Latest / The Business of Alignment - Powered by The E1B2 Collective / HR Update

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HR Update · The Business of Alignment - Powered by The E1B2 Collective

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  Boy, oh boy, oh boy. Hasn't been a while.
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  Hasn't been an adventure. It truly has.
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  I'm excited to be back. I'm excited to be back.
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  Sharing thoughts, perspectives, content.
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  And I'm grateful. I'm in a beautiful new home.
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  I am feeling again, super blessed, energized, optimistic.
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  Thoughtful, empathetic as well because I know so many others in
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  this world don't have the luxuries and or the blessings
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  that I have. And so I'm appreciative and I'm
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  feeling, I'm feeling focused. So I think today what I want to
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  do is I just want to give kind of a macro point of view on all
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  things that I care about, things that I'm seeing in the market,
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  things that I'm seeing in the world of work that I think is
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  important and there are great interviews to come.
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  There are phenomenal conversations that I know are
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  coming up that I'm excited about, conversations that I know
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  will spark the mind, motivate you, support you along your
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  learning journey. And I also want to share
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  something else. You know, we're we're
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  approaching 800 episodes very, very quickly here.
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  And I've been thinking about what's next, you know, should I?
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  Should I cap it at 800? Should I cap it at 9:00?
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  Should I cap it at 1000? Should I cap it at 5000?
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  Who knows, right? But but I am thinking about
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  that. I'm thinking about what does the
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  end of the E1B2 collective podcast look like?
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  What does the next situation or evolution look like?
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  What does the? What does the next frontier look
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  like for me? And that's something I'm
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  pondering and I'm thinking about a lot, but we're not there yet.
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  You know, we still have a lot more time left.
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  And and I'm excited to be able to bring you phenomenal
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  conversations and quick, witty, thoughtful perspectives on all
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  things work, all things employ experience, all things DE and I.
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  You know the gist of it, right? And so for me, let me, let me
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  just rattle off a few thoughts and I think are important.
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  I think first and foremost companies are I believe starting
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  to realize that they've always realized this.
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  But I think it's starting to become more of a focus right now
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  that being able to truly understand what all is out there
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  that you can do, that you should do from an HR perspective and
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  benchmarking themselves. And having that data to see
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  where they are, where their gaps are and being able to, you know,
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  analysis. What am I trying to say?
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  I'm analyzed. I was going to say analysize.
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  It's not a word. Analyze that data.
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  I'm starting to see leaders starting to take that a bit more
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  seriously. And what I mean by that is so
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  many of the biggest companies in the world, in my personal
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  opinion, through my career, they've stayed insular.
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  They've stayed siloed. And what I mean by that is some
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  of the the biggest and the best HR leaders in the world have
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  their small little pockets of circles externally from the
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  company that they lean on for advising, for perspective, for
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  new ideas, best practices, thoughts.
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  They lean on their internal team for advising perspectives and
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  thoughts. And frankly what they lean on
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  the most is their overall historical history of being an
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  HR practitioner in the work that they've done.
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  But very seldom prior to, in my personal opinion, the last six
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  months or so, maybe the last 18 months or so, do I believe
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  consistently HR leaders were looking outside of themselves
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  and asking the big bold question of what are we not doing that we
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  could be doing that we should be doing?
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  What are we doing and how is that stacking up against the
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  other companies that we are trying to be?
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  Bigger then stronger then faster then more productive then more
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  profitable then higher then and and how do all of our team
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  members fit into that big overall plan, right?
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  Like what team members on our HR team are we missing?
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  What new ideas should we be thinking more about?
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  Who should be carrying the baton of those ideas And and now I'll
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  even take it a step further, right?
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  I think investing in companies that can spend time that have
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  already spent time getting every single best practice, every
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  single framework, every single bullet point, if you will, of
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  all things HR. And being able to help them,
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  help, help, help, have them help you understand where you are,
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  understand where you're not understand what you could be
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  doing, and just having the full comprehensive plan.
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  Understanding I think it's incredibly, incredibly important
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  and there are many companies out there that you can go to that
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  can that can help you create those assessments, conduct that
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  effort, understand that work, understand that that focus and
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  and I'm excited about that. The the second thing I'm excited
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  about is I'm excited about companies that are going to be
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  leaning a little bit more into recommendation tools.
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  Here's why I'm excited about that.
