Resilient Organizations: Balancing Tech and Culture in the Digital Age

Looking into the not so distant future, how can organizations create a more resilient and human-centric workplace?

What is the role HR in selecting technology, and why do strategic HR and digital transformation go hand in hand?

Why do so many technology projects fail, and what should business leaders and HR professionals consider before deploying a new solution?

All this and more in this live presentation from the HR Digital Innovation Summit:

Marketing and HR: Reboot Your Employer Brand

Want to reboot your employer brand?  Think like a marketer.

This 5-minute Disrupt HR presentation expains how.  Enjoy!


Time To Reboot Your Employer Brand? Think Like A Marketer. | Laura Schroeder | DisruptHR Talks from DisruptHR on Vimeo.

Connecting the Dots between Employee and Customer Experience

I disagree with Richard Branson’s famous quote about taking care of employees so they'll take care of your customers.  

Let me qualify that because obviously, Richard Branson knows a few more things than I do about running a successful global organization and any advice he gives on that score is well worth heeding.

It’s just that this particular advice, while not wrong, is incomplete because it implies that if you take care of employees they will automatically take care of customers.  

I think that leaves out an important part of the equation, the all-important bit in the middle that connects the employee experience to the customer experience.

No doubt Richard Branson is well aware of this missing piece and considers it so obvious it isn’t worth mentioning.  But for the rest of us, it’s the bit that matters, the ‘connecting dots’ between looking out for employees and great customer service. 

A few months back, I was poised to leave on a pilgrimage to Monument Valley to ponder my next move.  I had recently quit my job with the intention of doing something new, but I still needed to figure out what that new thing might be.  My plan was to head for the red rocks, just me and my laptop, and figure it out. 

As fate would have it, I ran a content marketing workshop the evening before and forgot my power cord.  Unfortunately, my shiny new personal laptop happened to be the kind of laptop that has a proprietary power cable that isn’t commonly sold.  With my plane departing in a few hours, I was looking at ten days of trying to capture my big vision on paper, like some sort of person who doesn't have a laptop.

Perhaps this doesn’t sound very serious to you but I’m a marketer.  I pretty much live in Powerpoint - it’s my tool of choice for pulling order out of chaos.  Not having that cable really sucked.

My husband, never one to get drawn into non-life-threatening drama, simply detoured en route to the airport at the mega electronics store where we bought the laptop.  Even his confidence in the universe was tested, however, when it turned out that the store didn’t carry the right kind of cable in its three full aisles containing every other kind of cable.  They offered to order a replacement cable but that didn’t help because my plane was leaving in a few hours.

We asked if we could borrow one of the cables from the test machines, of which there were literally hundreds, but that turned out to be against store policy.  The final recommendation of the harassed floor manager was to try the help desk where discarded parts were sometimes to be found.

I have to say, this felt weak to us.  My husband tried reasoning with them, arguing that he could just buy an entire machine, then bring it back in 10 days for a full refund.  Wouldn’t it be easier to lend, rent or even sell one of the many tester cables lying around?

Apparently, it would not.  Feeling the pressure of time, I wanted to buy the new machine, grab the cable and leave, but my husband marched over to the help desk.  

Long story short, they had a spare cable, covered in dust and hidden in the back under ten flat screen TVs and a tuna sandwich, and even the help desk guy was surprised when he finally re-appeared with it.  My soul-searching trip was saved and inspired the company Red Rocks my husband and I have since founded, thanks to that spare cable.

Now, let’s look at this customer experience from my point of view.  We’d not only recently bought an expensive laptop at this store, we had also made several other big-ticket purchases.  We also had several upcoming purchases to make that we were planning to make in this same store.  As loyal customers, we weren’t asking for a freebie - we were asking them to help us solve a problem.

Next, let’s look at it from the floor manager’s perspective.  She had a shop full of potential customers to serve – most of whom wouldn't bother to buy anything after sucking up lots of free consulting - and a clear store policy to follow.  My problem neither fit the rules nor struck her as a real emergency.  At the end of the day, store policy is store policy.

As for the help desk guy, he took his time finding the cable and had he cared at all about solving my problem I’m betting he could have found it faster, but since he saved the day we’ll leave it at that.

This is just one example of disinterested customer service – and fair enough if you think it’s a silly one - but I can think of dozens more and I’m sure you can, too. 

