On the 14th March I attended the second edition of the DisruptHR Manchester.
16 speakers had 5 minutes each to present their topics! As last time, there were some really interesting topics raised and ideas worth considering.
The talks, whilst not directly linked, could be categoriesed into topics around Career development, flexible working, employer branding, recruitment and diversity & inclusion.
Below my write- up and notes.
When we are thinking about careers, we may tend to think about them as a prescriptive list of competencies, a pre-defined model. However, there is more we can do to create value and help individuals drive their development- and the solution may be a “job crafting” model which I found particularly interesting. The idea is to make the career a “bottom –up” model, where employees can play to their strengths, develop their passion, impact what and how they do, shape their roles beyond “ this is not in my job description”. Rob Baker from “Tailored Thinking” presented some great ideas on this!
Other career development talks were around rethinking our approach to the leadership development- from top down, through traditional leadership Programme, to make it more open to all. It’s not so much about the leadership competencies, it is about being open, vulnerable, enable learning, creating failing safety environment. We were encouraged to think about the leadership through creating the “lollipop moments”- check TedxTalk by Drew Dudley if you want to find out more.
Career main points:
- Everyone can be a leader in their own ways
- Job crafting – personalized career development
- It can be a small change/ thing done everyday
- There are vast information around us: how to manage it? Seek- sense- share
- Be curious, keep learning
- Everyone has a talent
- Surround yourself with not-likeminded people
- Don’t worry about “being liked”- take action, try, explore, learn
- Example of taking part in the governance scheme shows how people can develop additional skills by taking part in various project, not necessary directly related to their day to day job;
- Create opportunities to engage longer in an interrupted work where we can experience the “flow”
There were quite a few talks about working flexibly. They all agreed that working less hours or in a more flexible fashion can increase the productivity, make the employees more engaged and positively impact the employer’s branding.
Some key concepts from the talks:
- We should quit “being busy” which is holding us back and we should turn into a more meaningful work
- Flexibility and how our brain works:
- – We should give our brain time to rest to learn, process information, create insight, be innovative and more productive
- – We should engage more in the “flow” type of work
- Flexibility should not be gender stereotyping and should be available to all
- Managing work and life for working parents is difficult (and expensive). Both – work and family life are similarly important for many parents, and can be balanced. Supporting working parents and helping them be involved in both worlds, helps them increase their productivity and engagement.
DIVERSITY & INCLUSION
Diversity and inclusion whilst not necessary mentioned directly in the presentations as the main topic, was coming through every single one of them.
It was diversity of experiences, importance of creating a “human workplace”, supporting working parents and… making flexibility not only about working parents, including other’s needs, positions, preferences. It was about surrounding yourself with non- liked minded people so you can grow and learn yourself. It was about creating (diverse) communities, benefiting from diverse, unbiased thinking, taking various perspectives, including everyone in what and how we do, creating a sense of belonging.
EMPLOYER BRANDING & RECRUITMENT
We are all owners of the company’s reputation, all employees are. We should think about the reputation as a lifecycle, a piece in motion, not as a one off event or intervention. We shouldn’t be guessing what our reputation is, we can find out from various data. Employer branding is done through the experiences we create for employees, how we work, and if we stand for the values.
There was an agreement that recruitment is difficult…And that the employer branding is important to help with the resourcing efforts. The main recruitment points include:
- Don’t hire for the skills/ experience alone, hire for values alignment, person
- Importance of the growth mindset
- Importance of getting the whole process right; think about the recruitment in the project management terms
- Use available technology to support
- Candidates are your customers-treat them right!
- Build and be mindful of your employer branding
NOTES FROM THE PRESENTATIONS:
VICKY PROCTOR- TIME TO RETHINK OUR APPROACH TO LEADERSHIP DEVELOPMENT:
- Who are the leaders? We still think in a “top down” ways- Stop thinking of leaders in “them” and “us” terms;
- Remove labels- we have leaders everywhere around us!
- Holding a mirror- there is a need for a purpose and being true to yourself;
- Leadership does not equal completing a leadership training!
- Value diversity!
- Leadership competencies are gone!-
- Enable everyone to be a leader- play to their strengths, recognize vulnerability, get to know themselves, allow for more learning and curiosity, finding answers and failing safety.
