When You Work From Home

To all my gig economy peeps (and those considering the 'solopreneur' route)... this video's for you. 

PS Just so it's very clear, this video was not made by me and I'm not in it.  I just really like it and wanted to share.  Enjoy!

Does Your People Strategy Include Gig Workers?

You may enjoy this short interview on how the gig economy is transforming business.

 

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

Is HR Ready to be GIGantic?

In my most recent post HR and the Gig Economy, I talked about how the workforce is changing as managers staff their teams with more contingent labour.  HBR also wrote a thought-provoking article Run Taskrabbit Run, exploring a not-so-distant future where businesses no longer have employees.  Since my very talented former colleague Stacy Chapman, the CEO of SwoopTalent, has predicted that more doomsayers will write more about this topic… challenge accepted.

I'm actually not a doomsayer, at least I don't think I am.  I personally see the gig economy as an opportunity for HR rather than a threat, at least in the medium term (y’ know, before HR gets replaced by chatbots), because contractors are people.  For too long HR has let procurement own services talent as the proportion of contingent workers steadily increases.  It’s time for HR to step up and reclaim the people agenda.

Here are some of the challenges HR needs to be ready for to stay relevant in the gig economy:

People Data: I know we’re all still high fiving about moving to the cloud, but to prepare for the gig economy, your HR solution needs to track data for contractors as well as employees.  You need to know where your contractors are placed, when, for what, and how much they cost.  You also want to know if they are effective, which will be a challenge since they aren’t included in your performance appraisal process.

Compliance: There are some legal challenges with making contractors feel too much like part of the team - not to mention employment insurance - but someone needs to figure that out for the business.  Who better than HR?  Not procurement, unless HR also wants to share ownership of core competencies, performance management and employer brand.  Yeah, I didn’t think so.  : )

Organizational development: What is the right employee to contractor ratio?  Where should external skills be brought in on a project or fixed term basis v. in-house?  Most importantly, how can HR add real value to this discussion, rather than just consolidating input from different parts of the business?  Own this!!!

Recruiting: HR plays an active role in recruiting talent but not – typically – in acquiring contractors, besides signing the contract with the agency and/or sending over the NDA.  However, just like employees, contractors have diverse skills and personalities, and some will be a better fit than others.  Does HR really want to leave this up to chance, allow mission critical work to go to the lowest bidder, or fail to consider skills augmentation in a broader company context?

Performance and Engagement: Like employees, contractors need to be engaged and assessed for organizational fit and quality of work.  After all, they perform critical tasks for your company, provide a crutch for your company’s core capabilities, and cost money.  It’s important to make them feel like part of the team, help them succeed and establish some metric to assess the quality of their work.  

Skills Development: If we envision a future where most or all of the workforce is project based, at least in some industries, how will HR shape core competencies in that future?  What will core competencies even mean?  And how do you ensure today that skills for hire are also transferred, and that any skills or knowledge gaps your contractors have are addressed so they can work as efficiently as possible?

Leadership: Managing contractors requires somewhat different skills and perspective than managing employees.  It’s HR’s job to make sure managers are ready to lead a truly diverse workforce made up of employees, contractors and non-humans.

Rewards:  As more contractors are brought in to augment teams, compensation equity and company perqs will take on a new flavour.  There’s no one right answer, but plenty of wrong ones, and it needs to be considered in light of what is best for the business.  Ideally, you don’t want rewards to create a divide between internal and external team members, which is what will happen if contractors get treated like second class citizens.

Collaboration: The right collaboration and project management tools can help teams work more productively.  With the gig economy, having the right tools to streamline processes and tasks while linking work to company goals has never been more important.

Internal support: This one has long frustrated me as a hiring manager.  New employees get the red carpet rolled out by HR, a new laptop, a new workstation, etc., whereas contractors need to go on a treasure hunt to find a place to sit and get signed onto the system.  Which the company pays for in lost productivity, frustrated engagement and an hourly rate to boot.

Employer Brand: Just like employees, some contractors are a better fit for your organization than others.  How do you help ensure your organization attracts the best contractors, and equip them to deliver the best results?

