June 30, 6:30 pm

Does Human Resources need a face?

One of the things I love about Twitter (find me at @DanBobinski) is the ability to rapidly broaden my horizons through reading blogs and posts from others with similar interests.

One such gold mine is the Punk Rock HR blog written by Laurie Reuttimann. In one of her recent posts from the SHRM09 conference, Laurie makes several keen observations and asks an excellent question.

Key observation: HR people are old

Laurie keenly points out that most of the people attending this year’s SHRM convention are of an older demographic.

Key observation: Networking is changing

Laurie predicts that trade shows, expos, and industry conventions will be extinct 50 years from now. Reasons she gives: Expenses, lower productivity, and “general distractions.”

Personally, I think Laurie is on to something, and I’m pretty sure she realizes these observations are linked. After all, “older” folks are accustomed to attending conventions as a “conventional” way to network (sorry about the pun). Younger people in HR have grown accustomed to networking in other ways.

Therefore, it may be as Laurie suggests: As the next generation matures (and brings its own version of networking along with it), traditional expos and conferences may go the way of the dodo bird.

Will they go totally extinct? Probably not. But they will evolve. Human beings still crave face time with other human beings, so although the conference of the future may not look like it does today, it will probably exist in some form or another.

Key question: Does HR need a face?

Laurie points out that “If MBA graduates have Jack Welch to emulate, who is the face of Human Resources?” Then she poses the question “Do we need a face?”

Yes, I think HR does need a face. Just who it is and how that face will emerge are questions yet unanswered, but when that face emerges, I think it’s going to be someone adept at tying three things together:

–> HRM (human resource management)
–> HRD (human resource development)
–> Strategic vision and business operations

How that face will emerge

Two main obstacles are in the way of that face emerging. First, a closer partnership of HRM and HRD must occur. Right now, too much “us versus them” thinking separates the two HR camps. A future HR face will have to bring these teams closer together.

Second is a lack of understanding among too many C-level execs on the importance of having an HRM/HRD perspective in the executive boardroom. A few years back, when Keith Hammonds at Fast Company wrote a piece entitled “Why We Hate HR,” it didn’t take long for me to see that he was criticizing HRM for not doing HRD’s job. His fundamental misunderstanding of the two disciplines underscores the need for more C-level execs to grasp the value of both HR disciplines and how they both contribute mightily to structuring strategic vision and business operations. A future HR face will someone who has enlightened corporate boardrooms with this wisdom.

So does HR need a face? I say yes. But that person will have to be adept at connecting the HRM / HRD camps as well as showing how both of those disciplines are necessary for optimal strategic thinking and business decision-making.

What are your thoughts on Laurie’s question?

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June 26, 8:46 pm

Thoughts on the research: Social media in business

With a hat tip to Skip Reardon over at Six Disciplines, I recently read a Gallup poll that American’s confidence in government and big business is down, but when it comes to small businesses, confidence is actually up.

Today I read an article by Susan Campbell published on digium pointing out that very few CEO’s in the Fortune 100 are plugged into social media. Campbell cites a Computerworld article showing that only two of those CEO’s have Twitter accounts, only 19 have Facebook accounts, and none of them have personal external blogs.

Some might say “so what?” but Campbell quotes UberCEO.com editor (from the Computerworld piece) that these CEO’s are “missing a fabulous opportunity to connect with their target audience.”

Why all this matters:

If we look at projections and trends identified by Michael Fauscette in the 10 Characteristics of a Social Enterprise we find that social media is dramatically changing the way companies do business.

Process all this info and it’s no wonder that our confidence is down when it comes to larger businesses. People want to do business with people, not with megacorporations relying on the “top down” model of customer relations.

As Fauscette points out, “We’re all done dealing with customer service processes that are rigidly defined by an enterprise and ignore what a customer wants.”

Fauscette’s view is supported by the research:

–> The top echelon in larger corporations are not tapping into their customers’ social networks.

–> As a result, they aren’t in touch with what their customers really want.

–> Therefore, why trust big business?

