Last week I had the chance to speak with a local HR leader. She was lamenting her company’s hideously awful HR module that was an add-on to the company accounting software. The firm paid plenty of money for the module, but it is ineffective, inefficient, and virtually useless. It looks like it was coded/developed in 1993, if that tells you anything. There are no reporting, searching, or other core capabilities that would make the system a valuable tool to help improve the HR team’s service delivery. So I told her to stick with Excel for a while longer until they can convince the CEO that they need real technology. A while back I wrote about a very similar topic: how consumer demands for technology are shaping what we and our employees want in our workplace technology.

Consumer Trends and HR Technology

When we asked global participants in our recent Employment Value Proposition survey whether their HR technology makes life easier by providing access to relevant information to help employees manage their career, the response was a dismal 13%. About one in 10 companies believes HR technology is truly making life easier for employees, and that is a problem, because employees have high expectations for the technology they use.

hcm technologyWhen it comes down to technology selection, there are a wide variety of inputs that help to drive the decision. Some of them are very specific, revolving around cultural or business-oriented requirements. Others are larger in scope, affecting virtually every company that is evaluating technology. The two global trends that are having the greatest impact on technology selection today are consumer-driven demands and personalized recommendations.

Consumer-Driven Technology Demands

The release of the first iPhone in 2007 was a leap forward in delivering a delightful user experience. Since then we’ve seen an increased number of companies focusing on usability as a key driver of selection decisions. The apps, video content, and social capabilities of the smartphone era have enabled users to be more productive. These tools enable users to achieve more in less time, helping them to fully realize the value of technology like never before.

And now those expectations extend to workplace technology as well. Your employees are accustomed to personal computing experiences that are intuitive, engaging, and user-friendly. They now expect their work environment to provide technology of the same quality and fidelity, whether mobile or desktop.

Personalized Recommendations

Users have become ac­customed to visiting Amazon and other online retailers for their shopping needs, and one thing these stores do very well is offering personalized recommendations based on browsing history, previous purchases, and other online activity. Bought a purse? They will offer you a similar one, or a complemen­tary item. Purchased a food item? The site can help give you recommendations based on what other similar us­ers liked.

This concept applies to talent technology in the form of guided experiences. Employees appreciate hav­ing a personalized experience with technology without it feeling too scripted or forced. The benefit here for business leaders is less time spent walking users through the software or tailoring it to each individual’s needs. It’s a win-win for both parties and helps to keep users engaged.

The Technology Outlook

When we look at satisfaction ratings for technology, whether learning, talent, or HR, we see a definite trend. Companies are not particularly happy with their existing technology. Just 19% of organizations say they are very satisfied with the quality of their overall technology environment, according to the 2015 Brandon Hall Group EVP study.

It’s time to look at your technology options not just as a means to an end, but as a method for engaging your workforce through multiple touchpoints on a regular basis. From the applicant tracking system, onboarding tools, and performance management platform to something as mundane as an address change, you have the opportunity to create a great experience for your employees with your technology.

Consider your existing HCM technology. Would you say it provides an engaging experience for employees? Why or why not?

Technology is everywhere in the workplace today, but one of the biggest problems for many companies is integrating the various systems they have. If you have a favorite performance management system and want that to feed into your company’s learning management system so you aren’t duplicating entries and potentially messing up data, good luck. That’s a big reason why so many organizations go with suite providers (companies that offer multiple modules–performance, compensation, learning, talent acquisition, etc.) I had the thought recently just how absurd this would be in the real world, and that was the foundation for this post.

hr technology integrationA human example of technology incompatibility

There are ten people sitting in a room working furiously. Nobody speaks to each other.

When a business problem arises, each person has a different solution, because each only has a piece of the overall story.

Oh, and each person has a different method/preference for interacting.

  • Bob only accepts conversations in batches between 2:00 and 3:00am on weekends so as not to interrupt other activities.
  • Anything you say to Mary will immediately overwrite what others have said to her on the same topic.
  • Charles only speaks a rare language that requires a $150/hr interpreter to translate.
  • 30% of what you tell Floyd is immediately forgotten and requires you to re-tell him again.
  • When you ask Carrie to look something up it takes her half an hour and what she finds is completely irrelevant.
  • Nobody ever interacts with Jamie and nobody is sure why he is there, but then again nobody has ever dared to ask.

