I looked up the phrase “information is power” to figure out where it came from. It turns out, it comes from everywhere. The phrase is actually part of several longer and more complex quotes. It is a call to freedom, such as Kofi Annan’s statement that “Education is the premise of progress, in every society, in every family.” By contrast, the control of information has a coercive impact which we must overcome. Robin Morgan says “the secreting or hoarding of knowledge or information may be an act of tyranny camouflaged as humility.” Both themes ring true with workplace analytics. First you need to take full advantage of information for your own empowerment. Second, you are obliged to use that power justly. The smart money is on the sharing of information, and the sharing of power, in a high-functioning modern workplace.
Is your workplace having a hard time chasing down suitable talent? It’s a hard game to play, chasing after that one strong candidate who is ready to stay in place. Employers have had challenges with hard-to-fill positions for some time. Businesses in North America struggled to fill (and retain staff in) “hot skills” areas since the late nineties.
If someone has the hot skill they disrupt business because they can simply choose to work as a contractor, charging more. When money is not the issue, skilled workers just decide for themselves the location and conditions of their work. I once worked in an office that abandoned standard business attire because the Information Technology staff refused to wear ties.
There are skills shortages in parts of India, according to this recent article. In India’s law enforcement sector, there is the perception that government officials are not placing a high priority on filling job vacancies. This implies a large-scale manager error. The defence sector notes that people are leaving their sector to work in other parts of the economy where they are treated better. In healthcare, professionals are declining to work in rural areas where there is relatively little infrastructure. In the education sector, professors are declining to work outside of major cities, so rural and small town job postings stay vacant.
What is noteworthy is that the situation in India persists in a land of 1.2 billion people. When hiring managers seek out talent to fill vacancies they will often encounter a feast or famine of job applicants. It’s a double bind. In a society that struggles with the personal and political turmoil of unemployment and economic hardship, employers must also struggle to find a single qualified applicant.
In this rodeo, employers might think they are the cowboy. But sometimes they are the calf.
It’s important for employers to watch labor market trends because it gives us a glimpse into the workplace culture of the near-future. Between the rows of statistics we see an emerging screwball comedy which could play out in selection interviews and corporate back-offices. Following the plot is important for our own careers, but it’s also important for keeping amused.
There are forecasts that the second quarter of 2017 will see a jump in new hires in the US. This interesting article by Scott Scanlon of Hunt Scanlon Media notes that employers had been waiting-out the hype of a change of US President, and are now choosing to hire more staff. It’s partially a result of a few quarters of employers standing pat through the election period.
Regardless of whether one agrees with Trump’s policies you have to admit that he is provoking activity. Whether it’s the sporadic cancellation of plans to relocate plants outside of the US, or the increased activity at law-enforcement agencies, or the growing likelihood a wall will be constructed on the border with Mexico, lots of people are running around doing more work. Whether the changes are good or sustainable is not relevant to the fact that increased activity creates jobs. And job growth has a knock-on effect on consumer confidence and housing starts.
Employers anticipate an emerging talent shortage. However, the employers themselves are partly to blame. Hiring managers expect to hire the very best people when they open a posting. Can you think of any solutions? I have an idea; how about we get rid of perfectionism amongst hiring managers? After several decades of employers always having the upper hand, organizations might have developed a management culture that is incompatible with job-seekers calling the shots.
Also, employers have been reluctant to hire candidates to grow into a role, or to invest in developing talent. What ever shall we do? Change gears by hiring candidates who can grow into a role, and then invest in their talents? It seems like such a strange thing to do!
There are “job seekers looking for 20-plus [percentage] increases in salary to make up for the lack of raises and increases over the past few years…” Employers are responding by shifting to an on-demand workforce, referred to elsewhere as the Gig Economy. But people taking gigs will often charge double or triple the rate of a salaried employee.
Employers can’t handle the humiliation of acknowledging that union representatives and millennials have had totally reasonable expectations all along. We’re obliging people to triple their wage, come up with a company name for their services, and then skip HR and just talk to supply management about their vendor contract. Business leaders aren’t in this for the money anymore; they have to maintain composure.
All that’s missing is an economy where all of these contractors collect receipts to reduce the taxes on their business. So… who’s going to pay for that wall?
This emerging trends review by Josh Bersin from December 2016 provides some forecasts about work in the future. You’ll have to click past a pop-up screen from Forbes.com to get into it (be nice, that’s how they pay for it).
