Hey, HR: Ready to Design the Future of Work?

Over the last decade, HR has done an impressive job re-inventing itself as the strategic owner of the 'people agenda.'  However, in order to navigate the next wave of technology advancement, they’ll need to again rethink why they exist and how they serve the business.

(As will everyone else.)

With so much speculation about the future of work and employee experience, what is the most critical skill needed by HR to stay relevant as new technologies replace some of the more traditional - and transactional - HR tasks?

I see two areas that stand out as genuine opportunities for HR to create business value, both of which require a new breed of HR professional:

1. Holistic people agenda – Given the increasing trend toward temporary and outsourced roles (check out my guest post at Hacking HR What Companies Need to Thrive in the Gig Economy), it's time for HR to define a people agenda that includes both employees and contractors.  In my blog post Is HR Ready to be GIGantic? I outlined some of the key areas HR will need to consider. 
2. Work experience design – With process design skills and a fresh mandate from the business to drive employee experience, HR is ideally positioned to take a critical look at work: who does it, how it gets done, and where the process or organizational blocks are that slow progress,

The workplace of tomorrow needs people with exceptional coaching and listening skills who understand the fundamentals of design thinking and effective work design.  To do what, you ask?  To design a better work experience.

Consider the following example: A marketing organization delivers global campaigns across several teams.  The campaign strategy team comes up with the campaign story, the content team creates the supporting assets, the digital demand team sets up the email campaigns, tracking codes and marketing automation, the field teams localize, and whoever’s responsible for social media creates some social promotions.

On paper it looks fairly straightforward, but if you were to dig a bit deeper – and actually talk to people about how the process works - you might be surprised.  

You might discover, for example, that the only person who understands how the marketing automation tool works has been sick for two weeks.  Or that the person who sets up the campaign trackers is chronically late because she can’t keep up with the volume of requests.  Or that the local teams don't know about the global campaign and have already spent their budget.  Or that the creative team is tired of the field teams pretending they don't know about the global campaign.  Or that there’s zero quality control in place for the social media posts. Or that… you get the idea.

The point is, poorly defined work processes and organizations that ignore bottlenecks create a permanent sense of low-grade frustration and futility.  The thing is, you won’t hear about it in any operational meeting.  Unless you actually talk to people and listen to their feedback and ideas, you will be unable to help them to find workable solutions.  

In other words, you won't be part of the solution.

Another example: The business has implemented a project management solution as part of its overall digital transformation agenda.  Everyone assumes it’s working fine but if you dig a bit deeper you might discover that using the tool creates extra work because it doesn’t do what the project leads need, so they end up double reporting.  Or you might discover that the extra work still doesn’t deliver the information needed to identify bottlenecks and inform capacity planning.

Perhaps people despise the new tool because it has to be used outside the flow of work, i.e. it creates an interruption with non-value adding extra work. Or people may love it… but how will you know unless you take the time to find out?

Once companies have invested in new solutions, they are verrrrry reluctant to scratch below the surface because of the risk it turns out to be a mistake.  It’s understandable and very human but unless you do exactly that you will miss most of what’s really going on, putting the success of your digital transformation projects - and your business - at risk.

Where most companies fall short on design thinking is skimping on testing, iteration and improvement.  In the example above with the project management software, the implementation team may have asked employees for their feedback early in the process but then didn’t use the feedback to improve the implementation.  Or perhaps they focused on change management rather than proper testing and iteration.

In other words, instead of ensuring the new tool adds value to the people doing the work, they made the people who do the work add value to the tool.   

Too often, companies and teams roll out new tools, organizations and processes without doing proper testing and iteration.  Then they move onto the next thing without verifying success or opportunities to improve.

Design thinking helps you design valuable solutions and processes that add value for the people using them.  If HR can master design thinking they will be well suited to step up and help fix work.

Design Thinking is a discipline that creates value through continuous ideation and iteration, and there have been some excellent articles written for HR, for example by Enrique Rubio (Reinventing the Future of HR with Design Thinking and Agility) and Karen Jaw-Madson (Work Experience Design).  

You may also enjoy:
Design Thinking for Leaders and Innovators
Design Thinking: Tips, Techniques and Sprints

Work Hard, Wear Jeans, Have Fun

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.

Get Off the Couch: Agility, Innovation and Failure

After a three-year hiatus spent living and breathing supply chain finance and building a truly exceptional global marketing team, I am re-launching Working Girl.  This is slightly ironic as I am not currently working per se, nor looking for a job.  However, after some reflection I realized Working Girl is my brand when writing about all things talent management, organizational development or human motivation. My latest blog post is about innovation.

Fail fast, learn, try again.  Catchy, huh? 

