by D. Kevin Berchelmann | Jun 3, 2015 | Brazen Leader, Human Resources, Kevin Berchelmann, Miscellaneous Business Topics, Organizational Effectiveness
Yep, no kidding…
If you are leading an in-house human resources effort today, and not currently or actively considering outsourcing much of your task-driven work today, get your resume polished up.
You’ll be needing it.
No, this isn’t merely because I’m a consultant hoping to win your outsourced business. It’s because reality is slapping us in the face: We cannot accomplish these task-driven administrative minutiae efforts as cost-effectively as we can outsource them, nor can we maintain the level of talent necessary to be really good at it.
As a friend enjoys telling me, “This ain’t rocket surgery.”
Besides, you don’t need to be doing those things anyway. Businesses need real HR talent doing things that contribute to the success of the business — documenting a beneficiary change to someone’s life insurance doesn’t fit that definition.
Get out of the trenches, and go do something important.
Before you need that resume again…
by D. Kevin Berchelmann | Jun 2, 2015 | Brazen Leader, Executive Improvement, Kevin Berchelmann, Organizational Effectiveness
A couple of my writings — one, the blog post below about fairness, equity and equality, and one of the articles in my recent newsletter, on employee engagement — bear some additional explanation, lest someone believe I feel that these ideas have no utility whatsoever…
First, regarding fairness. Organizations (and their leaders) that manage to the “lowest common denominator” will forever be relegated to mediocrity; you cannot create & retain talented performers in the face of “identical treatment for all,” nor can you survive frequent, necessary change efforts within that self-limiting process.
Further, I’m not certain that managing with “fairness” is the do-all, end-all for a manager. Effectiveness, yes; reasonably equitable treatment, yes; even reasonably consistent, yes. But fairness is an individualized concept that changes meaning with each employee. Trying to constantly pursue that would drive even the best manager crazy. Better to spend that effort ensuring that each employee is treated according to their value to the organization.
And to those who may feel that sometimes we must treat everyone the same, because a manager(s) doesn’t know how to do it correctly, either develop that manager effectively (and quickly), or hasten their departure. Anytime an organization feels it must spend significant time, effort and resources “guarding against” the actions or activity of any manager, that’s a leadership issue from the top.
Equity is a necessity for a business to succeed significantly. Strive for that; if a manager is incapable, that shouldn’t justify more “equal” treatment for all — it should justify whacking that manager.
Now, about employee engagement. I didn’t say it was necessarily a bad thing, nor is it necessarily anything significant. It is not, however, what should drive our efforts.
We aim to create a workforce that is productive and efficient; engagement, as defined by many, could certainly be a pleasant by-product of that higher performance, but it’s not the end goal. Nor, unfortunately, does employee engagement — in and of itself — create a high-performing workforce. It could certainly be a milestone along the path to high performance, but alas, will not assure superior performance by itself.
Let’s stay focused on the real direction, and not get distracted by today’s management fads.
by D. Kevin Berchelmann | Mar 28, 2015 | Brazen Leader, Executive Improvement, Human Resources, Kevin Berchelmann, Organizational Effectiveness
I recently surveyed about 35 chief executives (CEO & COO), who nearly unanimously considered Talent Management, as I describe it below, as their number one priority on a go-forward basis.
Think about it: Not market share, pricing demands, or even concerns over recent burdensome legislation. Talent Management.
So, no real news there, right? After all, unless you’ve been living on Pluto (I like picking on the new “non”-planet), we’ve only read about this “talent management” thing for about 2-3 years, in every conceivable business publication.
No new news… Big deal, eh?
Actually, it is a big deal, because I’m not at all certain we actually get it yet. In other words, if — just for the sake of argument — we agree that talent management is so all-fired important, what exactly are we doing about it? Have we got the execution figured out? If we do, I haven’t seen it.
Talent Management is simple. I know I say that a lot, about a lot of things, but really… it’s simple. It takes 3 things:
1. Recruitment. This, of course, involves determining competencies and qualifications, effective sourcing, and successful hiring/employment.
2. Development. If we find an “A” player, let’s keep him or her and use them in the role they can best help the organization succeed. That may or may not be what they do today. And don’t forget about future skill development (management, leadership, executive). Important.
3. Retention. Damn… it seems like it costs a small fortune to recruit and hire solid talent today — lots of resources come to bear on a single focus. It’s a shame that we don’t continue some of that effort to purposefull retain; retention includes a modicum of motivation, which makes these employees even more productive. Effective retention, then, becomes a “two-fer;” the same efforts that effectively retain also tend to motivate good performers to higher levels of performance and productivity. A bargain at twice the price.
