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Using HR Tech to Learn · The Business of Alignment - Powered by The E1B2 Collective

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  Let's talk about HR technology for a moment.
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  I'm a fan of any HR technology that allows you to learn, that
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  allows you to analyze your own efforts, analyze the team
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  efforts, analyze an organization that are macro efforts, analyze
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  if you're inkling if your gut feelings, if your behaviors are
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  aligned for optimal productivity and success.
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  I'm a big fan. I'm a big fan of any HR
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  technology that provides recommendations based off of
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  data. I'm a big fan of any HR
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  technology and tools that allows you to analyze trends and
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  processes that inevitably will work and and connect that data
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  to certain individuals. At a contextual level, I'm a big
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  fan and I think a lot of HR people are overwhelmed with the
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  onslaught and the overwhelming amount of HR technology that's
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  out there. And not enough of those leaders
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  are being thoughtful about the areas that I just explained.
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  The recommendations, the sentiment, the behavior, the
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  learning, the growth, right? HR technology, yes is was built
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  and is built for scale, for saving time, for supporting our
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  lazy DNA that we are as human beings.
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  Let's just call what it is, Let's just be frank about it.
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  Human beings are innately lazy unless it's connected to things
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  that we genuinely care about, things that can push us forward
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  with our own, you know, professional and or personal
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  endeavors, things that are connected to our family members,
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  things that are and really extreme scenarios.
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  We are finding ourselves to be motivating and inspirational and
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  try to find ways to fix significant health issues.
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  But generally, right from a professional perspective, we as
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  HR people are always locked in as it pertains to things that
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  will allow us to scale, get things done faster and find
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  efficiencies. That's what we do, but not
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  enough, in my personal opinion. Not enough organization, not
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  enough HR people, not enough leaders, period, are trying to
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  learn and grow and use data to do that.
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  A lot of HR people are using data to make more thoughtful
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  decisions, again so they don't waste time, money, resources,
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  etcetera. But how about growth?
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  Let's take recruiting for an example.
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  How often do we find our HR leaders, our recruiting leaders,
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  our head of talent acquisition, whatever the case is going to
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  be, right? How often are you analyzing a
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  simple thing like speaking time? How often are you thinking about
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  it? How often are you thinking about
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  if you're rambling? How often are you thinking about
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  in a 35 minute first round, second round interview?
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  What's the splits of leaning into that individual's personal
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  context? Leaning into figuring out if
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  that person's that, if that individual's personal background
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  and and skill set can be connected to other roads that
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  maybe they didn't even apply for speaking time?
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  How often do we analyze that? How often are we?
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  Are we? Are we unpacking that?
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  How often are we taking that speaking time, taking the notes
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  of that interview, understanding the sentiment within the
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  interview, and then working with our learning and development
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  leaders to cultivate and create a quarterly training for our
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  recruiters that are based around sentiment, that are based around
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  creating psychological safety within first and second round
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  and third round and final interviews based around watching
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  your talking time, right. Because that's called what it
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  is. Yes, there are gaps that we must
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  fill as recruiters as it pertains to certain conceptual
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  nuances and realities of the organization.
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  Yes, that is true. But we also, let me repeat, but
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  we also need to lean in more, in my personal opinion, to who they
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  are as an applicant, what they possess, what they potentially
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  can bring in ways that are diverse, ways that are obscure,
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  with ways that are different, ways that are that didn't
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  necessarily pop off on the resume.
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  Because of a if a good applicant is spending a lot of time, they
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  can go to the website, right? They can read the About Me set
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  the About Me, the about Us section.
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  They can look at the team dynamic.
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  They can look at. They can use things like Zoom
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  Info or LinkedIn Navigator or LinkedIn.
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  And they they can find ways to learn about the organization,
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  but how often are you analyzing speaking time?
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  So next was one example. Another example is how often are
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  you looking at data as it pertains to the behaviors, the
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  capabilities that a consistent amount of high potentials or
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  impactful leaders inside of your company have and possess?
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  And then take that continual data about who has been
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  successful within your culture within the season of your
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  organization. And then recreating the job
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  description, recreating the needs, responsibilities,
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  behaviors that you seek in the next round of your potential
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  high potentials, the next round of those that you're going to
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  inevitably embed inside of those teams to work with those high
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  potentials. How often are you using that
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  data to be? Again, more thoughtful, learn
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  more strategic. Are you using the data only to
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  identify your high potentials, identify who inevitably may drop
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  off and have retention issues, and then just using it for
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  productivity, using it for efficiency?
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  Are you actually learning from it?
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  That's the nuance difference. I think there's a difference
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  between taking data, making tweaks, but then taking data
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  making tweaks and then literally sitting down and pondering that
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  data, having an all hands whiteboard meeting unpacking
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  that data. How often does that?
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  It's very similar to a trainer that trains you in the gym and
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  puts you through an onslaught of all these different exercises
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  and movements. And then eight months later,
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  after you no longer can afford that trainer or you fit your
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  body goals, you walk away not knowing one movement.
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  You walk away not having any ability to expand upon movements
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  that you have potentially learned.
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  And now you're finding yourself empty, lost, and now you've
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  gained the way back within six months.
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  It's because you didn't learn. You were just finding
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  efficiencies. And that is what I want more HR
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  people to realize locked in on. Be thoughtful about.
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  It's literally, in my personal opinion, not just about finding
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  efficiencies, scaling, moving faster and doing so
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  thoughtfully. It's about learning.
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  It's about if you didn't have these technology, this
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  technology at your at your disposal, you would still be
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  able to make those thoughtful decisions because it's embedded
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  in your subconscious. It's something you know, like
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  the back of your hand you've learned.
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  So whether that's recruiting, whether that's identifying your
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  high potentials, whether that's organizing and putting A-Team
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  together, learn, understand, use HR technology to impact your
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  learning, growth and potential. As always, just a few thoughts,
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  just a few perspectives. Let's talk soon.