Wow, can you believe it. In just a few short days we will be ending yet another year. Taking a look back, so much has occurred since January 1, 2011. Especially in the HCM space.
As in years passed, we have watched a number of consolidations take place that are changing the game and how the players play in this space. Will 2012 continue with this trend? From what I see so far, it absolutely will. Speculation is already out there on what the next acquisition will be. Will Oracle make a move and go after a powerhouse full of integrations like Taleo or go after a company who has organically grown into an HCM leader like Conerstone OnDemand? I guess only time will tell.
Not only will the acquisitory nature of this space stay alive, I foresee other changes coming in 2012. Just a few weeks ago Naomi Bloom, Jason Averbook and R "Ray" Wang spent an hour with Bill Kutik discussing their predictions for 2012. A few of their points really stuck with me and I have continued to think about them and how we all need to change to move forward. Naomi started with a prediction that "rip and replace" will be happening at a very noisy pace in the market. Jason furthered that idea with the concept of "rip and create". Replacing the same old experience with a new technology still yields you the same outcome. As Naomi said, you either get in front of change or get ran over by it. AMEN sista!!!
So here's where it gets a bit tricky. There are many of us in the HCM, TM, HRMS space. Thousands of us to be more accurate. Not only does HR have to change to make this shift but so do we. For years, we have been the enablers IMHO. We have continued to allow HR, our solutions and the market to be stuck in a revolving door (thanks Mark Cuban for that analogy). I personally have been an enabler of this behavior. Not by choice but because we wanted to give our customers exactly what they wanted. Well it's time to stop that behavior. I am taking the late Steve Jobs approach from here on out. We are going to create solutions our customers don't know they need until the use it. Then, they simply can't live with out them.
So, how do we get there? Well for one, we need strategic thinkers in HR and in our businesses (thank goodness we have them already). We have to stop listening only to what our customers want and start developing for the future. We are not going to successfully "rip and create" if we don't innovate and take risks. We have to be comfortable embarking on territories never traveled before. Following the happy path may be the easiest way to go but it won't take you into the future.
So here's something to think about....in three years we won't say mobile first. Mobile will be the only way to go. Can your existing solutions really go fully mobile? And no, I am not talking about just being accessible via a browser on your mobile device. I am talking about providing mobilized content, driven to the user on any device of their liking. No one is there yet. But it's where our users are going so we have to get there before they do.
So just as there are predictions, we all have resolutions for the New Year as well. Rather than focus on personal improvement (those never stick) I am going to focus on how I can change to help you. So hear it goes.....My New Year's resolution is to challenge everyone I engage with to think differently about people and technology. To take risks that make me uncomfortable and to stop letting others drive us in our journey. Now this is one I can stick to. I guess we will see at the end of 2012 how I did.
Thanks for your support this year. Get ready for 2012, it's going to get very disruptive!
Happy Holidays to you and your families.
Wednesday, December 21, 2011
Wednesday, November 23, 2011
No, We're Not Rocket Scientists....We're More Than That
I don't know if it's the onset of the holiday season, personal reflection, seeing my girls excited about the holidays or a number of other things but I am feeling sentimental today. I am so thankful for many things this year. I have truly been blessed.
I began thinking about these blessings last night as my oldest daughter left to attend her first High School Football championship game. It reminded me of being young and thinking I could do anything if given a chance. I recalled having a dream of becoming a doctor. Someone who could truly make a difference in the lives of so many people. As I am sure you know, I didn't quite go down that path. Turns out I am terrible at Science and the sight of blood makes me ill.
What I have been left pondering is if I let my dream slip away entirely. My whole reason for wanting to be in the medical field was to help people. To feel like what I did helped others. When I think about what I do everyday, I wonder if I make a difference. If what my company does really makes a difference.
You'll be happy to know I do make a difference and so does my company. In a very significant way actually. From the outside people may see what I do and the what the company does as nothing more than providing technology solutions. But honestly it's much more.
No, we're not rocket scientists and we're not doing something as noble as curing cancer. But we are having a profound impact on people's lives. Each year, we make it possible for over 4 million individuals to provide for their families financially. We ensure they have accessibility to their money so they can provide the necessary means to survive and more.