So, you get the idea.  As contractors become part of the mix at work, HR needs to start thinking in very real terms how to attract, retain, engage and develop them.  Or… become less relevant to the business as the workforce changes.

Visual courtesy of Business in the Workplace.

HR and the Gig Economy

Not long ago I made a decision to leave my executive job and embrace the gig economy.  I had a number of personal reasons for doing this that you can read about here, but the main reason was that I could.

What changed – besides a growing desire to define a new deal for myself – was the epiphany that organizations have problems they need solved but don’t always have the skills or the headcount to solve them.  

I experienced this first-hand in my previous role, in which I led a global team of FTEs but also brought in fixed term contractors to help with everything from content and customer marketing to maternity leave coverage to organizing our sales kick-off event.  

This article is not about replacing FTEs with contractors, or even about creating the right mix of internal and external talent, a great topic in its own right.  What I’m talking about here is the difference working with contractors makes to a line manager when it comes to working with HR... because it changes everything.

‘I need more headcount’

Consider the following scenario: You lead the content team at a medium-sized global organization and your team’s responsible for rolling out three large global campaigns, including key messages, headlines, content, thumbnails and a full social media plan.  Your global content team consists of three people, one of whom has been co-opted to support the field marketing organization in your largest market.  How are you going to create all that content? 

You talk to HR and long story short, there's no headcount.  Now, you can either continue to plead your doomed business case or use part of your operating budget to hire a contractor instead.

IT is dead.  Long live IT.

I don’t know if you remember what happened to IT when cloud computing changed the business application market forever, but the biggest change had less to do with technology than with how IT organizations were impacted.  Suddenly, global software projects were no longer controlled by IT because solutions were designed to be selected, implemented and used by business users. 

At the same time, the subscription model for cloud-based applications meant departments could pay for them out of their operating budgets.  Modern solutions were easy to use and included visual reports at the touch of a button, with amazing drilldown capabilities, and business users could even build their own.  Best of all, they were designed to be quickly implemented with no more upgrades!

In short, cloud computing left departments free to innovate and try new things without waiting for IT to catch up on the backlog of upgrades and issues created when the the current solutions were rolled out. 

So, what did IT do?  Something quite brilliant, actually.  They regrouped, downsized and transformed themselves into a service organization.  As point solutions popped up like mushrooms across the business, they demonstrated a new kind of value managing a complex ecosystem of solutions and responding to the business more promptly when special cases came up.  After a brief struggle against the inevitable move to the cloud, IT embraced the new reality and discovered it’s a lot more fun to be a hero than a gatekeeper. 

Embracing the Gig Economy

What does this have to do with HR?  Two things: First, HR has already responded to the call of the cloud but still has some work to do helping leaders acquire, develop and retain great talent.  Second, the gig economy will again change everything for HR, because the entire workforce composition will change.

Current cloud-based HR applications may not be able to keep up, because while they were designed for the cloud – some more than others - they may not have been designed for the gig.  In other words, if all that fabulous employee data you’ve been collecting only describes part of your actual workforce, you have a major blind spot.

But that’s not all: Just as the cloud enabled departments like HR to get around IT, the gig economy lets department heads go around HR.  For starters, consider how much easier it is to bring in a contractor than it is to hire someone.  It’s also cheaper because it’s on demand and you don’t have to pay benefits or invest in career development.

Working with contractors creates its own challenges but if it’s easier - not to mention cheaper -  for managers to bring in contractors, guess what they’ll do.

Also note that more skilled workers are choosing the gig economy, either because they’re having difficulty finding a permanent role, or because they want to spend less time jumping through administrative (or political) hoops and focus on the work they love doing.

So, the gig train has left the station but HR still needs to climb aboard.  Just as the introduction of cloud-based point solutions enabled IT to step in and propose a more coordinated IT ecosystem, having contractors popping up all over the business costing money and doing ‘something’ presents a golden opportunity for HR.  

If you'd like to read more, I've written a follow up post here about how HR can step up and be... GIGantic.