So, talent management is an all-hands-on-deck exercise. To be effective, we need solid human resources guidance and resource management, general management’s sincere participation, and direct involvement by the CEO and other senior-most leaders.
It’s just too important to be entrusted to anything less.
by D. Kevin Berchelmann | Jan 28, 2015 | Executive Improvement, Kevin Berchelmann, Miscellaneous Business Topics, Organizational Effectiveness
But, Kevin, that’s his job!
An exasperated client exclaimed this to me after hearing—again—that she should get better at recognizing her folks, and to consider using regular accomplishments as the impetus, versus waiting for the one-off spectacular event.
She disagreed strongly, obviously. She felt that if people were just doing their job, they weren’t doing anything exceptional, ergo no recognition warranted or expected. “Their paycheck is a reward for satisfactory behavior,” she said. I’m sure no one reading this has ever uttered those words.
“Wrong,” I told her. “That’s just flat wrong.”
Since she is a football fan (assuming you actually consider the Jacksonville Jaguars “football,”), I used a football analogy…
I started playing school football in 8th grade. Mine was a small school, so most of us played both ways; I played right-side offensive guard and defensive linebacker. This is Texas school football, so believe me, they took it as serious then as they did through later years in high school.
Our starting quarterback was a guy named Gordon Williams, the son of our football coach (I’m sure that was just a coincidence). Gordon and I were friends before football came along, as we lived about 8 houses apart in a town of 4,500 people.
Anyway, we were playing La Grange, Texas (yes, the home of the famed “Chicken Ranch”), and we were trailing by a good margin. Gordon called a running play, handing the ball off to Albert Cubit (at the time, the fastest human being I’d ever seen), who headed straight for my right leg. My job was to pick up the middle linebacker who had been coming across unscathed most of the game.
And pick him up I did. Nailed him in the chest, likely surprising the daylights out of him, since I’d been something of a slug the whole game until then. Ended up laying squarely on top of him, while Albert pranced merrily into the end zone. Touchdown, Luling Eagles.
Now we were all happy, jumping up and down, slapping each other’s helmets (this was well before chest bumps and man-hugs), but Gordon cut through the crowd and the noise to reach me, grabbed me by both shoulders and said — yelled, actually—”Great job! Your block made this happen!” I beamed, I’m sure, like some stupid-looking 8th grader.
It wasn’t that I didn’t know I blocked, because I did. It wasn’t that I didn’t know we scored, because of course I knew. It was because I didn’t know how what I did actually affected the outcome.
You see, I was face down on top of that linebacker, and just assumed that Albert had done whatever magic he did when he had the ball. I didn’t realize that the team’s success at that moment was a direct result of my efforts. And all I had done was what I was supposed to do. I didn’t block two or three people, or chase down some errant interceptor. I simply blocked the one person I was tasked to block for that play.
And the team’s leader made me feel damned good about it. It’s been over 40 years since that game; I don’t remember any other play, game, or conversation. Heck, I have no idea of whether we won or lost to La Grange that afternoon. What I do remember, like it was yesterday, was Gordon Williams grabbing my shoulders, looking me in the eye, and saying “Great job!”
For “just” doing exactly what I was supposed to do.
“That which is rewarded is repeated.” It’s a basic tenet of compensation, and the foundation in changing human behavior. Don’t delay or save recognition in hopes of rewarding some heroic, superhuman event. Remember that blocking and tackling—the business kind, not the football kind—is what makes organizations and their leaders successful today. Show ’em some love.
But that’s just me…
(…and thanks, Gordon)
by D. Kevin Berchelmann | Oct 29, 2014 | Brazen Leader, Executive Improvement, Kevin Berchelmann, Organizational Effectiveness
Recently, when discussing the details of succession planning (uh, oh, here he goes again…!) I was asked the following by a colleague:
What general competencies, skills, attributes or potentials should we be seeking in someone worthy of developmental efforts, and how do we determine them in candidates? Are those things different for potential departmental/functional heads versus those being considered for C-level responsibilities?
My shorter version: “Who the hell do I develop?”
(more…)
by D. Kevin Berchelmann | Jun 10, 2014 | Brazen Leader, Executive Improvement, Kevin Berchelmann, Organizational Effectiveness
I recently read a blog posting from someone holding themselves out as a “contrarian” HR professional (consultant, of course).
Now, I consider myself something of a contrarian myself, as many have used words like that (and sometimes even MORE colorful) to describe my rants, thinkings, and positions on various issues, and I’m OK with that.
This particular blog entry, however, brought a couple of things to light… (more…)