According to experts, embracing failure makes you more agile because – amongst other things - those who fear failure hesitate to act, and it’s rare to be hesitant and agile.  It’s like you can’t be an Olympic gold medalist and a couch potato, although you can sit on your couch and watch the Olympics.  Similarly, some organizations try to implement agility without getting up off the couch.

Although the ‘agile organization’ promises a long-awaited alternative to heavy processes that erode motivation and stifle innovation, it also gets used as a rationale to introduce uncoordinated workstreams; to cherry pick projects (and avoid all that boring stuff like planning and execution); or to spin underwhelming results as success.

It seems I’m not the only one on the fence about agility because while some experts sing the praises of failure in the innovative organization, others ask why innovation rarely occurs even at companies that embrace the whole 'fail fast' thing.

In a rapidly changing and competitive world, it makes sense to strive for holocracy instead of hierarchy; collaborative networks instead of siloes; rapid experimentation instead of fear of failure; participation instead of central decision making; bottom up brainstorming instead of top down directives; and innovation instead of stagnation. 

It’s easy to get buy in, too, because no one’s going to say, ‘Let’s not try new things.  Let’s not collaborate.  Let’s not innovate.’ 

It sounds great but…

I worked for ten years at a very disruptive and successful start-up where no one ever talked about failing, let alone failing fast.  I mean, sure, if you had to fail better do it quickly but the goal was to succeed with careful planning followed by rapid, coordinated execution.  Failure was acknowledged and usually forgiven but it wasn’t in any way romanticized. 

OK, there was this one senior exec who’d get up at each all hands meeting with a self-deprecating grin and say, ‘Yeah, we should have seen that coming,’ which we all found hilarious.  Good times.

I absolutely believe huge success can happen by trying lots of things – the lucky punch - but I also believe greater success is possible with ruthless prioritization and proper planning.  You may miss the lucky punch but trying out lots of free floating ideas without a cohesive strategy has a high opportunity cost and adds complexity to a shaky foundation. 

Don’t get me wrong, I’m a firm believer in cross-team collaboration, iterative learning and letting people make mistakes.  Simply put, since top down decision-making and fear of failure are innovation killers, if you want to innovate and move fast you need to break down siloes, decentralize decision-making and make it OK to fail.  However…

My point is that how you do it matters.  Good execution and alignment can make all the difference between spectacular and underwhelming results.  Here are a few pointers from the trenches:

• Have a cohesive strategy: A strategy is not a vision or a statement of intent, it’s an execution plan to achieve your goals.  If there isn’t a coordinated execution plan, people will come up with their own, which is how you end up with siloes and competing priorities.
• Find the right balance: You can’t just innovate, unless you’re Thomas Jefferson working alone with independent finances.  You still need to do the business as usual stuff to be successfully innovative.  Some innovative companies tackle this by creating dedicated teams focused on new frontiers, others by dedicating a certain amount of time to pure innovation each week. 
• Don’t just pile more stuff on: A common mistake companies make when introducing agile processes is to introduce them on top of everything else rather than ruthlessly re-prioritizing to allow people to focus on innovation.  A good rule of thumb is that if people are too busy to think, they’re probably too busy to innovate. 
• Make it OK to say no: When companies decentralize decision making to empower people to say yes, they sometimes forget to empower them to say no.  In lean organizations iterative experimentation tends to put the highest burden on a subset of folks – in marketing this may be the creative team, for example.  Every great idea has an opportunity cost.
• Don’t diss the boring stuff: I’ve seen failure being celebrated as ‘learning’ while solid successes were ignored, and it wasn’t pretty.  Good people felt overlooked and upset.  The folks who keep the lights on while the innovators are off innovating also deserve to be celebrated.
• Keep your powder dry: I remember discussing a high-ticket dinner event for decision makers in an industry we weren't even targeting.  It turned out the organizer wanted to try that venue and proposed the event as an innovative experiment.  The key takeaway here is that self-optimization isn't innovation and steals resources needed for real innovation.
• Manage the process: I haven't yet seen an organizational model that eliminates the need for good leadership.  Someone needs to support teams, curate ideas, communicate the strategy, balance the workload, manage the budget, coordinate execution to eliminate duplication of effort, hold people accountable and ensure everyone has an opportunity to contribute.  
• Measure things that matter: Your website traffic increased 12%.  Your industry event attracted 150 people.  Your new white paper was downloaded 800 times.  You met your 3x coverage for lead targets. Great but so what?  Will it help you provide better service and – ultimately - sell more? 
• Listen to the naysayers:  Some naysayers are a real drag and seem to be against anything new.  Ignore them, but don’t ignore the input of people who have valid concerns about proposed changes.  Addressing these concerns – or at least considering them with an open mind – may help you avoid serious challenges down the road. 

At the end of the day, innovation has more to do with culture and mindset more than strategy or process.  If your culture isn't innovative, your outcome won't be either.

Picture courtesy of Innovation Labs.