We also assist hundreds of thousands of families make informed decisions on how to protect themselves and their families from the devastation of health issues. We provide people with the education they need to effectively select the best risk mitigation solution(s) they need to protect their loved ones.
We engage people effectively in their respective organizations by providing visibility to future career opportunities. We help people grow and develop professionally to be better at what they do. We connect organizations with the unemployed to help them make a fresh start. We help socialize them into organizations so they build solid relationships with others faster. By doing all these things, we make these individuals better husbands, wives, mothers, fathers, siblings, etc. They are more fulfilled professionally which is directly correlated to how they feel personally.
So, the next time you think those of us in the technology space aren’t making a difference, think again. The next time you think you aren't making a difference, think again. We all make an impact in some way. You just have to look under the covers sometimes to find it.
Take a moment to say thank you to those who’ve made a difference in your life Chances are, there are a lot of people who are thankful for you.
Happy Thanksgiving!
Thursday, November 3, 2011
Are You A Hunter or A Farmer?
For those of you who live in the great state of Nebraska like me, you may answer this question with a resounding both. For many others the response is a simple neither. Maybe if I ask the question in a different manner it will elicit another response all together. When thinking about the talent needs of your organization are you "farming" for people all the time or waiting for "the kill" when the opportunity arises?
We all have a responsibility to our respective organizations to be on the look out for great talent. With the unemployment rate at a high and even higher when underemployment is factored in, it's more important than ever to become a "farmer". There are so many opportunities each day to interact and network with our next superstars. The challenge many of us face is that we don't have the right equipment to effectively farm.
Think about it, if you were asked to go out and harvest your crops and then given a riding lawn mower you would laugh hysterically and refuse the job. So why is it then, that we expect our recruiting teams to farm for candidates but don't give them the right equipment to do it effectively? This is a question I have pondered for quite some time.
When did recruiting stop being about the engagement and connectivity with candidates and organizations and become so focused on the administration of the process? I'll tell you my opinion of when it changed. When organizations in the Talent Management industry created applicant tracking systems that will do everything short of wash your car. Let's face it, even the name applicant "tracking" systems sets a tone for what recruiting has become. We have done a disservice to our recruiters and increased the complexity of the process in many instances.
It is time for us to change the way we think about recruiting and get back to the basics. We need to refocus our efforts on candidate engagement and socialization. Stop using RFP's that have 250 different requirements of which 40% have no relevance to your process. Instead, start thinking about all the things candidates, recruiters and hiring managers need to successfully engage with one another.
I know, it's not that simple right? Why isn't? When was the last time you took a good hard look at your ATS and your process and realized all the unused, yet paid for functionality included? Maybe you have chosen not to go down that road because you're afraid of the results. Maybe you are one of the lucky ones who effectively uses all the bells and whistles provided to you. Or just maybe, it's time to rethink the equipment you use so you can be more efficient, effective and engaged with the talent you want in your organization. I am sure your recruiters and hiring managers would appreciate it as would your candidates.
We all have a responsibility to our respective organizations to be on the look out for great talent. With the unemployment rate at a high and even higher when underemployment is factored in, it's more important than ever to become a "farmer". There are so many opportunities each day to interact and network with our next superstars. The challenge many of us face is that we don't have the right equipment to effectively farm.
Think about it, if you were asked to go out and harvest your crops and then given a riding lawn mower you would laugh hysterically and refuse the job. So why is it then, that we expect our recruiting teams to farm for candidates but don't give them the right equipment to do it effectively? This is a question I have pondered for quite some time.
When did recruiting stop being about the engagement and connectivity with candidates and organizations and become so focused on the administration of the process? I'll tell you my opinion of when it changed. When organizations in the Talent Management industry created applicant tracking systems that will do everything short of wash your car. Let's face it, even the name applicant "tracking" systems sets a tone for what recruiting has become. We have done a disservice to our recruiters and increased the complexity of the process in many instances.