- If you give permission, amazing things can happen.
- Start with the end- what are you going to achieve and develop this
Always keep open mind & have “the lollipop moment” –Tedx talk by Drew Dudley
PAUL DICKINSON – WHY HR NEEDS TO TURN OVER THE BUFFET TABLE:
It used to be cool to smoke in the 60s…, today it is cool to be “busy”…- “It’s crushing us, limiting us, holding us back. Mind does not have an opportunity to reflect. “My brain has too many taps open”… Choose less to be more. 4 days a week can be more meaningful, have fifth day for rest. Sleep quality, diet, movement matters. The can be your best employer brand. Role model this!
4 day working week anyone?
- Same salary
- Same output
- Less working hours
- Healthier people
“There are plenty of countries on earth where people are willing to be obedient and work harder for less money than us. So we cannot out-obedience the competition. Therefore we have to out lead or out solve the other people.” Seth Godin
RACHEL GRIFFITHS- MEASURING YOUR REPUTATION AS AN EMPLOYER BRAND:
- Reputation does not have to be true. Reputation is widely held and can become reality;
- Reputation changes on environment
- Everybody in the organization are the owners of your reputation
- In the digital world- everybody is talking to one another, contributes to the perception of the company
- Employer’s job: understand how you are perceived as an employer and listen to understand.
- It is possible to evidence who you are
- Begin to think about the reputation as a life and dynamic piece in motion
- Stop guessing how you are being perceived as an employer brand; start knowing
ROB BAKER- GETTING PERSONAL ABOUT WORK:
Encourage a bespoke work environment. People are different and job change. We should be “job crafting” around passion of an individual. We expect everyone to act ad behave same way, which is a waste of time.
Work should be more personal and more agile; use people’s strengths, how?
- Think about it “bottom up”: driven by individual; build on trust
- It can be about really small change, you can think small- what can you do 5 minutes a day to make a change/ progress?
- Managers should be on board and be more interested about people
- Be curious, shift element of the job,
- It is important to know how you connect with the job
DONNA SMITH, THE JUGGLING ACT:
- Be bold with how you work more flexibly
- Re-write gender stereotypes around working flexibly (it should not be only about working parents!)
- Challenge assumptions.
- Create and share flexible story
- Studies show that we can be healthier, less stressed
- Time for flexibility to be for different purposes, for example time for volunteering
- Flexibility not for gender/ background and more available for all; their example: someone training to be a sommelier
- “People value the work I do and insights I provide, not that I am being available”
- It’s not about advertising flexibility on the jobs, it is just how we do things
GARY COOKSON- EPIC PARENTHOOD:
- “I was never there”
- Good to show to children that work has a purpose; enjoy what you do at work & life- work and life are both important and there should be room for both
- There is only one chance to watch your kids grow up
- Support flexibility to help me and other working parents perform to their best
- “Never get so busy making a living that you forget to make a life
- If you have the power to make someone happy, do it. The world needs more of that.
HOW THINKING LIKE A MUSEUM CAN HELP US KEEP UP-TO-DATE!:
- There is so much information around us to get our heads around
- We need to be always learning.
- Hard to keep hold of info/ article
- Learn from a museum approach of curation:
- “Curation is a way of seeing out a wide range of information, making sense of it in our own context, and sharing that with others”
- Seek, sense, share
- Seek: network, YouTube/Vimeo, Face to face, podcasts, journals, blogs, books etc. & research more than googling it!
- Sense: is this credible?
- Share: Why? Who? When? Channel? Always put in the context and think about the value!
- Keep the right mindset: be curious, think about the intent, add value to the information, use various tools: blogs, Evernotes, flip board; get into right habit like labeling information
BEN WHITTER- EMPLOYEE EXPERIENCE: DISRUPTING HR FOR GOOD
- Memorable experiences, moments of meaning, connected communities;
- Experience of work is made of moments – engineer moments of employee experience.
- Help these moments happen.
- Expectations: We’re only human- and humans should be at the center of the organization, care more; Employee experience is a human experience!