Here’s the thing.  Unless you connect the dots for people and reward the folks who go the extra mile for your customers, your average customer experience will look something like this one, with a focus on sales rather than solving customer problems.

To offer a great customer service you need to talk to customers and apply a design thinking mindset to the customer experience.  Especially in retail, where stores are losing ground to online shopping, you can put customers in the centre of your process design without driving up costs if you take the time to understand what matters most to your customers and recognize employees who go the extra mile.

Like great employee experience, great customer experience doesn’t just happen: It’s by design.

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Ageism: Is it True or is it You? Part II

Guest post by Lexy Martin, Principal Research and Customer Value, Visier.  You can find Part I of this article, which includes statistics on ageism and debunks several myths, here.

The Value of Including Older Tech Workers

As the Tech Sage Age finding shows, companies are missing out if they don’t consider the age composition of specific teams, departments, and business units and how managers can build diversity and take advantage of the maturity and experience of older workers.

Legal issues aside, designing a recruitment strategy around younger generations can be shortsighted from a business perspective. Older workers tend to be more loyal, and an over-representation of millennials in the workforce can impact retention. A 2016 Gallup report reveals that “21% of millennials say they’ve changed jobs within the past year, which is more than three times the number of non-millennials who report the same.” ^[1]

A workforce of job-hoppers can have a big impact on the bottom line. As HR expert Josh Bersin writes in this post^[2], “The total cost of losing an employee can range from tens of thousands of dollars to 1.5 – 2 X annual salary.”

Studies have also found that diverse teams are more innovative, which is critical in an era when competitive threats loom large. Hiring people “who do not look, talk, or think like you, can allow you to dodge the costly pitfalls of conformity, which discourages innovative thinking,” write the experts in this HBR post^[3].

What Businesses Can Do?

There are some important activities you can do to root out the risk of ageism in your workforce and ensure you acquire, develop, and retain the best and brightest talent available, regardless of age:

●       Review your workforce data to understand the current state of age equity within your organization to find any signs of potential bias in hiring, promotions, salary levels, turnover, and performance ratings. If you work in People Analytics, you can play a role in warning of incipient ageism in your organization and support your own organization to outperform your competition. You can uncover and root out intentional and unintentional bias in your hiring practices that might be limiting the Gen X and older workers or potential hires.

●       Set objectives and develop a plan with manageable steps (and a way to monitor your progress) that helps your organization achieve an inclusive work environment.

●       Keep in mind that, as with ethnic and gender equity, age equity is a cultural issue — if pockets of ageism exist within your organization, you will need to devise plans to address them not only via better HR practice and policy rollouts, but through culture change.

●       Consider implementing a version of the Rooney Rule^[4] for age, specifically for teams or roles where the workforce is less diverse in age: for every position you have open to fill, consider one or more older candidates (or candidates that will help create a more diverse team, in general).

●       Develop hiring practices that reduce the potential for intentional or unintentional bias in the screening out of older applicants.

●       Develop hiring practices that specifically do not screen out candidates based on the length of their unemployment — while this report focused on systemic ageism, many individual stories suggest older unemployed workers struggle to get hired, and studies indicate recruiters screen out candidates that have been unemployed for longer periods of time.

The Bottom Line – Attitude, Passion, and People Analytics Successfully Combat Ageism

What can you do? For individuals, it’s about maintaining self-confidence in your competence and passion for your activities. If you don’t love your job, perhaps you should consider another. But if you do, show it, and, if I’m any indication, you can continue to work for as long as you want.

For organizations, if you have not already deployed people analytics, the capabilities will help you identify if ageism exists today or will in the future. And you can assess where in your hiring, developing, and retention of your talent you need to improve to maintain your competitive advantages into the future.

What one organization is doing about ageism

SAP is employing all five generations in its workforce – Traditionalists, Baby Boomers, Gen X, Gen Y (Millennials) and now Gen Z. While ageism, unconscious bias and pre-conceived expectations can often deter individuals and companies from seeing the value add of a single generation, companies also underestimate the benefit of generations working together to achieve common goals. 

To address bias, SAP advocates for inclusion for all and actively seeks to bring people together to support different life stages while improving cross-generational collaboration. We encourage learning between generations by raising awareness about unique working styles, strengths, and attributes of employees across generations through our Focus on Insight training, as well as virtual and face to face training sessions. We also offer a popular cross-generational mentoring program which allows employees to learn from one another and reduce bias.