There are consultants for hire whose sole job is to attempt to help each system to talk with one another. It takes forever and costs a lot of money, and even when it works you’re mostly disappointed.

————–

See how crazy this analogy is? We wouldn’t let this happen with people in the workplace, but with technology this is unfortunately an all-too-common story. We have all of these amazing technologies that help us to do things in more efficient ways than ever before, but the whole integration thing is holding us back.

I’d love to hear from some of you that have different technologies in the workplace that need to “talk” with each other. How were you able to solve the problem? Or do you just work around the issue instead of addressing it, because it is easier in the short term?

*Updated with additional info from several anonymous sources

I’m going to preface today’s discussion a bit. I have been a SHRM volunteer leader since 2009. I’ve been a long-time supporter of SHRM. I also have been a supporter of HRCI since 2009 when I became certified. I’ve watched the battle rage between these two organizations over the past two years and have refrained from commenting publicly. This is my opinion (as usual) and doesn’t mean I have stopped supporting either of these valuable organizations. My goal is to make HR better, and I think that each of these groups is trying to do the same in their own respective ways. 

Many of you may know me as the person who talks about HR certification more than anyone else on the Internet. Why do I do it? Because I believe in the value. No, not the value in the certification, but in the value of the commitment to long-term improvement.

SHRM vs HRCI Certification

PHR SPHR SHRM-SCP SHRM-CPI just answered a few questions last week and I wanted to cover the topic here because it’s a theme that I am seeing more and more often.

I am considering certification because I think I would like to move somewhat more toward the HR field.

I am wondering which certification is best (PHR or SHRM) and whether you think it would be beneficial to me in my quest toward a more focused HR career.

Also, this one:

I will be taking the SPHR in June 2016 : please answer my below questions

1. What all material I need to buy
2. i am confused – how could we use SHRM Study Material for SPHR certification – aren’t these two different institutions

For those of you who have been under a rock, SHRM stopped supporting the HRCI credentials (SPHR and PHR) back in 2014. Here’s what I wrote on the topic back then:

HRCI is not planning to discontinue providing PHR, SPHR, and GPHR exams to allow HR professionals to be certified. With SHRM moving away from those exams, it remains to be seen what the overall impact will be on the marketability over time for those of us with one of the “traditional” HR certifications.

My predictions offline at the time were fairly simple. I believed that HRCI was going to win in the short term and SHRM would win in the long term for a few reasons.

  • HRCI has an existing list of more than 100,000 certified HR pros it can market to and try to keep them recertifying.
  • SHRM is trying to turn a cruise ship, and that doesn’t happen overnight. I am still hearing, two years later, SHRM representatives talking about their certification’s value in an attempt to drive interest.
  • My key prediction at the time: SHRM’s influence at the chapter level would eventually turn the tide due to recertification credits and its stranglehold on the requirements for chapter leaders (requiring SHRM-CP/SCP training, for instance).

For those of you that didn’t know, SHRM pays its chapters for any SHRM members and SHRM-CP/SCP certified individuals. Those dollars, more than any marketing that HRCI can put out, will turn the tide in SHRM’s favor over time.

The Ongoing Battle

I think HRCI needs a bigger list to market to and must stop attacking SHRM at every opportunity. They also need to get their recertification people working harder/faster/smarter because from the feedback I’m hearing at different chapters around the country, SHRM is doing a better job at this.

HRCI has recently piloted its aPHR, which is for early career pros as a way to get more of them into the fold (building that list, as I mentioned). This is a close approximation to SHRM’s Assurance of Learning Certificate which has been around for quite a while and is close to being a standard for colleges across the US.

What I think is very strange is that in the past, HRCI didn’t officially “endorse” SHRM as its only learning/prep tool for the exam, but they did a good job of highlighting it on their website. People often thought that SHRM’s Learning System was the official study tool for the PHR and SPHR exams, which is false. Now that the marriage between the two is broken up, HRCI has promoted other study tools, which means my friends at HRCP have been as busy as can be in the fallout (good for them).

It feels like a race to the middle with each of them trying to outdo the other and the rest of us being caught in the middle, unsure of which direction to take. Don’t believe me? I’ve received a version of that question that started this post more than 30 times in the past year. Experience has shown me that if I receive a question a handful of times, there are more than 100 people interested in the same topic. This means there are thousands wondering the same thing.

What Does This Mean for HR Pros?