- It is “human” to co-create, collaborate-connect the communities
- Basics: building a social fundament based on trust
- To create a holistic experience
- HR need to become an architect, facilitator, innovator to business and employees
- Stand for values
- Physical workplace is transforming
- Business and human results
MICHELLE MINNIKIN- HOW TO ENSURE YOU HIRE THE RIGHT PEOPLE:
- Recruitment is broken; hard, difficult, expensive
- Hiring managers and candidates hate it
- Employees are not engaged
- CV’s can be written by professionals, interviews are not predictable / reliable; references are not allowed; 10 year old job description
- More predictable way: measure the right things :“not right fit”- but how do you measure culture: goals, leadership, the team: what are they doing, gaps -how do they all added to culture;
- Look at individuals values aligned with organization motives
- Look for growth mindset person.
- Don’t hire for skills alone, hire the human.
IAN PETTIGREW- LIKE:
- We can end up being really motivated by the pursue of “like”
- The danger of “Likeminded people”; “poor performance”= “not like me”- We are biased.
- The power of likability in a status obsessed…
- Alternative? Stop worrying for being liked;
- People may be paralyzed from taking actions worrying if this will be liked? For example- writing a blog post- will people like this? Stop giving a toss about it, start doing, start surround yourself with not like –minded people, recognize that everyone has talent.
- Helping people who are not like us.
- The UNLIKE Manifesto:
- Focus on impact, not likes
- Focus on people unlike me
JUDITH HICKS- INSPIRING GOVERNANCE FOR TALENT DEVELOPMENT:
- The role of a School governance is to hold teacher to the account, it is about vision, strategic leadership
- Operating within the Nolan principles; Make more diverce;
- Develop broader skills
- You give something back, and you get a great opportunity to develop your leadership, strategic skills; you will work with various people of different background and experience and you can enrich your own experience through that
- 5-8 hrs. a month
VICKI ASHWORTH- HARNESSING THE POWER OF THE CROWD:
- Crowd sourcing : to generate ideas, brainstorm, expertise problem solving
- Diversity at the center : getting together, minimize bias, continues improvement
- Optimization: power of the crowd; spread the work; 2 weeks to write 700 items!
- Develop social work;
- We don’t want to make bias; geographically spread
- Quality over quantity
- Engage with community
- Respond to feedback
WHY WE SHOULD MEASURE FLOW TO ATTRACT, RETAIN AND OPTIMISE TALENT:
- Flow: inside zone, immerse in the activity, get the “laser like focus”
- Feel good state
- At this point of brain: slow, new neurons fire together; they stay active for 2 days, afterwards- we use different part of the brain; learning is enhanced
- We stay in the moment when in a long, uninterrupted work;
- Clear goals increase flow
- Immediate feedback helps us improve
- Social factors- create the sense of community,
- Flow is awesome: helps taking decisions faster, we get more creative, we feel fantastic
- Advocate for our talent to stay more in that state of flow
- Measure outcome of- stats of the result of the time spent in the flow
KATE JENKINSON- WE DON’T EMPLOY POETS HERE:
- “Call the poet” when you want to do things differently..
- “Poetry is when an emotion has found its thought and the thought has found words”
- Schools treat children as if they were made of clay
- How do we prepare people for creativity?
- Purpose, autonomy, mastery
- Know yourself
- Words have power
MICHAL WISNIEWSKI- IS CULTURE FIT DEAD?
- “Culture fit”- why did we kill it? Because of how we use it –recruiters say that blanket statement to reject candidates we don’t like (“It’s because of the culture fit”)
- Bias make is death for diversity
- Culture- what does it mean?
- Align the candidates with your core values
- Mind the skills gap
- Put people in environment where they are motivated
- Offset against our values
EMMA REDSHAW, ATTRACTING TOP TALENT:
Key areas to approach to recruitment:
- Project Management:
- Poorly planned and you are losing the candidate
- Have you reserved time for each of the stages?
- What are the expectations- they should be appropriate to the level
- – Top talent is on the market for a very limited time: the recruitment cycle should be fast & professional;
- Utilizing technology:
- Video skyping better than telephone: 55% body language- use it next time!
- Candidates are customers.
- Build reputation
- All candidates should be feeling positive
- At least 1 constructive feedback
- Ask them to endorse you on social media
- If you don’t treat them well- they will leave the negative one
- Thank them!
- Let them be your brand ambassadors!