In addition, SAP supports education from the top down by teaching senior leaders to celebrate multiple generations. We encourage our leaders to help new employees integrate with other members of the team – for example, by conducting open and appreciative communication within teams, aligning on goals and reserving time for knowledge transfer. By addressing challenges, surfacing unconscious bias, seeking communication and awareness and creating a community of trust and respect – leaders can play a large part in cultivating an inclusive culture. 

The beauty of cross generational intelligence is understanding what is most appealing to the other generation; the way we communicate and respect each other for our uniqueness and differences. Embracing commonalities and similarities to build camaraderie while respecting generational differences creates an inclusive environment that fosters innovation and creativity in the workplace to continue building a culture of inclusivity, teamwork and respect.

Lexy Martin is a respected thought leader and researcher on HR technology adoption and their value to organizations and workers alike. Known as the originator of the Sierra-Cedar HR Systems Survey, she now works at Visier continuing her research efforts, now on people analytics, and working closely with customers to support them in their HR transformation to become data-driven organizations. Lexy is Principal, Research and Customer Value at Visier. Connect with Lexy at lexy.martin@visier.com or personally at lexymartin1@gmail.com.

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^[1] How Millennials Want to Work and Live, Gallup, May, 2016.  http://news.gallup.com/reports/189830/e.aspx?utm_source=gbj&utm_medium=copy&utm_campaign=20160512-gbj

^[2] Employee Retention Now a Big Issue: Why the Tide has Turned, Josh Bersin, August, 2013, LinkedIn https://www.linkedin.com/pulse/20130816200159-131079-employee-retention-now-a-big-issue-why-the-tide-has-turned/

^[3] Why Diverse Teams Are Smarter, David Rock and Heidi Grant, Harvard Business Review, November, 2016. https://hbr.org/2016/11/why-diverse-teams-are-smarter

^[4] Rooney Rule, Wikipedia. https://en.wikipedia.org/wiki/Rooney_Rule

Ageism: Is it True or is it You? Part I

Source: ASA

Guest post by Lexy Martin, Principal Research and Customer Value, Visier 

If you want or need to work, no matter your age, you should be able to. It’s up to you. 

Organizations also have a responsibility to do something about ageism, which is blamed as the culprit for older workers not finding jobs -- I’ll cover what organizations need to do later.  It’s my point of view, though, that it’s up to you to go after the job you want and get it! 

It’s about having an attitude that you are damn good, a passion for your field or the field you want to break into, constantly learning, and applying new skills. Getting and keeping a job, whether you are 40, 70, or even 25, is about manifesting those four aspects.

I’m 73 and still working because I want to. I’ve not had trouble getting or keeping a job – oh maybe a few times when I was younger before I developed and manifested attitude, passion, and perseverance. If you are blaming your age, the company, the industry, or the younger recruiter that isn’t hiring you, you may be a bit of the problem.

OK. I admit it’s not always easy to be the oldest worker in an organization peopled by workers a third my age. I have to combat my own fears of mental and physical decline more than I like, especially after breaking my ankle a few months ago. I feel I have to spend extra time learning new skills – maybe a new area in my field or a new program. I have to force myself to set goals and meet them. 

I can be my own worst enemy, especially when I let fear that I’m not good enough get in the way of being positive, learning, and performing. For that, I exercise, practice meditation, and have my own personal affirmations. And sometimes, even those don’t help and so I crab to my husband.   But I persevere and maybe that’s my one big piece of advice – keep on being the best you can be despite all that “stuff.''

Now let me cover the reality that ageism does exist, particularly in the Tech industry based on research. At Visier, a people analytics product company, delivered as a cloud solution, we have the opportunity to analyze people data from most of our 100+ customers who represent multiple industries^[1]. 

Over the past few years we’ve seen numerous articles about ageism in the Tech industry, and so mined this data and uncovered some truths and also some myths about ageism. Not only is there anecdotal evidence of ageism but also data-based evidence of systemic ageism. But still – don’t let that get you down. Go for the job you want, because you are great!

Many Tech professionals over age 50 (and even a number over age 40)^[2] believe ageism exists because of their own personal difficulties finding work later in their careers. Certainly, there have been numerous class-action lawsuits about ageism against Silicon Valley giants, even more than about racial or gender bias.

