All posts tagged: People Management

Digital Transformation in Store

As the role of the physical store gets redesigned by the impact of technology, there’s more evidence of the centrality of retail associates in delivering successful experiences and drive sales across channels. Simply plunging technology in stores has failed in accelerating this: to succeed employees in store need to be at the core of the Digital Cultural Transformation of the company. Perhaps no other industry has been impacted by changing customer demand like retail. People want to have 24/7 shopping experiences, and they want it now. However this trend did not crystallize into one channel taking dominance over the others, rather the expectation is to be consistent across all channels in the value chain. Which is why a lot of the Retail Apocalypse proponents, have found out that also traditional brick and mortar retail still has a meaning. I have already addressed how I believe the work in retail is changing. And have also more recently argued that the expectations put on Retail Associates need to be compensated adequately. What I want to focus today, …

Pivoting on the Career Path

How can you grow your own career, in a world where AI, Machine Learning and automation seem to change the basic rules of the game? The answer is becoming a lifelong learner, pivoting among different possible steps to change the meaning of your new work. One of the most interesting paragraphs of the book “The Technology Fallacy” that I’ve reviewed yesterday, looks at how people can get prepared for Digital Maturity by becoming lifelong learners. Ongoingl learning and a growth mindset will allow individuals to remain flexible enough to develop new skills. The need to pivot will mean that individuals will need to chart their own career path amid these changes in work. Gerald C. Kane et al., The Technology Fallacy The change imposed by technology and the necessity to create more adaptable organizations, will lead an important transformation in the way we all perceive “career”. The days of steady, stable careers are over. As organizations get flatter, some of the principles of Vertical Progression get questioned. AI, Machine Learning, progress as a whole will …

What should HR be?

One of the most interesting concepts that I’ve been able to capture at UNLEASH18 in Amsterdam this week, relates to the constant discussion about the role of HR. In a presentation held by Bersin by Deloitte, a new concept has been presented that I can relate a lot to. The idea of Ambient HR. Imagine that HR is the electrical wiring in the walls. It’s essential, and the product of thoughtful design & craft. But when we need light to do work, we don’t waste time wondering about the wiring in the walls. Definitely an interesting concept. That puts into question the current assumption of HR as “Business Partner”, challenging the idea that it should have “a special seat” at the table, one of the long-time discussions that marked HR practitioners calls for the last few years. The idea is that HR is vital (like electricity in our modern era), but it should not be treated as a “special” guest or as an addition to normal business processes. Way to often the tendency is to …

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 …

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 …