4. For both Core HR and for Talent Management tech, an increased demand for better integration across the HR systems footprint, as well as with other corporate systems is driving investment and the attention of corporate leaders.

5. We are not really talking as much about ‘mobile’ or ‘social’ as discrete concepts, but rather a more comprehensive idea of ‘User Experience’, at its many levels, will increasingly influence systems development, purchase decisions, and user adoption rates, (and therefore, ROI).

Thanks to Human Resource Executive, webinar sponsor Castlight Health and Brandon Hall Group.

Little Training, Big Regrets in HR Technology

I recently completed a survey on HR Systems.  In this KnowledgeGraphic based on Brandon Hall Group’s 2014 HR Technology survey, the biggest regret among organizations that implemented new technology was not allocating more time for training. Respondents see the need for more focus and rigor around training, not only for end-users.

Full KnowledgeGraphic available for download here.

HR Tech Training-Photo

 – See more at: http://www.brandonhall.com/blogs/hr-technology-little-training-big-regrets-knowledgegraphic/#sthash.vBy4pNtq.dpuf

Be the HR Brand Ambassador for Your Organizaion

who-are-you11I’ve been thinking about human resources and, specifically, each individual that works in the department.  For years, you’ve been bombarded with people telling you to rebrand yourself and the service you provide your organization.  I’d like to take that a step further and give some suggestions of things that you as a HR leader or practitioner can do to make a meaningful difference.

HR is often a faceless part of the organization.  We often operate behind the scenes with few employees understanding our value.  When you think about what percentage of your employee population knows you are the person supporting them, would that number be high or low?  If you think that number is low, what is the reason?

I believe that every HR pro should be a visible, integral part of the business. Employees of all levels should know who you are and that you are a trustworthy source they can seek out for advice and assistance.  YOUR face should be the one that employees think of when they think of HR in your company.  If I were asked to describe my “ideal” HR department, it would be one in which every HR pro would:

  • Know the business: Speak the language of the particular industry they support.
  • Understand the financials:  Financial knowledge is key to being able to strategically advise leadership on people issues.
  • Be honest: HR should not sugarcoat what is going on. The only way to really make things better is to examine the issue at hand.
  • Encourage innovation: Include HR at all levels in brainstorming to truly challenge the traditional ways of doing things.  Some processes will remain the same.  Others will be taken to new and better levels.
  • Be recognized publically (internally AND externally): Other work teams publicize their “wins.”  So should HR.

How do we get to the ideal? We RISE to a new level of awareness:

  • Reduce or outsource administrative functions where possible
  • Innovate to come up with fresh approaches to HR
  • Spread the word about what HR is and what it isn’t, and really publicize HR “wins” and successes
  • Engage all levels of the organization.  You do this by creating, attending and participating in grassroots efforts to help HR evolve.

Most importantly, don’t tear down your own field.  Don’t be the part of HR that tries to slow or stop the momentum of the people who really are trying to expand the reach and understanding of HR. Live what you’re preaching.  Get involved. Make it happen.  Good things don’t happen overnight, so do your part every day to encourage change.

The benefit of thinking about how HR is currently viewed and ways to consciously brand the department and HR pros is that you will actually put yourself in the position of being a barrier to exit for employees at risk of leaving.  Think about that.  One of the best ways HR can create business value is by reducing voluntary turnover of solid performers. By being someone that employees trust, you’ll hear about any issues as they arise, not as the employee is walking out the door.

Tell me what you’re doing, or have done, to build a brand of trust with your employees.

- See more at: http://www.brandonhall.com/blogs/become-the-hr-brand-ambassador-for-your-organization/#sthash.p6RWPIMF.dpuf

Disrupt HR? Disrupt YOU!

disruptI recently had the opportunity to participate in an event called DisruptHR Cleveland.  This was one of the most amazing experiences I have had in many years.  If was an event pulled together by Frank and Tammy Zupan, Lauren Rudman and Michelle Salis in an effort to bring HR professionals together in Cleveland to think about HR differently.  The format was Ignite-style which means you bring together numerous presenters and give each one 5 minutes to present on his/her topic.  The 5 minutes is made up of 20 slides that auto-advance every 15 seconds.

As someone who speaks publicly, a LOT, my biggest fear was that I would not be able to shut up after 5 minutes.  Luckily for the crowd, I stayed on task and on point.  I invite you to watch my presentation here.  My topic was “Disrupt YOU” and in it I talk about why and how HR pros can disrupt your own career.

DisruptHR Cleveland

Feel free to share and if you’re interested in hosting a DisruptHR event in your city, you can get more information here.

Get Rid of Birthday Parties at Work

Happy birthday to you!  You’re fifty-two!

What? 52?

workYes, believe it or not, this kind of song happens in many workplaces each day.  I don’t know when organizations decided that  reverting back to a practice we all had in elementary school would be a good thing.  Maybe some “expert” told them that it would engage the employee.  Maybe they felt that planning employee birthday parties, complete with cake, would be a good use of the HR pro’s time.  Either way, I say enough is enough.

Frankly, I never liked walking in the kitchen at work only to have people gather around the monthly birthday cake to sing.  Why not put that energy into celebrating something that employee did that was work-related?  Why not celebrate teamwork in the department?  Personally, I’d rather have a boss recognize me on my annual anniversary with the company. I’m all for recognition, but let’s get real, unless you are 10 years old, I don’t know that we need a birthday party at work.