Last year SHRM used its “pathway” to allow those of us with current certifications to simply click a few buttons and get our SHRM certification. That was partly so SHRM could have some numbers to help it market its certification as the next big thing to HR pros and companies (update: SHRM announced early in December that it had 65,000 pathway participants, with more still completing the process in the final weeks). In a few years those of us with a SHRM cert will have to decide how we will continue. At the same time, we will have to do the same with our HRCI certifications and make the call if we continue or let it lapse.

For those of you making the decision to get certified, consider what I’ve written here. For what it’s worth, here is what I’ve been telling people for the past year:

For now I would continue to pursue the PHR/SPHR. It is recognized as a standard and could even net you more money. SHRM’s certification doesn’t yet hold enough value in the workplace for companies and HR pros to put much stock in it. That may very well change but for now it is unproven and untested. I’ve passed both the PHR and SPHR and the knowledge gained helped me to be better at what I do. I took the SHRM pathway in half an hour and got my SHRM-SCP with about as much effort as you’d put forth pulling the prize from the cereal box.

I received an anonymous comment from someone that is intimately familiar with the HR certification industry and the person had this to say:

One thing you might want to keep in mind regarding these two certifications, is that HRCI certifications are accredited and SHRM’s are not. From what I understand, SHRM is trying to get theirs accredited, but because they also develop the prep materials for the exams, they may not qualify.

Just another piece of the puzzle to consider.

A Few SHRM Positives

One of my friends is a SHRM volunteer leader and explained a few key points to me:

  • The accreditation process isn’t an overnight thing. It can take several years to get the initial stamp of approval. That’s good to know.
  • In addition, he took the SHRM exam since he is an instructor and has to teach classes on exam content. He said that it was much more reflective of the HR role of today than what he recalled the HRCI exam being several years back.
  • He also said that his state, and many others, will continue to offer SHRM and HRCI credits simultaneously for programs. This is good news for those of us holding dual certifications.

I’d love to hear from some of you about how you see this shift affecting you and the rest of the HR community. 

I recently finished up a new book and have been looking forward to writing this review. There are three key things I picked up from the book that I want to share. No wasting time–I’m diving right in. :-) By the way, if the name sound familiar, this is the third book I’ve reviewed for John. He knows what he’s talking about.

Key Lessons from Cultural Transformations: Lessons of Leadership and Corporate Reinvention by John Mattone and Nick Vaidya

cultural transformations book reviewFirst up, stories are powerful. I think we all know that (and I’ve talked about it both lately and in the past), but it bears repeating. The bulk of this book is made up of interviews with CEOs from companies across the globe. One of the biggest challenges for HR is understanding what the business needs and how to solve those problems. In this book you get to peek into the heads of executives that make the top-level decisions every day, and it’s powerful stuff.

Secondly, Mattone points out early in the book the power of innovation, but he doesn’t do it like everyone else. Instead of focusing on what we typically think of as product innovation, he points out the need for innovation throughout the organization. Here’s the snippet:

When executives change their leadership culture, they are rewarded with significant, sustainable outcomes, including… genuine organizational innovation for not only products but also the organizational systems required to sustain innovation.

Do you know what those organizational systems are that he alludes to? Hint: it includes HR! He’s talking about the infrastructure that enables the organization to create value for customers. From marketing and HR to finance and more, there are so many opportunities to truly innovate within the processes and systems we use to drive the organization on a daily basis. This is refreshing, because it departs from the typical look at innovation from the product side–for example, creating the next iPhone. If my internal systems are better, I don’t necessarily have to create the best thing since sliced bread–I can outpace other companies simply due to the effectiveness and efficiency of our systems. That’s a powerful thought.

Finally, the book makes mention of this concept of a “culture value proposition.” If it sounds familiar, you’re probably thinking of its cousin, the employer value proposition, which is the sum of the things you have to offer to candidates/employees to make them join/stay with your organization. What I like is that this looks at culture, a topic I’m pretty fanatic about, at a deeper, more systematic level. From the book:

A strong CVP foundation leads to: capability… commitment… and alignment.

Think about the employees within your company. Are they capable, committed, and aligned with your strategy and goals? If not, it might be time to rethink your culture value proposition, or what your culture can offer to them.

Final Thoughts

If you are interested in checking out what CEOs have to say about culture and business reinvention, or if you’re looking to hone your own organization’s culture value proposition, then I encourage you to check out Cultural Transformations: Lessons of Leadership and Corporate Reinvention by John Mattone and Nick Vaidya (find it on Amazon here). You can also check out the other books John has written: Intelligent Leadership and Talent Leadership.