Situational ageism–prejudice or discrimination on the basis of a person’s age–is an important issue organizations across industries should be aware of and take steps to monitor and improve. Not just because of fairness or to reduce the risk of age discrimination litigation, but also because of upcoming retirements and the resulting skills shortages. In the past 50 years, the size of the US workforce has grown an average of 1.7% annually. In the next 50 years, the US workforce size will grow by only 0.3% annually^[3].

Does Ageism Exist in Tech?

In short, yes. A Visier Insights Report on ageism in the Tech industry ^[4] found that Tech does hire a higher proportion of younger workers and a smaller proportion of older workers than in other industries.

Is this disparity in hiring due to systemic ageism in Tech? To investigate this, we first strove to determine if the disparity is related to the availability of talent versus an intentional bias towards hiring younger workers. We found that hiring decisions in Tech do indeed favor younger candidates, hiring Millennials over Gen X candidates at a higher rate than in non-Tech industries.

This answer has traditionally been difficult to get: While leading Tech companies publicize their organizational ethnic and gender composition data, little data has been shared about the age makeup of the Tech workforce⁵.

We began our research into ageism by looking at the breakdown of the workforce by age, comparing the Tech industry to non-Tech industries. Using the Visier Insights database—an aggregation of anonymized and standardized workforce databases that for this report included 330,000 employees from 43 large US enterprises (those with at least two years of verified and validated high-quality data)—we were able to examine the role of age in the workforce like never before.

Debunking Myths about Ageism

Our research showed that the average Tech worker is 38 years old, compared to 43 years old for non-Tech workers. The average manager in the Tech industry is 42 years old, compared to 47 for non-Tech industries.

It comes as no surprise that Tech workers are younger on average, but our research clarified some key misconceptions related to the salary lifecycle, resignation rates, and perceived value of older workers. 

Here are four common ageism myths we debunked with the data:

Myth #1: Older Tech workers are less valued

While the average Tech worker is five years younger than the average worker, it is a misconception that older workers are less valued in Tech. From age 40 onwards, non-manager workers in Tech enter the “Tech Sage Age” and are increasingly likely to receive a top performer rating as they age, mature, and gain experience. Conversely, the proportion of top performers decreases with age in non-Tech industries. This finding suggests that maturity and experience are more important drivers of high performance in Tech than in Non-Tech industries.

Myth #2: Older Tech workers experience a drop in salary

Older Tech workers as a group do not experience a reduction in average salary that is any different from non-Tech industries. Rather, workers in Tech experience the same salary lifecycle as their counterparts in non-Tech.

Myth #3: Newly hired older Tech workers are not paid equitably

Older Tech workers that are newly hired do not — on average — experience a lower wage. Rather, newly hired workers are paid the same average salary as more tenured workers, across all age groups.

Myth #4: Older workers in Tech resign at higher rates

The average resignation rates by age for Tech and non-Tech workforces show that older Tech workers — from age 40 onwards — have the same first-year resignation rate as their non-Tech age counterparts: approximately 10%.

This concludes Part I of Ageism: Is it True or is it You?  Stay tuned for Part II, which will take a closer look at what organizations can do to combat ageism.

Lexy Martin is a respected thought leader and researcher on HR technology adoption and their value to organizations and workers alike. Known as the originator of the Sierra-Cedar HR Systems Survey, she now works at Visier continuing her research efforts, now on people analytics, and working closely with customers to support them in their HR transformation to become data-driven organizations. Lexy is Principal, Research and Customer Value at Visier. Connect with Lexy at lexy.martin@visier.com or personally at lexymartin1@gmail.com.

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^[1] The Tech companies included in our research represent the diverse fields within the Tech industry from Software Development, Hosting, Data Processing, Telecommunications, Computer Systems Design and Scientific Services.

^[2] It’s Tough Being Over 40 in Silicon Valley, Carol Hymowitz and Robert Burnson, September 8, 2016, Bloomberg Businessweek. https://www.bloomberg.com/news/articles/2016-09-08/silicon-valley-s-job-hungry-say-we-re-not-to-old-for-this

^[3] Global Growth: Can Productivity Save the Day in an Aging World? McKinsey Global Institute, January 2015. https://www.mckinsey.com/~/media/McKinsey/Global%20Themes/Employment%20and%20Growth/Can%20long%20term%20global%20growth%20be%20saved/MGI%20Global%20growth_Executive%20summary_January%202015.ashx

^[4] Visier Insights Report: The Truth About Ageism in the Tech Industry, September, 2017. https://www.visier.com/wp-content/uploads/2017/09/Visier-Insights-AgeismInTech-Sept2017.pdf

⁵ Hacking the Diversity Problem with Big Data Analytics, John Schwartz, Data Informed, February, 2015.