I know I’ll anger all those employees who start telling you several weeks in advance that their birthday is coming.  I just think that celebrating them at work is becoming less popular as our workplaces become more diverse.  Many employees do not celebrate due to religious or cultural reasons.  Singling them out either by celebrating them without understanding their beliefs, or by having to exclude them is not a good way to build engagement.

What do you think?  Do you celebrate your birthday at work?  How do you handle employees that do not celebrate birthdays?  

HR Decision Making Through the Lens of Pricing Psychology

MoneyI was reading an article on the Conversion XL blog, Pricing Experiments You Might Not Know, But Can Learn From and the insights shared were fascinating.  I started thinking about how these concepts can be applied to HR.

Here are some of the basic premises from the post:

  • What people say and do with regard to pricing are two different things
  • When given 2 options, people find it hard to distinguish between the 2
  • When 3 options are given, it is easier for people to compare the options
  • The Anchoring Theory suggests that if you give someone a number as a starting point, they will use it to estimate an unknown quantity

If we are to take each of those concepts and apply them to employee behavior in an organization, there are many hypotheses that come forward.

What You Say vs. What You Do

According to the article, what people say they will pay and what they actually are willing to pay for something are often two very different things.  Take for example, buying a car.  We all know that there is some range of stated pricing on new cars.  Since car buying is actually about negotiating a price, though, depending on your negotiation skills, the value of any trade-in vehicle, and other variables, you may drive away paying far less (or more) than another person who just bought the same car.

In the workplace, leaders know that what employees say they are going to do and what they actually do are often quite different.  It’s not that a majority of employees are trying to be deceptive, it’s just human nature.  Sometimes they over-promise, sometimes schedules change, and sometimes they truly have no intention on delivering what they say they will. The lesson is that just because someone says they will do something, it’s not necessarily true.

The 2-Option Approach

The idea with pricing is that if you offer two options, you would think it would be easy for someone to make a decision between them.  This does not prove true, though, because people often have a hard time distinguishing between them.

I have seen this come into play many times in the HR world.  Think about how many benefit plans your organization offers.  I have worked at places that offer two and it can be challenging for employees to choose.  In this case, they often just keep whatever plan they chose when they began employment.  Even if you throw an active open enrollment in the mix, it is still hard to compare.

The 3-Option Approach – The Decoy

The way to make the decision-making process easier is to add a third option.  In the article, the example used is choosing between a trip to Paris with free breakfast (Option A) and a trip to Rome with free breakfast (Option B).  Both cities are wonderful and have many good attributes, so people had a hard time choosing between the two.  When a third option was added, a trip to Paris without breakfast, it was much easier for people to choose and a majority chose Paris with breakfast.  The reason it works is that you offer a third option that is fairly similar to one of the choices and it makes that option stand out.

Go back to our benefit plan example and if you add a third benefit plan that is similar to one of the original two, employees should actually have an easier time deciding.

Anchoring Theory

The last thing I found intriguing was the idea of price anchoring.  The theory was developed by two psychologists, Tversky and Kahneman, in the 1970s. The theory is that if you give a person a number – any number – and then ask for a cost estimate of something, the person will use the number as a starting point for the estimate.

In HR, this could come into play in hiring and forecasting.  If you have a group of managers who are asked to forecast their hiring needs but they are not sure where to start, by giving them a number (maybe from prior year, from another division, etc.) you may be doing more harm than good.  It could influence their thinking in such a way that the number they decide to go with is close to the number provided.  This is one reason it’s helpful to use HR technology to provide many points of business data to leaders.  By using real data, decisions will be clearer and more fact-based.

Feel free to challenge the ideas or tell me you agree.  What have you seen in your organization?

How Valuable are Personality Tests

I’m not a lover of tests.  Whether it was tests in school, medical tests or tests at work, I’m not a fan.  So why is it that when I see quick little tests on Facebook that my friends take, I’m intrigued?  Now there are many that I chuckle at… for example, I saw one this past week that would tell you what your “Old Lady” name should be.  Nah- count me out on that one.  Today was different though.

Someone I trust, fellow writer Lisa Rosendahl, posted a link to a blog by a mutual friend, Jennifer McClure.  Jennifer participated in a personality test and offered a free code for readers to participate.  I tend to feel confident that I know who I am and how I feel, but I was curious, so I participated.

The test was designed to share how others see you based on your responses.  I must admit, I wasn’t surprised by the results.  My assessment basically said the following about me:

  1. I am ambitious, focused and compelling.
  2. I provide influential leadership that leads to results
  3. I have strong opinions and very high standards for myself and others.

There were a few more nuggets, but those were the major ones in the report.  The real value for me came in the part of the assessment that told about what would not be a good work environment for me.  I don’t know that I’ve ever taken one before that addressed that specifically.  Here’s what I learned:

  1. Other people should not put me on a work treadmill and expect me to do well.
  2. If people try to over-manage my agenda, I won’t stay motivated.
  3. I like to drive my success, so I need to be in charge of my own deliverables.

As I think through those things, it really makes sense.  When I think back to jobs that were good but just not the right “fit” for me, it usually was because they were highly-controlled, over managed workplaces.  Not the ideal setting for someone with my personality and skills.

I think having the extra portion of the assessment that shares how the assesse might work best, it sets you up to really evaluate your own work situation.  If you’re like me and find this interesting, I invite you to check out Jennifer McClure’s post and get your free code/ assessment today.  It just might make you approach work differently.