It is time for us to change the way we think about recruiting and get back to the basics. We need to refocus our efforts on candidate engagement and socialization. Stop using RFP's that have 250 different requirements of which 40% have no relevance to your process. Instead, start thinking about all the things candidates, recruiters and hiring managers need to successfully engage with one another.
I know, it's not that simple right? Why isn't? When was the last time you took a good hard look at your ATS and your process and realized all the unused, yet paid for functionality included? Maybe you have chosen not to go down that road because you're afraid of the results. Maybe you are one of the lucky ones who effectively uses all the bells and whistles provided to you. Or just maybe, it's time to rethink the equipment you use so you can be more efficient, effective and engaged with the talent you want in your organization. I am sure your recruiters and hiring managers would appreciate it as would your candidates.
Thursday, September 22, 2011
I'm An Employee First
I am sure many of you know how passionate I am about talent management solutions that center on people, not administration. As we all know, people are the foundation of business performance and success. I'm not only acutely focused on reflecting this in technology, but as I live each day as an employee of my company. Unfortunately, many organizations don't think about talent they way I do and quite frankly, that's a shame.
Organizations of all sizes and industries are suffering from the same challenges right now: Retirees taking skills and intellectual capital with them, untimely departures of critical individuals and employees leaving for "better opportunities" with your competition. With all these workforce changes, companies have to plan and begin managing their people in the same strategic manner in which they run their business. Without this, you have disengaged people and a high probability a slowdown of the business will occur when these individuals begin leaving.
Organizations of all sizes and industries are suffering from the same challenges right now: Retirees taking skills and intellectual capital with them, untimely departures of critical individuals and employees leaving for "better opportunities" with your competition. With all these workforce changes, companies have to plan and begin managing their people in the same strategic manner in which they run their business. Without this, you have disengaged people and a high probability a slowdown of the business will occur when these individuals begin leaving.
This is exactly the reason why organizations have to think about talent in a broader sense. It's not good enough or acceptable any longer to think about only key leadership. We have to focus on every employee, down to the lowest paid. It's time to Put People First.
When I think about my own role and career I'm an employee first. We all are regardless of our "title". And at the risk of sounding selfish, I too have career aspirations. I am lucky in that my manager works with me to ensure I'm engaged, challenged and growing professionally. He's helping me prepare for my next career move.
Here's where the importance of organization-wide, person-centric talent management comes in to play. In order for me to progress into my next role, I have to ensure I'm building a team that can take the reigns from me when the time comes. Seems simple, right? Ah, things are not always as they seem.
As a leader, I'm responsible for a team of incredibly talented individuals who have vast knowledge on the talent space. None of them have a "Chief" or "VP" in their title, but without their dedication, knowledge and support, our business would suffer. It's imperative to me and our success to have a team who is engaged and wants to do their best every day. In order to ensure that happens, I need to make sure they are taking an active role in defining their own future and that I'm providing the development opportunities to get them where they want to be.
Now don't forget, I'm not in HR. But HR needs to supports me. They need to be deliberate in engaging with me from a support standpoint. Ultimately, it's up to me, as a business leader and manager, to identify, engage, and develop my people. The best way to do that is talk to them, listen to them and remember you were in their shoes one day.
So bottom line, put yourself in the employee role for a minute. Think about what you want and need to be successful and go provide that to your people.
So bottom line, put yourself in the employee role for a minute. Think about what you want and need to be successful and go provide that to your people.
Monday, August 15, 2011
Open Your Eyes....I Am Standing Right Here
I am always amazed at how incredibly smart business leaders can be until it comes time for them to develop their team. These are individuals who are running multi-million dollar businesses successfully yet when asked to engage with their employees they lose all ability to think strategically and objectively.
Case in point. On one of my more recent client visits I had the opportunity to eat at one of my favorite restaurants. For those of you who know me well, I can be quite chatty at times. Needless to say, my server also had the same great quality about her. In a very short period of time I knew how long she had worked at this establishment, what her career aspirations were and most importantly, she wasn't going to fulfill them where she was currently.
