Year: 2013

A New Paradigm for People Management


HR is fighting a battle for its relevance in tomorrow’s organisation. If it wants to become something more than just an entity dealing with compliance and payroll administration, a serious paradigm shift is needed. Large HR Transformation efforts, based on the so-called Ulrich Model, have tried to bring efficiency into HR organisation, trying also to integrate technology and process automation. But their results have to a large extent failed to reach their goals. Even with the introduction of the so-called HR Business Partner role, in many organisation the satisfaction of business management towards the HR organisation has swiftly declined. The effort of regaining a business relevance by trying to impose a Business agenda through Talent Management, is also failing because it is proving to be the “wrong” answer to the problem. Facing a structural problem one would argue that a structural change would be necessary, not just a simple make-up effort. Is there a solution then? In my opinion yes, and the success that many professionals in this domain endeavor every day shows that a lot can be achieved. What …

Doing some Cleaning


Weekends (at least the few ones I spend in Luxembourg) is cleaning time! A protracted effort to find a sense of order in my home (always challenged by my three cats, constantly running around while I try to put things in order). Anyway, after the “hard-core” cleaning, I decided to spend some time also on some more “virtual” cleanings online. I have readjusted the theme of my online notepad on tumblr EcletticaMente (mainly in Italian), which now has its own sub domain: io.sergiocaredda.eu. I have readjusted my “about.me” page, as well as my Twitter one, trying to synch my profiles (don’t know why, but I have the tendency to always reinvent the wheel when I have to describe myself…). Also tried to set up a new “claim” for myself: Trying to bring back People at the core of the human enterprise. Please throw stones at it… Eventually, after the implementation of my Hr Thinker list, I have created a magazine version, called Knowledge Nomad thanks to the free service of paper.li. Every day it will serve you a fresh …

Need number 4: Enhance Creativity and Innovation


What is the real contribution that HR should be giving into an organisation? In my opinion there is one concrete answer to this: enhance Creativity and Innovation. These two elements are not just “side” effects of HR policies, or limited to the contribution of some learning specialist. In my opinion these two key elements are the real added value that HR can bring into an organisation. Too often people in HR think their contribution should be to the culture of the organisation, to the motivation of employees, to the productivity of people, to the efficiency of the organisation. All these elements are of course valuable ones, and are probably some very important results of a good HR action. But are they really the Purpose of HR? In many companies there is an idea that Innovation simply “happens”. Or, maybe, that should be delegated to the R&D department, where people are paid to actually innovate. Nothing more wrong than this. Innovation needs to be continually nurtured and fostered across all levels of the organisation. Because very …

My HR thinkers Twitter List


Yesterday I took the liberty to reorganize the way I follow and read some of the best HR blogs and thinkers around the topics of Human Resources on the web. Thing is that I relied a lot on Google Reader to assemble the RSS feeds of the various blogs that I found interesting. The recent decision to discontinue this service came as a really unwelcome surprise to me, so I tried to understand a way on how to make sure I wasn’t loosing touch with my favorite readings. As a matter of fact I started considering what the best way to get this done. As I use Flipboard to read most of my online content on my iPad, I browsed a bit, until I found that probably the best thing to do was to create a List on Twitter, then include that as a separate subscription in Flipboard. But, as I was doing this anyway, the question was why not sharing this small piece of work? That is why I have created and made public …

Need number 3: Retain your people


Retaining your existing employee is the best cost effective strategy for improving your HR performances. Yet, even if Retention has always been a mantra for many HR executives for years now, when it comes to showing up results, not many companies have been really capable to demonstrate how good they are at retaining people. If the logic of retention is always valid. Keeping a person is more efficient than having to hire and retrain a new recruit. Easy. However, getting to a point where there is 100% retention is not really feasible, and probably not even desirable. Modern companies need to carefully balance the efficiencies gained by retaining their people and the need for new fresh ideas that external recruits can bring. Whom to retain? So the key challenge for a people manager is: whom to retain? If your first answer is “Top Talents”, please go back to article one of this series and then try again. Why? Simple: whatever category of people you associate to the word “talent”, this is the most difficult portion …

Need number 2: Develop people internally


So, we’ve seen that instead of choosing the best talent to get into your organization, it is probably wiser to focus on a good candidate. One of the goal is to make sure the candidate you have chosen can become “productive” as soon as possible in your organisation. Which is why your people development processes play a key role in making sure your HR function really supports your organisation business needs. From Training to Development. In many organisations Learning & Development has always been the last department of HR. Last to be formed, last to get a budget, last to be part of the HR strategy of an organisation. To a certain extent, in many organisations the recent wave of “talent” management has at least had the capability of revising the role that learning plays in the development of people. But it is not enough. First of all, in many companies we are not even able to talk about learning, as the focus is purely on training activities. What is the difference between the two …