#CIPHRConf19 3rd/final blog

The closing keynote speech was by David D’Souza, covering the future of work and how we reshape ourselves as a profession.

He began by asking how we integrate technology into what we do. He established that we would all be happy if technology could automate what we do, but the challenge is that we don’t really know what we want technology to do, and we haven’t figured out what we do if it does automate what we do.

Another challenge is that we have short term thinking – we focus on short term rewards and less on long term progress.  We can see what technology can do for us today, this week, next week – but we can’t see clearly into the long term future as much as we would like.

We are also scared that rapid utilisation of technology will lead to massive unemployment and possibly Terminator style scenarios.

But in general we are not good at predicting things, so we are scared of stuff that is highly unlikely.  However our fears come from not knowing enough.

Technology gives us a massive opportunity to do things differently and to make organisations better. It gives us a chance to think about what kind of organisation we want to be.

He gave his oft rehearsed Jurassic Park analogy to illustrate this. “Just because you can, doesn’t mean you should” is the quote to remember here.

This means we should not copy other organisations who are successful, but focus on how we can become successful.

In the CIPD, he feels they are asking their membership to do three things.

  1. To be principles led.  Back to the Jurassic Park analogy.
  2. To be evidence based. Make your decisions really sound and based on robust, relevant and proportionate data.
  3. To be outcomes driven. Make a difference in lots of areas in organisations, and consider how best to use our time to maximum effect.

HR will grow and reshape as a result of this. He used a great locksmith analogy to get us to focus on people’s outcomes and not how long they take to do a job.

Too often in organisations, we focus on inputs, and not outcomes. In HR, we need to take half a step back, and look at how we can make work easier and deliver better outcomes.

Stop focusing on being busy.

There followed a Q&A which lasted almost as long as the speech, and allowed DDS to cover more general topics.

One pertinent topic was whether HR are equipped with the right skillset to use the technology – and he feels that outside work we have the skills and use them, but don’t always do that within the workplace, and this seems to be a UK specific problem in that our economy is too slow because we don’t use it well enough.

And that’s the end of the conference – this has been a great experience and one I’ve been pleased to cover via three blogs and dozens of tweets, and I’ve had access to some great learning and networking opportunities.

Till next time…

Gary

PS I’ve been out early every morning this week before others have been awake, and am looking very much to being at home tomorrow.

#cipdACE blog 1 – opening keynotes

I’m here at #cipdACE for the umpteenth year running. It’s the highlight of my professional year and has been since about 2003 when I first went to Harrogate.

Whilst I retain a fond memory of the Harrogate days, the conference these days in Manchester has really come into its own, and what tends to make that happen is the fringe that takes place before and after each day, which adds to the social event feel. Harrogate had that in spades, and now so does Manchester.

I’m in the Blogsquad for the 4th year running and I’m also representing my 4th different organisation in that time, although this year I’m working for myself and loving it. I love being in the Blogsquad too, it’s great to be able to share the content that I see and hear and get involved with so much that’s going on.

My journey today was not too bad, aside from cramped trains meaning I had to stand all the way.

The opening address was by Peter Cheese as usual.

The real Peter Cheese this time and not that imposter who appeared in the promo video.

Anyway. In his opening keynote, Peter touched on various topical events and happenings that are having an effect on the world of work, starting with Brexit and the Gender Pay Reporting legislation, highlighting how the world of work is changing as a result of these and other forces.

The picture above was Peter’s views on how we in HR are shaping the future of work. He gave a quick run through on how we contribute in each of these areas, but then moved onto building professionalism itself, referring to the recently completed review of the Profession Map which is having a soft launch today. If you’re interested in finding out more, the CIPD stand has talks about it at 11am on both days.

The opening keynote was from Rachel Botsman, talking about the currency of trust.

Trust is a term that is bandied about a lot, she said. But we don’t spend enough time focusing on it.

She started with an exercise to gauge levels of trust in various public figures. But trust is contextual and based on what people say or do to us, and as such it is highly subjective.

She gave a great anecdote about how trust is based on signals that people give out, using her childhood nanny as an example. There was high trust there until an incident happened. How did her parents get the decision to trust someone with their children so drastically wrong?

The reason is that people can project an illusion of information that can often convince people to trust them. When trust breaks down, we see elements of bad character that the illusion has covered up.

She then talked about how to build trust. There are obviously two parties to the trust exchange, the trustor and the trustee. She described the way in which signals pass between both parties to ensure that trust is built up, or not as the case may be. Her point was that, just as money is the currency of transactions, trust is the currency of interactions.

This is an interesting point and one I need to reflect on in more detail, but has tremendous implications for coaching and mentoring work I do.

When you meet someone new or do something new, you are making a trust leap. But the more people that do this, the more the next people making this leap will trust automatically without question.

She did a great exercise to demonstrate a trust leap by asking us to give our phones to the person next to us. Sometimes a trust leap is what is needed. But in making that trust leap, you immediately look for signals and other elements that help to build that trust.

Why do we have to make a trust leap in order to build that trust? The signals are there without the trust leap taking place.

She then moved onto the concept of the Trust Battery. This is a concept that I have blogged about before, but which I call Credit. I recognise this well. It’s about how people often start within organisations with their Trust Batteries at half full, and it is the things they say and do that make it higher or lower.

It’s a great tool to have constructive conversations about people’s behaviour and the relationships you have with them. BUT the more transparency in the relationship, the less you need to have and believe in trust…

That’s a mind blowing concept. As I, and many others in the audience, felt it was the opposite.

But it makes sense.

If you know everything about someone, if you know how they are thinking and behaving, you don’t need to trust them.

But if someone doesn’t share everything you DO need to trust them.

That could change a lot of my interpersonal relationships.

And yours too.

What a great opening keynote speech with lots of personal takeaways.

Now it’s time for coffee…

Till next time…

Gary