Diversity's the Secret Sauce of a Great Culture

My first boss Herman was a 2^nd generation Mexican American.  He ran a tight Jewish bakery counter and his brother Alex managed the kosher deli across the way.

My best boss ever – and I’ve only had a few over a long career I consider truly great – was French and female.  

(My worst boss was also female so please don’t take this as a general endorsement for female leadership, let’s just get better leaders, OK?)

I’ve had bosses from the US, France, India, Great Britain, the Netherlands, Canada, Denmark, Mexico, and Germany.  They all had very different management styles.

One boss called me a ‘penetrante Kuh’ - which means annoying cow - but he was German, so I didn’t take it personally.  In fact, I considered printing it on my business card.

I’ve hired and managed people from Canada, South Africa, Japan, Poland, Singapore, Russia, Finland, Spain, Mexico, Ireland, France, and the US.

I’ve been lucky enough to work with Russians, Finns, Japanese, Italians, Canadians, Dutch, French, Irish, British, Spanish, Australians, Iranians, Pakistanis, Chinese, Belgians, Indians, Romanians, Swiss, Scandinavians, and 2^nd generation Americans from pretty much every part of the world.

Some were younger, some were older, some were male, some were female, some were fantastic to work with while others were difficult, but they all offered something unique to the mix.

It was the best part about working, to be honest. 

I didn’t like everybody, nor did everyone like me.  That’s not the point.  The point is that they all added colour and flavour to my work experience, as I hope working with me did for them.

Interacting with so many cultures and personalities upped my game and having such a rich mix of colleagues and experiences kept me longer in each role than I might have stayed otherwise.

Diversity matters in ways we can’t measure.  It makes us more resilient, curious, compassionate, and open to new cultures, ideas and experiences.  It tests us and forces us to adapt, compromise and question our assumptions.

If your customer base is diverse, it stands to reason your workforce – in particular, the people who design your solutions or interact with your customers - should be, too.  Also, just to be clear, hiring locals in your non-HQ subsideriaries isn't true diversity.

I don’t think too many people reading this are likely to disagree, since diversity is now accepted as part of a successful business strategy, but I leave you with this food for thought:

A few years back I blogged about a Cornell University study that found once diversity reaches a critical mass of 20-25% at the leadership level the company realizes higher performance.  However, below that level diversity has a negative impact, possibly because everyone regards it as a necessary evil rather than a driver of innovation and business performance.

With that in mind, maybe diversity should be part of your company DNA, rather than an isolated and/or HR-led initiative.  

Just sayin.

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*Picture courtesy of Managing Your Elders.

The HR Journey from Productivity to Purpose

My last post Is HR Stuck in a Rut? asked whether HR can evolve beyond process efficiency and employee satisfaction surveys to take the lead on offering an inspiring employee experience.  Here are a few suggestions to get started:

Know Your Personas: Some HR solutions support tailored talent management practices, but what matters is in how you personalize.  If you do it strictly by job or employee category, you’ll miss important nuances like seniority, extroversion v. introversion, or individual goals and not surprisingly, the process will work better for some than others.  Like marketers, HR should view employees as customers and personas to be served up a tailored and personal experience. 

Design Thinking: HR people love to talk to other HR people and that’s awesome because it marks them as curious, friendly, and open.  However, it’s also important to get out there and talk to your internal customers about how you can better serve them.  If you got out there more, you might have dodged the open office bullet.  Stop falling for fads and best practices and go talk to people!

Playfulness: Gamification utilizes well-understood principles to motivate people to do more of what you want them to do and have fun while they’re doing it.  It introduces a spirit of friendly play and – depending on what is more appropriate – facilitates cooperation or competition.  It’s a topic by itself that you can read more about here.

Mastery and Progress: On demand learning is a great time and money saver and quite a few organizations have done an amazing job implementing creative and engaging modules.  Yay!  But now that you’ve made it possible for employees to learn in 5-minute intervals between meetings, it’s worth exploring the benefits of allowing dedicated time for coaching, mentoring, knowledge sharing and professional development.