You see, while this organization did a fantastic job on the food and customer service aspects of their business, they did a disservice to their employees. They don't provide their people with the ability to articulate and communicate their long-term career desires. Just a few months prior to my visit, "Becky" had learned of an opportunity that was exactly what she was looking for in her next role. Unfortunately, she learned about it after someone had already been selected. When she asked her supervisor about why she hadn't been told about the opportunity, his response was typical, "I didn't realize you were interested in that type of position." You know why he didn't realize it, he never took time to find out anything about "Becky".
People, you have to begin engaging in conversations with your employees. Learn what's important to them. Understand what their career aspirations are and come up with a plan to help achieve them. One of the number one reasons individuals leave organizations is because of poor leadership from their manager. With the challenges organizations are having finding, attracting and retaining talent, it's time to open your eyes and see what's in front of you. Don't be stupid and let the great ones get away.
While I realize there are two sides to every story and not all managers suck, this has definitely impacted the way I look at this organization. As for "Becky", she confided in me that she was actively engaging with a competing restaurant for a position very similar to the one she lost out on here. Someone else had their eyes wide open, saw a talented individual and went after her. Hopefully she is immersed in her new role and one step further in her career path.
Now, open your eyes and ears and engage with your people before it's too late.
Case in point. On one of my more recent client visits I had the opportunity to eat at one of my favorite restaurants. For those of you who know me well, I can be quite chatty at times. Needless to say, my server also had the same great quality about her. In a very short period of time I knew how long she had worked at this establishment, what her career aspirations were and most importantly, she wasn't going to fulfill them where she was currently.
You see, while this organization did a fantastic job on the food and customer service aspects of their business, they did a disservice to their employees. They don't provide their people with the ability to articulate and communicate their long-term career desires. Just a few months prior to my visit, "Becky" had learned of an opportunity that was exactly what she was looking for in her next role. Unfortunately, she learned about it after someone had already been selected. When she asked her supervisor about why she hadn't been told about the opportunity, his response was typical, "I didn't realize you were interested in that type of position." You know why he didn't realize it, he never took time to find out anything about "Becky".
People, you have to begin engaging in conversations with your employees. Learn what's important to them. Understand what their career aspirations are and come up with a plan to help achieve them. One of the number one reasons individuals leave organizations is because of poor leadership from their manager. With the challenges organizations are having finding, attracting and retaining talent, it's time to open your eyes and see what's in front of you. Don't be stupid and let the great ones get away.
While I realize there are two sides to every story and not all managers suck, this has definitely impacted the way I look at this organization. As for "Becky", she confided in me that she was actively engaging with a competing restaurant for a position very similar to the one she lost out on here. Someone else had their eyes wide open, saw a talented individual and went after her. Hopefully she is immersed in her new role and one step further in her career path.
Now, open your eyes and ears and engage with your people before it's too late.
Wednesday, August 3, 2011
Resume? What's That?
Note: Recruiters need not contact me. I am happy where I am and I DON'T have an up to date resume.
I have never had the privilege of holding a position as a recruiter. I do view myself as a casual recruiter because I believe it's everyone's responsibility to seek out talent for their organization. But, I have never been paid a salary to act as a recruiter for my company or on behalf of another organization. I state that upfront because I am about to go off on a tangent and I want to be transparent about my lack of experience in recruiting.
Earlier this week I received a call from a recruiter who was inquiring about my interest in a potential opportunity she had available. Apparently I had been referred to her by a past colleague of mine who provided her with few details about my experience. She was very nice, explained the opportunity and asked questions about my past, what I enjoy, my role, etc. As she is asking these questions I realize she hasn't done any research before this call. Anyone who knows me well knows I am an open book. I have been known to share too much with folks at times.
So as we are wrapping up the Q&A she asks if I can forward on a resume. Really? Are you kidding me? I haven't had an up to date resume in at least three or four years. For one, anything and everything you need to know about me is on LinkedIn, Google+ or Facebook. Two, I am quite happy where I am now and am not actively looking for different opportunities. And three, you called me, interrupted my day and you want me to spend time creating a resume when you could quickly find out anything about me online. I think NOT!