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  I'm excited because generative AIDE and I employee experience
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  the world of work, talent acquisition, they're all coming
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  together. Things are all smashing together
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  in a way that I think is beautiful, that I think is
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  innovative, that I think it's brilliant.
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  And I believe companies that can literally from a chat, GB T
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  perspective as well type in a scenario or a problem.
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  Giving you an example now maybe let's say they type in.
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  We are having struggles as it pertains to retaining employees
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  that are between the ages of 25 and 32 and we believe that's an
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  issue because of our onboarding lack there of processes and
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  strategies. What suggestions do you have
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  they type that in and I love the fact that there are technologies
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  and tools out here that can literally give you.
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  Two to five different recommendations that are deep,
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  that are nuanced, that are thoughtful, that are true, that
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  are honest, that are backed by science and data and and
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  research and and and wins and that can really break down
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  tactically what you should do. Also break down strategically
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  how you should think about it from a framework perspective and
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  can really help you put things in place.
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  I love that. I love that.
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  And I think it's important for leaders to remove ego.
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  And when I say remove ego, what I really mean by that is there
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  are so many leaders that say, well, I don't need a
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  recommendation tool. I know what to do if we're
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  having onboarding issues. I know what to do if we're
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  having retention issues in in this demographic, in this age
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  group. I know what to do if we're
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  having this problem. I know what to do if we're
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  having that problem. But what I think is potentially
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  even more important than saying that and and and leaning into
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  that ego. Is respecting that technology
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  can scan all the best practices, all the data, all the research,
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  all the analysis, all the frameworks that are within the
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  Internet of the Worlds, as well as just overall and give you
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  something from a recommendation. Give you a launching pad if you
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  will, quick, fast, easy and something that I think a lot of
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  people can gain a lot of speed and traction around.
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  So if a leader's listening, remove your ego for a second.
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  Ask Jack GB T generative a I diversial all these tools out
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  here. Ask these tools really
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  simplistic but also incredibly important questions and lean
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  into the recommendations. See what those recommendations
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  get you. So that's another thing that's
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  been top of mind as I've taken this 22 week hiatus here.
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  Another thing that's been top of mind and has always been top of
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  mind, frankly, has been has been understanding how organizations
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  can be more thoughtful around recruiting and analyzing
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  behaviors and capabilities. That's a big one, and really
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  it's a big one for me around timing.
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  I've always said in another life, and I almost pulled the
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  trigger about six years ago, but I've always said in another
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  life. I should have been a
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  relationship coach or a or some sort of a, you know,
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  psychologist, if you will. And I've always wanted to do
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  that because I felt that I just innately understood human beings
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  and respected contextual timing. And so I'll give you a scenario.
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  Let's say a company is going from 200 to 600 employees within
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  a six month window of time. That's growth, huh?
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  Let's say they're doing that because they have a lot of
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  investment. And let's say they got that
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  investment because the CEO of the company, the executives of
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  the company have promised new technology, new partnerships,
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  new acquisitions that were going to inevitably scale the
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  inevitable sales of the company. They were going to be able to
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  take more market share and they had to do so in a very
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  aggressive and thoughtful manner.
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  You can imagine the timing, the energy, the culture of the
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  company might be a little bit. A little bit.
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  And when I when I make that sound, that's my, that's my
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  interpretation, that's my, that's my sound of anxiety.
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  But I know you're like, what the hell is that?
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  But that's my version of laugh because my wife is like, what
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  are you doing? That sound that I made is what I
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  what I think happens in the mind when there's anxiety, and I
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  believe there's a lot of anxiety when you're going to those
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  different situations. I believe there's a ton of
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  anxiety when you're going through the pressures of trying
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  to give your stakeholders, give your investors really confident
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  answers. I think there's a lot of anxiety
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  as it pertains to trying to figure out.
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  Who you need in your company, based off of the timing of where
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  the company is. Who has enough curiosity?
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  Who has enough innovative ideas? Who has enough?
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  Who has enough patience? Who has enough of a thick skin,
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  if you will, Who has enough inclusivity baked into the
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  fabrics and the bones of their being.
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  Where they can be patient, but also thoughtful, but also
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  curious, but also inclusive to build really seamless and
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  thoughtful relationships so you can move fast.
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  Who has all of those variables because that's what the company
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  in the, in the organization needs right now.