Like it or not, social networking is now an integral part of the business landscape. In their excellent book Groundswell: Winning in a World Transformed by Social Technologies, Charlene Li and Josh Bernoff say the question isn’t whether you should be using social networking, but how.

Real-time example:

Earlier today I spent time with the director of a large non-profit who is passionate about her organization, but not always crazy about the face-to-face networking required of her position. After we explored the benefits of being on Twitter, she activated an account in mere moments, and just a few moments later she already had local followers — people know who she is and want to follow what she’s up to!

Being on Twitter will make it easier for her to keep in touch with key people in the community. Face-to-face networking will still be necessary, but Tweeting will make the required face-time a lot easier.

Looking at the big picture, social networking is not the end-all solution. But it’s certainly become a necessary factor in the equation. And, as Li and Bernoff suggest, ignore it at your own risk.

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June 23, 7:30 pm

DISC personality test gives powerful insights

Last Friday I gave a day-long Motivating Teams to Top Performance workshop to about 50 Independent Business Operators from Jus International. Part of the workshop was the DISC personality test (I’ve been certified in DISC for years, and it’s one of my favorite workshops to give).

It never ceases to amaze me how fast people grasp the power of the DISC language—and how much it helps them. After getting some cool emails yesterday and today from people who attended Friday’s workshop, I wrote back and received permission to reprint some of the comments:

Jon B. wrote me this:

Hey Dan– the DISC is working great today at the office! I have two project leaders I work with. One is a high C, the other a high D. Today, in separate meetings with them, I changed my language style and they responded really well!

I liked it because dealing with each person didn’t require emotion rapport — only getting tasks done, and not offering information other than what was asked. This has been trouble for me before because I was speaking “S” and they were speaking D or C. It was like Chinese and Russian. Some things in D and C just can’t translate into S and vice-versa.

I had a couple phone calls too and used the same techniques. They went much better. Thanks for such a great class!

Then there’s this from Donna J:

It was wonderful to see you light up the room with your presentation. I have just started my own appraisal business and I may want to develop further the DISC Assessment for my appraisers so they can work in the areas of their strengths.

If you’ve not learned about DISC language, it’s worth your time. You will be amazed that a simple, ten-minute “personality test” can give you powerful insights into how to communicate with people at higher levels!

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June 16, 2:45 pm

Tough to get teamwork when the senior manager doesn’t play well

While speaking to a group of about 25 last night on teamwork and selected topics from Creating Passion-Driven Teams, I was asked what could be done when the “senior manager” at a location is an abusive micromanager. Paraphrased, the question went like this:

“What do you when the guy at the top is so oppressive that even middle managers are afraid of getting their heads bit off? He rules with fear and intimidation.”

Unfortunately, when this type of person is the owner of a company, not much can be done. Either one chooses to tolerate the behavior or looks for work elsewhere. Sad, but true.

However, in the situation described last night, the person described did not own the company—he was the on-site “in charge” person who reported to somebody. This provides another option.

The answer? Document, document, document. What this means is take careful notes about the date, time, and specific events as they occur. Record the conversation and the actions, but NOT your interpretation of them. In other words, document like this:

June 16, 12:30 PM: Jack walked up to Susan’s desk and said “What the *&%$* were you thinking? You’re worthless. Do I have to replace you? I could find a monkey that could do better work than you.” Jack’s voice became increasingly louder as he spoke. Two customers sitting in the lobby who could hear Jack’s lowered their heads, exchanged glances, and then walked out.

When enough of this type of documentation is gathered, a call or visit can be made to the corporate HR department.

Here’s how NOT to document, because it is merely interpretation and therefore won’t hold water before any labor board:

June 16, 12:30 PM: Jack got mad at Susan again, cussing at her and yelling, saying she could be replaced by a monkey. Customers left because they were embarrassed.

To a labor board there’s a huge difference between the two. The point is document facts and only facts. Just be sure that when you visit HR you emphasize that you’re a team player and you want the company to succeed. Also emphasize you don’t want repercussions from bringing this to HR’s attention!

