“HR should see themselves as the sole source of people exertise in any organization… You don’t go to IT to get ideas on how to formulate product. You go to them for [technical] expertise.”
How many times do you solve a problem only to have it come back around again? Are you treating the symptom instead of treating the root issue? In today’s conversation with Cheree Aspelin, Ben asks about how HR leaders can get beyond this common issue.
In Cheree’s words, HR needs to “buck up” and make some tough choices about how to lead the business and the function. It’s an encouraging conversation because Cheree’s passion and excitement about HR as a profession come through in her words, tone, and message.
Connect with Chereee on LinkedIn: https://www.linkedin.com/in/chereeaspelin
If you enjoyed this episode you’ll want to check out “How to be a Chief Troublemaker in HR.”
What about you? Does this resonate? Are you treating the symptoms or the real problem?
An interesting piece of research on publicly available WiFi access in England led to a question that made me pause. Should employees be paid for commuting time?
As someone that travels a fair bit for work, I know the value of being able to connect and work from any number of strange locations–restaurants, hotel lobbies, airports, etc. But what about the commutes that make up a significant part of the day for so many workers? From the piece:
Interviews with customers revealed why internet access was as important for commuters as business travellers. Many respondents expressed how they consider their commute as time to ‘catch up’ with work, before or after their traditional working day. This transitional time also enabled people to switch roles, for example from being a parent getting the kids ready for school in the morning to a business director during the day.
Until now, there has been little research to evaluate the impact free Wi-Fi provision has had in the UK, despite government encouragement for companies to provide access on transport networks. The researchers looked to Scandinavia to see how commuting time could be measured differently, and found that in Norway some commuters are able to count travel time as part of their working day.
Dr Juliet Jain told the conference: “If travel time were to count as work time, there would be many social and economic impacts, as well as implications for the rail industry. It may ease commuter pressure on peak hours and allow for more comfort and flexibility around working times. However it may also demand more surveillance and accountability for productivity.”
Last week I was one of several thousand people that attended the 2018 HR Technology Conference and Expo in Las Vegas. I had the opportunity to share about my take on the HR Technology landscape as it pertains to AI and automation technology that is affecting recruiting, talent management, core HR, and more.
In the video below, I answer a few key questions about how AI is driving value for employers that leverage it to solve HR and people-related challenges. This is from my upcoming book (now available for presale!) on Artificial Intelligence for HR. It’s a very practical look at where HR is today and how technology can enable us to FINALLY be strategic in ways we’ve always dreamed of by automating some of the simpler, transactional components and “grunt work” that we all have to do on a daily basis.
Plus, I grew a mini beard for HR Tech this year. Enjoy. :-)
I’m trying out a new Q&A format for some questions I’ve received in the last few weeks. Let me know what you think in the comments or by emaiing me your own question to firstname.lastname@example.org
Last week I got a question in the mailbag that was short and to the point.
How can we avoid paying overtime to employees?
My answer was short and sweet: Continue reading
This year I’ve watched with some interest the saga of Tesla, which is run by Elon Musk. He’s a genius with technology but seemingly less so with human relationships. Musk is known for making bold claims about technology and innovation, but Tesla has faced some struggles to meet production deadlines and more. This is from a few months back but the story and question are still relevant:
You can probably argue over whether it’s a good or a bad sign, but Tesla CEO Elon Musk confirmed on Twitter today a report in The Information that he has taken over direct control of the division that’s producing Tesla’s Model 3 electric sedan after the company failed to meet the delivery goals it set.
Specifically, Tesla had intended to produce 500 Model 3 cars per day, or 2,500 per week, by the end of last month. But according to a company-wide email to employees that was sent today and obtained by Jalopnik, Musk said Tesla has been making closer to 2,000 of the cars per week. (Musk estimated last July that Tesla would be making 20,000 of the cars per month by December.)
In his email — fired off at 3 a.m. PDT — Musk added that if “things go as planned today, we will comfortably exceed that number over a seven day period!”
Musk may have been referring in part to the reorganization. But while The Information reported that Musk had seemingly “pushed aside the company’s senior vice president of engineering, Doug Field, who had been overseeing manufacturing in recent months,” Musk quickly took issue with that characterization of events.
Does corporate culture matter? Does it really? In today’s interview, Ben talks with Colette Williamson of Southwest Airlines about the company’s approach to culture, hiring, and training.
It’s quickly apparent that culture is about more than just a fluffy set of core values on the wall at corporate headquarters–it’s about a way of life that makes the company fundamentally different than the competition.
In the interview you’ll hear from Colette how the company takes that 2% of applicants that make it through the hiring process and helps to mold them into the people that serve and love their customers in an almost fanatical way. The stories will make you laugh (and may just make you cry), so we hope you enjoy the show as much as we did recording it.
To learn more feel free to reach out to Colette on LinkedIn or, as you might have guessed, check out the Southwest blog site to learn more about the company.
Last week I did something here on the blog that I haven’t done in a LOOONG time. I didn’t post anything. But it wasn’t because I had nothing to say–it’s because I was neck deep in final preparations for DisruptHRHSV, which happened last Thursday night.
This event was a long time coming and we had participants from as far away as Houston and Atlanta come to join us for the event. With about 150 participants, including 14 speakers and a handful of amazing sponsors, there were plenty of balls to juggle leading up to the session!
Bottom line: it was pretty darn amazing. If you were there, I appreciate your support and your participation. If you weren’t, I hope you can join us next time (more to come on this)! We’ll be posting the videos of the event on the DisruptHR website after they come back from the videographer so you can see how it turned out, but for me it was like getting family together (the kind of family you like!) to talk about something that we’re all passionate about: HR, people, and business.
A quick shout out to our speakers that had the courage to stand up and share their stories/passions–well done!
Additionally, our sponsor partners were amazing and we are so thankful they worked with us to make this event special. I like ’em so much I put their names on the special DisruptHR shirts I had made last week. :-) Thanks again PeopleStrategy, ADP, PassionHR, and Paycor!
This week I have a lot of great things in store for you. I’m doing some writing around compliance, investigations, and HR metrics that I am looking forward to sharing with you. Additionally, I did an interview with Collette Williamson from Southwest Airlines to uncover some of their expertise around building a great culture that I should be posting this week as well. Stay tuned for good stuff!