Thanks for reading.

My Year of Yes

I started reading Year of Yes by Shonda Rhimes after making my decision to take a break from corporate life, but it’s my go to response when people ask me what I do: ‘Oh, you know, I’m taking a year of yes.’  

Unlike Shonda, my biggest personal challenge is not finding the courage to appear on the Jimmy Kimmel show – any time, Jimmy.  Nonetheless, I found we have more in common than I’d expected.  I don’t mean her incredible talent or Hollywood lifestyle, but her deeply personal experience as a working mom trying to have it all… and failing.  Not dramatically or all at once but in small doses, until something needed to give. 

I’ve held down a job since I was 12 years old.  Although I was privileged to attend a private school, I earned my own spending money, bought my own car, and paid my own way through college and grad school.  I babysat, taught English and aerobics, tutored, pumped gas, dispatched taxis, worked a cash register, interned at an advertising agency in Tokyo,… you get the idea.  Basically, if it paid money and wouldn’t embarrass me if I ever ran for President, I did it. 

Hard work and persistence paid off… and then what?

When I landed my first ‘real’ job at Accenture, I couldn’t have been more excited and proud.  I worked hard and did my best for my clients, and that job turned into another dream job as a development manager at PeopleSoft.  Which after ten amazing years – including the strange post-acquisition days - opened the door at a tiny start up called Workday.  Which after another ten amazing years paved the way to a marketing executive role at a company called Basware.

In each job I worked hard to prove myself and deliver results and as I took on more senior roles, success came from leading others effectively.  At the same time, work life balance became more important, as my kids seemed to get older more quickly every day.  While I loved leading a team, with each promotion it seemed I had to spend more time on politics and administrative tasks rather than meaningful work.  I figured that’s what I got paid for, but it wasn't what got me out of bed in the morning.  And as time passed I found it getting harder to get out of bed to do the things I was paid to do.  Nothing major, just… meh.

My decision to take a break wasn’t made overnight and I waited until I felt I could leave without dropping any balls, but it resulted from five key realizations:

Epiphany 1: This is as good as it’s gonna get

My first epiphany was that I had it all but that's not how it felt.  I had a wonderful family, a badass team that did great work, an executive job, and I managed to run a 6-person household and cooked dinner nearly every night.  I had the flexibility to work from home and travel wasn’t too onerous.  Thanks to my fantastic team, I rarely worked past 6PM or on weekends.  My years of hard work and coaching others to be successful had paid off. 

So if everything was so great, why was I always too tired to play with my kids or make new friends, let alone spend time with old friends?

Epiphany 2: Life will pass me by if I let it

That’s when I realized: If I keep doing what I’m doing, my life will pass me by in a blink and no one will thank me for everything I missed out on.  Not my kids and certainly not my company. 

Epiphany 3: I’m not my job

For many years I thought I was the job, but I finally realized that if you keep defining yourself the same way, you won’t ever discover what else you could be.  If you weren’t afraid.  If you let go and just… tried new stuff.  Talked to people.  Said yes to things.

Epiphany 4: It’s time to let go

My fourth realization was that although I didn’t know exactly what I wanted to do instead, there was only one way to find out….

Epiphany 5: I've got this

So I handed in my notice, and it’s been an incredible journey so far.  I’ve travelled, made new friends and started practicing martial arts.  I’ve taken courses in design thinking, investment, statistics and graphic design.  I’ve helped start-ups define their mission and coached TEDx speakers.  My husband and I are renovating a lovely old farmhouse.  I spend more quality time with my kids.  I’m busier than ever, but I’m not tired any more.  I’m energized.  I’m open. I’m having fun.

Embracing the gig economy

These days, I get paid to do what I enjoy most, which is writing, speaking and creating content to help clients be more successful.  I can do it on my time and on my terms and I have more time for all the other things in life that matter. 

Are there things I miss about corporate life?  There are, but not many.  So, while I truly appreciate several offers I’ve received for a permanent role, I’d prefer to talk a fixed contract or project based work.

At least for now. : )

As Shonda says, yes yes yes!!!