I’m not talking about our systems of record or even talent management technologies here.
But all the other stuff which is available to us – social, mobile, gamified etc…
I’ve been at Europe’s Enterprise 2.0 Summit in Paris for the last two days, and the good news is that there seem to be quite a few HR people here.
But we’ve still come in for all the usual criticism. In particular there was a session yesterday on the ‘social business mindset‘ which turned into a bit of a ‘We Hate HR’-fest, talking about HR people who can only follow policy and generally get in the way of how things are done.
There were two particular criticisms, both of which I tried to respond to:
- HR people are purely administrative and transactional – this was pretty easy to respond to. After all we all know plenty of reactive – or even unreactive – employees in IT and other departments too.
- HR don’t use the tools (why not? – this is all about connecting people). This was harder to respond to….
I got my best feel of this using Yammer a couple of years ago to support a UK based HR community I set up a couple of years ago. Conversation naturally included the use of Yammer within our members’ own organisations where by far the most prevalent response was ‘well I’m on it, but I’m the only person on our HR team who is’.
Of course it’s not the case across the board – one of the other people at the session was an HR person from Yum Brands who suggested that HR has a higher take-up of their social networking system than any other function.
But in general, the statement is largely true. Why don’t we use the technologies that are available to us? It’s not the main reason for using them, but in addition to these, other functions already have enough of a case to hate HR – why give them one more stick to beat us?
Jon Ingham is an insight based HR consultant. He helps HR leaders increase their contribution and impact through strategic and innovative approaches across the full breadth of people management and organisation development, often responding to the increasingly profound transformations underway in the world of work. Jon started his career in chemical engineering, moved into IT, then change management and first worked in HR as an HR Director for Ernst & Young, first in the UK then based in Moscow covering six countries in the former USSR. Coming back to the UK he became Head of HR Consulting at Penna and then Director in Human Capital Consulting with Buck where he worked on the outsourcing of GSK’s HR services to ACS (Xerox). Jon is best known for his writing, speaking, training and consulting on strategic human capital management, which he defines as the management of people to create differentiated human capital or organisational capability. He is the author of Strategic Human Capital Management (2006) where he outlines an increasingly well used, simple yet strategic approach to HR measurement. He is also a contributor, alongside Dave Ulrich, Ed Lawler, Peter Cappelli and others to the ASTD’s recent book, The Executive Guide to Integrated Talent Management (2011). However Jon’s more recent interest is social capital (the value of connections, relationships and conversations) and helping organisations create this type of capability through community-oriented leadership, team-based HR practices, OD interventions and the use of social media tools etc. It is Jon’s interest in social capital, together with his background and interest in HR technology, which has led to his focus on social media. He has supported clients in introducing and developing their approaches to social recruiting, social learning and social business. He is also a high-profile user of social media himself and he posts regularly to two blogs, Strategic HCM and Social Advantage. He is also a founder of the social media-based HR community, ConnectingHR, which runs tweet-ups and unconferences for the UK HR profession. Jon was recognised by HR Magazine as one of the UK’s most influential HR thinkers in 2011 and has also been listed as a top 100 global HR influencer by HR Examiner.