Find other book reviews here.

Recruiting has been changing for some time. It’s no longer about simply tracking candidates–not if you’re trying to beat the competition, anyway. Sourcing, or seeking out candidates, is a powerful part of a recruiting strategy, but there are also elements of recruiting that have changed in recent years as the recruitment marketing field has grown into its own discipline. From custom landing pages and search engine optimization to candidate engagement and social/mobile, there are so many ways to reach employees that weren’t even in existence when most of us started recruiting.

Side note: I haven’t done a video in quite a while, so I wanted to plug one in here that I did recently that ties in nicely with the topic. I love video blogs but my camera has been on the fritz, so I used the somewhat-grainy webcam. Looking forward to having my camera back in action!

In this video I explain three of the ways that recruiting could learn a lesson from marketing, including:

  • How to seeing the hiring process as a type of sales funnel
  • The importance of using personas to find the right talent
  • Why we need to be using data and measurement to prove value

Free eBook on Recruitment Marketing

The recruitment marketing superstars over at SmashFly put together this free eBook with the help of some of those who have been keeping tabs on this trend. You can get your copy here:

http://bit.ly/1X0x1Zm

What are your thoughts on this relatively new, and growing, topic? How are you changing your recruiting approach so that you’re pulling in candidates who are a fit for your company and culture? 

Investigations are one of the toughest parts of working in HR, because you have to work between very fine boundaries and there is always going to be someone upset with the result, no matter how gently you tread. In the various investigations I’ve been a part of, I have picked up some tips and tricks that help to make the process more smooth. No matter the result, if you know you’ve done your best and have given the most definitive answer possible, then that’s pretty much the only way you’ll have a satisfied feeling after you close the books.

I still vividly remember one of the first serious investigations I was a part of. Does this scenario sound familiar?

Employee comes to you claiming she is being harassed by a supervisor. The only witness is the best friend and coworker of the employee. The employee has been having consistent performance issues for some time and was on the verge of a performance improvement plan at the time of report.

So, how do you proceed? It’s a tricky road, especially since the employee is also a military reservist and the manager has voiced complaints about her service in the past…

The Benefits of Investigations

I do want to say this. While it’s not all roses and candy canes, there are some positive benefits of investigations worth noting:

  • Doing it properly and impartially helps to defend the company against litigation
  • Doing it fairly and quickly helps employees to see that the process and people involved are trustworthy

Again, not pleasant, but definitely worthwhile.

The Top Five Investigation Mistakes

I’ve seen many investigations go wrong, and it doesn’t have to be that way. Let’s walk through the top five mistakes I see and how to counteract them.

  1. Delayed action
  2. Poor planning
  3. Retaliation
  4. Lack of follow up
  5. Losing objectivity

Delaying is a problem, because unlike your favorite pair of yoga pants this doesn’t get better with time. Whatever your reason for delay, get over it and get to work. Too busy you say? How would you like to explain a $95 million judgment to your boss? Yeah, I thought so. Move this to the top of your list, get to work, and get it done.

Planning is an issue. Most inexperienced HR pros freeze when the investigation hits their desk. But the pros know that following the plan/process is the fastest and most painless way to get through. Taking a little time to put together a simple plan will not only help to improve the results and reduce your stress–it will also help to make sure you are consistent across a variety of investigations, topics, etc.

Retaliation is a huge problem. The EEOC is trying to determine new guidelines regarding this issue. I always start every investigation with a clear message to everyone involved: retaliation will not be tolerated by anyone throughout the entire process, whatever the result turns out to be.

Lack of follow up can be another hangup. It’s tough to make sure you touch base with everyone after the fact, because you know that as soon as you file that report with the right people you have to get back to the work that has been stacking up on your desk since you started the investigation. Even if you can’t share results with the people involved, at least let them know when you wrap it up. And you do create and file a written report for each investigation, right?

Finally, losing objectivity is my Achilles heel. There are two sides to this that get to me. The first is trying to remain objective despite obvious and outrageous evidence presented at the outset. It’s hard to assume that someone is innocent until proven guilty, but you need to ingrain that into your thought process. Secondly, if someone becomes emotional it’s very easy to want to comfort and share your own opinions, but that doesn’t help anyone. Keep a lid on it.