This is another fine example of HR administration at its finest. Not once did this recruiter think about what I wanted or how she should get what she needed from. She followed the standard recruiting procedures for that company. What she also did, unbeknownst to her, was set the brand of the organization without saying anything about what it was like to work there. I now have perceptions about this company before I know anything about it. I assume they are not adopters of social media in any form, which I am. I also assume they are more focused on HR driven policies and procedures than focusing on the identification and selection of talent, which I am not.
So out of this one call I learned a few important lessons. 1. Don't assume all recruiters and/or organizations use social media for recruitment. 2. Recruiters shouldn't assume everyone has a resume that's up to date. 3. What you say and don't say can say a lot about your employment brand. 4. I am really glad I am not a recruiter.
I have never had the privilege of holding a position as a recruiter. I do view myself as a casual recruiter because I believe it's everyone's responsibility to seek out talent for their organization. But, I have never been paid a salary to act as a recruiter for my company or on behalf of another organization. I state that upfront because I am about to go off on a tangent and I want to be transparent about my lack of experience in recruiting.
Earlier this week I received a call from a recruiter who was inquiring about my interest in a potential opportunity she had available. Apparently I had been referred to her by a past colleague of mine who provided her with few details about my experience. She was very nice, explained the opportunity and asked questions about my past, what I enjoy, my role, etc. As she is asking these questions I realize she hasn't done any research before this call. Anyone who knows me well knows I am an open book. I have been known to share too much with folks at times.
So as we are wrapping up the Q&A she asks if I can forward on a resume. Really? Are you kidding me? I haven't had an up to date resume in at least three or four years. For one, anything and everything you need to know about me is on LinkedIn, Google+ or Facebook. Two, I am quite happy where I am now and am not actively looking for different opportunities. And three, you called me, interrupted my day and you want me to spend time creating a resume when you could quickly find out anything about me online. I think NOT!
This is another fine example of HR administration at its finest. Not once did this recruiter think about what I wanted or how she should get what she needed from. She followed the standard recruiting procedures for that company. What she also did, unbeknownst to her, was set the brand of the organization without saying anything about what it was like to work there. I now have perceptions about this company before I know anything about it. I assume they are not adopters of social media in any form, which I am. I also assume they are more focused on HR driven policies and procedures than focusing on the identification and selection of talent, which I am not.
So out of this one call I learned a few important lessons. 1. Don't assume all recruiters and/or organizations use social media for recruitment. 2. Recruiters shouldn't assume everyone has a resume that's up to date. 3. What you say and don't say can say a lot about your employment brand. 4. I am really glad I am not a recruiter.
Tuesday, August 2, 2011
My Coming Out Blog
Welcome to my coming out party. For years I have been an avid follower of many HR blogs but have never had the courage to create my own. What’s funny about that is I am never at a loss for words, I speak my mind very openly and I love to challenge the status quo. Those all sound like great characteristics of successful bloggers to me. Maybe my hesitance came from thinking that I don’t have anything important to say. Well no offense to some of the bloggers out there now, but I have read some posts in the past that didn’t speak to me at all and yet they continue to have a following.
So today is my day. It’s my time to take a risk, put myself out there and say what I believe. You may agree with me, you may not. Quite frankly, I am not here to say what everyone wants to hear. I am here to challenge the way we think about things, the way we do things. Mainly around the management of talent and most importantly people.
Now you are probably wondering who is this chic and what’s her story? As I said before, I am never at a loss of words so let me tell you a bit about me. By day I spend my time thinking about how people connect, collaborate and get work done in organizations. This type of thinking allows me to effectively create, develop and deploy the vision and strategy for Ultimate Software’s Talent Management solutions. As the Director of Global Talent Management I get to think about the people aspect of organizations every day.
Just like most women, I wear many hats and pants for that matter throughout the day. I am a wife to my dear husband Shane, a mom to the three most beautiful and talented girls (Kaitlin, Kaeli and Kendyl), a daughter, sister, friend, counselor……I think you get the picture. As you can see, I am not really any different than the rest of you. I just hope I can bring you along for a great ride and that you learn something along the way. Til next time……
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