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June 16, 5:15 am

True tales of training and trauma

From the slightly sardonic “I can’t believe this really happened” file:

If you’re a doctor providing emergency medical services, it would be good to know when someone is alive—and when someone is dead, right?

So how would you like to be the morgue employee who noticed a body bag was moving – the bag containing a woman who was pronounced “dead” by the aforementioned doctor? (No, really — it happened!!)

Perhaps a little training is in order for this certain doctor? And maybe a little vacation time is needed for the traumatized morgue employee!

But most definitely, a huge “thank you” to ANOTHER doctor “who noted the woman’s vital functions had returned.” My guess would be the second doctor was actually paying attention on the day when they taught how to recognize vital functions.

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June 15, 5:35 am

Job seeking? Follow instructions!

I’ve recently become a fan of the Ask A Manager blog. Her recent post about people trying to get their resumes read runs an amazing parallel to what happened to me last week. (Must be something in the soup.)

Here are my thoughts: If you want your resume considered for a high-level position, the LAST thing to do is irritate someone who might have an influence on the hiring decision.

The background:

My company, Leadership Development, Inc., is incorporated in the State of Idaho.

Last year, a company incorporated in Dallas, Texas—also named Leadership Development, Inc.,—acquired a Boise-area client. The Dallas-area company performs screening and hiring services, and they place ads on popular websites for job seekers (Monster, Careerbuilder, etc).

The problem:

Their Boise-area client doesn’t want anyone to know who they are. So, when the Dallas-area Leadership Development company places the ad, they put their own name in the “name of business” box. Hence, when resourceful people do an Internet search for Leadership Development, Inc. in Boise … VOILA — there’s my company website. Before long I’m inundated with phone calls asking for a particular individual whose name is listed on the job listed as the person to whom you should send your resume.

The attempted solution:

I’ve contacted the company in Dallas, but there doesn’t seem to be much she can do differently. However, she did say that if anyone calls or sends me their resume, I should not forward their information on nor give out her phone number, because if they can’t follow the instructions to “email their resume” then they can’t follow instructions and don’t qualify for the job.

The ignoramous:

This past week one person kept calling, insisting to talk with the woman listed in the ad. I tried explaining the situation but he kept talking over me, insisting I let him speak with the woman listed in the ad or give him her phone number. Finally, I calmly asked his name and for what position he was applying. He must have felt like he was getting somewhere, but I now had the info I needed. I tried explaining the situation one more time, but he just talked over me, as before.

The final solution:

After deciding “enough” and hanging up on the guy, I called the company in Dallas. I gave the woman the guys name and told her what happened …. I doubt he’ll get the job.

Bottom line: The age of gimmicks is over. When applying for a job, follow the instructions. If you qualify for the job, great! If not, you probably wouldn’t enjoy it anyway. And by all means, do NOT be rude and obnoxious to someone who might have the slightest influence in whether your resume sees the light of day.

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June 10, 6:00 am

Setting up interviews and book signings for Passion-Driven Teams

It’s an author’s dream to see his/her book climbing the sales charts. So needless to say, I was tickled this morning when I noticed that my latest work, Creating Passion-Driven Teams: How to Stop Micromanaging and Motivate People to Top Performance, climbed substantially in Amazon’s book sales rankings over the past few days.

Granted, # 31,258 is not exactly the New York Times best sellers list, but considering that the book hasn’t even been officially released yet—and four days ago it was # 344,588—I’m feeling pretty good.

Especially encouraging: The book is at # 27 in one of the business categories — and again, it hasn’t even been released yet.

This news should be helpful today as I and my publicist make phone calls to set up radio interviews and arrange for book signings at various locations. And — I might as well take advantage of this opportunity to ask: If you or someone you know hosts a podcast or an actual radio show and would like to do an interview on any topic in the book, just fire me an email. Or, give me a call (you can reach me using the toll free number on the “contact” page or by calling 208.375.7606).

In the mean time, may all your teams be passionate!

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