Bottom line: we all have issues. Still, it’s up to you to help make sure your organization isn’t blindsided by something that could have been addressed in its early stages.

What interesting, weird, or crazy investigations have you carried out? Any tips to share? 

This week I was approached to complete some HR informational interview questions by a young lady heading back to college for a master’s degree in HR. I’ve answered similar questions before, and I have always had a heart for students looking to break into HR, so I obliged. As I responded, I wondered how others would answer and what advice they would share with someone preparing to enter this amazing profession of ours.

Would you pick a question and give your own answer in the comments section below? I used these informational interviews years ago before I got started in HR, and the responses helped me to hit the ground running when my entry level HR career took off.

HR Informational Interview

  1. What are the main duties of someone in HR? It depends on the position, but an HR generalist typically touches a variety of areas, such as recruiting, compensation, benefits, employee relations, training and development, and safety.
  2. What kinds of problems or difficulties occur in performing these duties? I’ve found that in general, companies and leaders that do not value HR are the biggest stumbling block to success. If they don’t believe that what you’re doing is value-add and benefiting the organization, then no matter what you do there will always be a limit on the positive impact you can have.
  3. What kind of rewards or enjoyments does this work provide? I would say that HR pays fairly well, if you are competent and willing to work hard. Beyond that, the satisfaction of helping families with their benefits, working with an employee to develop themselves for a promotion, or helping to coach managers through challenging times are some of my favorites.
  4. What characteristics do you believe are needed to be successful in Human Resources? Usually this question is met with answers like “confidentiality” or “multitasking.” I’ll take a different approach: you need to have a sense of humor. This job can be draining if you don’t have an outlet. Imagine having to terminate someone through no fault of their own simply because the money isn’t there to support the position. Do that often enough without a release and you start to lose your mind. For me, a sense of humor is one way I can get through those tough days and stay fresh.
  5. What kinds of knowledge and skills must someone have to be successful in HR? The basics of HR include recruiting and staffing, managing employees, labor relations, risk management, benefits and compensation, etc. The more nuanced things include this list of the top five senior HR leader competencies.
  6. What else should someone thinking of getting into the HR field know? It will be nothing like you expect from the textbooks. You will learn about 10% of what you need to know to be successful with a degree in HR. The other 90% comes from doing HR every day.
  7. As I said I have a B.S. in Family and Human Services. Do you think that my background will influence me, positively or negatively, in the field of HR? I think you’re probably going to be very caring and considerate of the differences people have and what that enables them to bring to the table. The only concern is a lack of business-mindedness that is a critical part of HR today. If you can’t speak the language of the business leaders and only talk about morale and such, you won’t have any credibility.
  8. Why did you decide on a degree in HR specifically and not another Business-type degree? I knew when I was a child that I wanted to be in HR–I just didn’t know it was called HR. My parents owned a small business and had constant challenges with hiring, benefits, retention, etc. I always thought I would get a degree in management to figure out how to solve those kinds of problems. When I got to college I realized that this “HR thing” was exactly what I had always wanted to do!
  9. What exactly is your current position and what does it entail? Currently I’m not in a traditional HR role. I am working as a research analyst helping some of the largest companies in the world by creating research, publishing case studies, etc. I spend much of my time writing and creating research from primary survey data.
  10. Why haven’t you made a switch in career fields? If you have, why did you return to HR? Some would say that I did by stepping out of the traditional HR role, but I like to think that now I can help employees at a hundred companies instead of just those at the one company I was at previously.
  11. What general advice do you wish people told you about HR before you started? I did many interviews just like this one, so I had most of my questions answered early on. The only thing that would have helped more would have been more general in nature. I would have liked to know that companies often don’t change, even when they are on the wrong path. My first HR job was for a company that ended up going over the financial cliff because our leadership was unwilling to make the changes necessary to improve the business.
  12. Any specific advice for me? Especially concerning pursuing a Master’s Degree and what to do before and during the program. I’d spend as much time shadowing and talking with in-the-trenches HR folks as possible. Sign up for Twitter if you’re not already there and follow conversations like #NextChat. This will help you find other HR leaders that are worth following. Look for other HR blogs that will help you see through the eyes of accomplished professionals, such as HR Capitalist, HR Ringleader, and HR Schoolhouse. Good luck!

What do you think? Did I steer her in the right direction with the informational interview questions? Did I miss anything critical?