Bersin notes that business models are changing to adapt to new threats like Airbnb and Uber. Meanwhile software companies are shifting to fee-for-service models, where you don’t buy Microsoft Office, you rent it. A lot more things are touch-and-go. Seventy percent of CEOs think that their core business model is under attack. They are concerned they don’t have the right leaders or technology to adapt.
Bersin goes on to say that the company of the future, the “digital organization,” will need to reverse the pecking order of investor, customer, and employee. The engaged and fully performing employee creates satisfied and returning customers. Customers drive cash-flow and set up investors with success. It is not really the investors who drive the business. It’s the front-line staff causing business success or not.
To make this work, employees may need to develop hybrid skills. They will need their current core skill fused to one other skill. An example could be sales skill plus the ability to interpret the client’s business model, two abilities not always found together. I have always thought that all of the cool stuff happens at the boundary between categories. If you’re great at five random and un-related skills, that moment when you bring two strengths together can truly make you special. If one such skill is your ability to take advantage of a new gadget or app, that’s in the mix also.
There is also a shift from “jobs” to “work.” With jobs, there would usually be a job slot into which you place a person with a skill-set to conduct duties that are clearly defined. Those of us who have worked with a lot of formal job descriptions know that they are just frameworks. Job descriptions have a wooden walk, like intoxicated teenagers trying to sneak past their parents. Yet real work involves a flurry of micro-skills, attitudes, connections, and organizational knowledge. “Work,” by which we mean the actual work performed, is shifting more quickly as products and services change. It is far more important to staff the business with general skills, capabilities, cultural fit, and the potential to get new work done in an environment of change. And don’t forget those hybrid skills.
These shifts are dawning on CEOs as having a massive impact on how they will conduct business in the future. And all eyes are on the human resources team. In order to ensure individuals adapt to changes in skills, technology, and work definition, Human Resources teams have to be able to make it all work on the larger scale. The way we design jobs, pay for them, ensure performance, develop skills, and adapt to new tools and models, will become critical for organizations that want to get ahead of the pack.
May I let you in on a secret? There’s a memo going around the “in” crowd, and I think you might be in. It’s about highlighters. Highlighters are magical weapons. But it’s not the highlighter itself that is magical. It’s just a couple of plastic tubes, a felt tip, and some see-through ink. What’s special is the way it is used.
At some point you will enter a meeting to discuss human resource metrics. You will be handed a printed page full of numbers. For those just getting started with this skill, there may be a flood of emotion. These pages may look like a blur, like scrambled eggs, or a junkyard, or an ancient text in Linear B. You recall vivid memories of that schoolteacher who didn’t tell you that you could become good at math. Maybe you made a big mistake with math one time (don’t worry, everyone did).
But you have a secret weapon. You have a highlighter. Take a deep breath, maybe two. Now, un-sheath your highlighter, and put the cap on the opposite end, to keep it all together. Make clean, swift movements, like you do this every day.
You are hereby granted permission to mark the page with highlighter. It’s funny, right? You weren’t sure if that was okay. So just go for it. Maybe test the pen in the corner or something. There, now you’re ready. Youare the boss of this piece of paper in your hand.
Now look in the bottom right-hand corner of the page. It’s usually some kind of total. Highlight the total. Say the number out loud. Look at the title in the upper-left of the page. Does the number you highlighted reflect the title of the page? It should. If it doesn’t, then someoneother than you is confused.
“This number, what does it mean?” Just keep it simple. Don’t apologize. You see, you are the client. You are allowed to ask questions. And this pristine piece of paper with the fancy characters… has just been marked up by you, deciding for yourself what is clear, what is interesting. Listen to the answer you get. Make the math people use their words. Don’t worry, they’re happy you are engaging.
Now, you should have a dry feeling in your mouth. You’re not nervous. You’re hungry. Spend the next few minutes in silence, marking the page. Find the biggest number on the page. Then the smallest. Find things that don’t make sense. Find things that aren’t what you expected. Just briefly, consider a new way of thinking. Catch a typo, and be nice about it.
Now talk about what you found. Compare notes with others. You’ll probably get it half-right.
And that’s it. You’re done with first steps. But just remember, you can’t do it if you aren’t using your highlighter. Because a highlighter is a magical weapon that defeats intimidation.
Stuart Murray Speaks 