Trust: No matter what you say, people will look at what you do.  If your organization fails to pay out bonuses, if your leaders exclude or attack people, if new ideas fall on deaf ears, or if people feel taken for granted or stuck in place, you won’t have an environment where people want to bring their most creative selves to work. 

Joyful Workspace: It’s been proven that bright colours and feelings of abundance can create feelings of joy and endless possibility, so why do so many workspaces look like this?  I’ll just leave that out there.

Experience Design:  We know in our hearts that employee surveys are blunt instruments at best, and that satisfaction is a poor predictor of performance.  Maybe it’s time to shift focus to creating purpose and opportunity at work so people want to be there, feel connected to their work, and believe their contributions matter and will help them achieve their personal goals.

Note that none of these suggestions require high tech solutions to get started. The HR journey begins – like any journey of discovery – not at a conference but with a piece of paper, a sharp pencil, a pack of sticky notes if you’re feeling agile, and your customers.

Is HR Stuck in a Rut?

A bit more than three years ago I left the HCM world to re-enter the world of purchase-to-pay and supply chain finance.  There had been some exciting new developments, not the least of which was supply chain finance.

As I re-engage with the HR world, however, I get a sense of de ja vu because there don’t seem to be many new developments or thought leaders.  The topics are amazingly similar to what they were three, five, even ten years ago: Performance management is still broken, the war for talent continues, and HR technology still promises to solve everything from talent acquisition to employee engagement.

Meanwhile, industry experts are still talking about how to do the same things better while surveying HR practitioners about HR priorities and best practices.  It’s quite the echo chamber so perhaps it’s not a huge surprise so little has changed.

There are a few fresh voices talking about things like employee experience, design thinking, behavioural economics, the gig workforce, holocracy, gamification, etc.  Some of it’s pure nonsense, or ahead of its time, but at least it’s new.  And some of the tech trends are truly exciting.

Nonetheless, after three years focused elsewhere, it feels like HR has gotten itself stuck.  Is it fear of failure?  Is it an ingrained tendency to follow rather than lead? Or is it just easier to talk about the same problems with like-minded colleagues than it is to rethink them completely?

Don’t Talk the Talk, Walk the Walk

Here’s an example of what I mean: If diversity and personalization are drivers of creativity and innovation, why do HR processes continue to trend toward standardization?  And if outcomes matter more than activities, why do organizations continue to measure things like number of training modules or performance evaluations completed?

I mean, sure, if you’ve taken the time to roll out an LMS or a performance management process – despite the fact that for more than a decade, experts have claimed performance management is broken while offering new best practices to break it in more up to date ways – you want to understand your participation rate.  I totally get that. 

Understanding your numbers is fine as you don’t confuse a high participation rate with success.

One of the problems facing HR today is confusing activity with outcome.  And it’s not just HR, because we humans latch onto anything we can measure.  The problem is that when it comes to people, some of the most important things can’t be measured.  So, in a way, it’s worse when HR does it.

And don’t bring up AI or block chain now as the magic dust or I’ll have to come over there.  AI and block chain won’t help measure the unmeasurable, although machine learning will likely have a huge impact on personalization.  At best, they’ll help you do a better job measuring or making sense of the things you already try to measure.  At least for a while.

Just kidding.  I totally won’t come over there.

Time to Rethink HR Conferences?

I know, they're really fun.  However, instead of talking about the usual tech trends and topics, why not talk about how to apply behavioural economics to innovation or incentive strategies?  Or how to ensure managers are inclusive and promote a culture of trust where innovation can flourish?  Or how to apply gamification principles to motivate the entire organization to achieve the impossible?  Or how to create healthy workspaces that inspire creativity and play?  Or introducing a 4-day work week?

Someday AI will know us better than we know ourselves, but it’ll still be a while before a a bunch of code – be it ever so elegant, unbiased and networked - understands people well enough to make accurate predictions about individuals in a fast-changing environment.  And quite frankly, HR will have about as much to do with blockchain as they do with SSL or Unix, i.e. you’ll use it without knowing you’re using it.  I don’t mean to be insulting but let’s face it, the business isn’t looking to HR to figure out distributed encryption or machine learning.

So why not use the time to talk about how to enable people to bring their best and most authentic selves to work?  My post The HR Journey from Productivity to Purpose suggests some ways to help you do that.