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  I think we're far beyond organizations looking at a
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  resume, looking at a, looking at their background i.e. whatever
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  university they attended. And looking at their black and
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  white skill sets and say, oh, well, since this person can code
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  this, or oh, since this person has sold that, or oh, since this
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  person has ran this type of manufacturing, or oh, since this
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  person has ran this type of department, or oh, because this
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  person has done this particular skill, that's objectively a sign
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  that they'll be good for us. And that's not always true.
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  And I think so many organizations are starting to
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  realize that. And so now that we are in a
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  state in a world where we can utilize generative A I, where we
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  can utilize technology, we can utilize systems and processes to
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  really measure and test and understand where people are from
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  a capability perspective, a behavior perspective and a
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  timing perspective and making sure we're making the right
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  decisions about who we bring in to the company and taking that
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  baseline data. And then having really
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  humanistic authentic conversations in a one-on-one
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  setting throughout an interview to really get down to the source
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  of the truth, but using that data, using that tech as that
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  baseline, as that launching pad, I think that's phenomenal.
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  I think that's phenomenal. I think that's impressive and I
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  think that's really interesting. Excuse me, the last thing that I
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  think is pretty interesting. That that's actually popped up
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  on my radar are here as of probably the last 10 or 12 days
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  has been the fact that organizations can lean deeply
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  into making sure some of the some of the DE and I initiatives
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  are innovative, are thoughtful, are baked into the true fabrics
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  and bones of the organization and are doing so in a way that
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  can really make a meaningful impact.
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  And I think what we're realizing is that DE and I could no longer
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  be a siloed initiative in action, but it actually has to
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  be baked into the fabrics of your TA Town acquisition of
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  your, your internal comms, of your, of your recruiting plans,
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  of your promotion structures, of your employee experience of
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  your. Of your the way that leaders
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  inevitably communicate and understand skill sets and
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  perspectives and workflows of those that they lead, right.
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  It's incredibly important. And so I think one of the simple
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  ways that I've been seeing on the market that's really
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  interesting is having having technology come in, having tools
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  come in where they can literally sit in on calls, the technology
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  and the tool, for instance, and understand the sentiment.
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  To understand the vibes, understand if someone has been
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  given enough moments to speak, to talk, to interact, to engage.
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  Understand if those individuals feel inclusive, feel safe on
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  those calls. It's incredibly important to be
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  able to have that, to know that, to have that data, to know that
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  data, right? Because now in a remote world,
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  we're all on zoom calls, we're all on Google meet calls, we're
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  all on Google Hangout rather and we're all on.
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  We're all on teams and and and and teams calls.
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  We're all doing these things. And and it's incredibly
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  important to be able to really understand if the way that those
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  conversations are going, if the way that those meetings are
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  going are actually going to create a better relationship,
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  actually going to spark innovative minds and thoughts
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  and perspectives and actually take us to where we need to be
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  as an organization, as a team. And as an individual
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  contributor, so to be able to have tools that can measure
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  that, so that we no longer as human beings have to rely on our
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  gut, rely on our perspectives that are also biased.
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  But really look at the hardcore data and the facts of it, right.
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  If you're on a team's call today and you notice if you're on a
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  team's call every week for the next 7 weeks and you notice Ali,
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  who is your Chief Product Officer if you will, or leader.
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  And she has spoke and had time on those calls for 17% of the
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  inevitable, 100% of that call. And throughout the call, every
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  time she spoke, her sentiment and her vibes were very, very
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  dismissive, confusing, a bit frustrating.
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  That's a problem. And to be able to know that data
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  that she's only spoke for that amount of time, to be able to
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  lean into that. Be able to analyze that data and
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  then use that data at the launching port to make decisions
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  and changes makes a lot of sense to me.
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  So I think tools out here that can lean into that it can do
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  that is incredibly exciting, incredibly innovative.
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  And it's something I've been keeping an eye on.
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  And so I wanted to share this episode because number one, I'm
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  in my new home, I've been gone for two weeks.
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  I took a hiatus, but I'm back. And secondly, I just wanted to
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  give you kind of an overall state of the union of things
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  that I'm seeing, things that I'm thinking about.
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  Things that I'm excited about and things that I know for a
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  fact companies need to lean into and care a lot about.
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  So as always, just a few thoughts, just a few
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  perspectives and we will most definitely talk soon.
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  Thanks so much.