#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.

#CIPHRConf19 blog 2

After a brief break and a presentation from CIPHR on their future roadmap, we have an employment law update from Shoosmiths from Stuart Lawrenson and Gemma Robinson.

Stuart began by showing how the Tribunal system is under strain, giving examples of some 3-5 day hearings taking upwards of 12 months to reach an outcome, and how this creates some risk for employers as their main witnesses may leave during that time.

He then covered some recent legislative developments, starting with Gender Pay Reporting which will be prevalent in the media in coming months.  He thinks many organisations are still not ready and will file last minute or late.  He also outlined that Ethnicity Pay Reporting and Executive Pay Reporting are on the agenda and will come in sooner rather than later.

The #MeToo trend was given some coverage and it was interesting to note that many US states are now making it a requirement for employers to train their staff on sexual harassment – this move may be replicated to some degree in the UK too…

GDPR was covered too but not in massive depth as there wasn’t the time.  A little bit of time was given to recent developments in Gig Economy cases, with a focus on Pimlico Plumbers, Uber and the like but with a clear message for employers to look at their use of consultants too.

In a difficult slot, Gemma from Shoosmiths took over and started with a Brexit update, which was almost impossible to cover but she did a good job in outlining some of the knowns and unknowns – and in good detail too.

In the Q&A session afterwards, the most popular question was about the most common area HR fall foul of GDPR. Stuart said it is data retention – for example you don’t need an employee’s bank details once you’ve paid them everything they are due post-termination, but some bits of data you do need to keep for up to 40 years if its H&S related – but often HR teams apply a one size fits all approach.

And then its lunch.

I changed my mind during lunch about which of the breakout sessions to attend, and headed to the Analyse stream, chaired by David D’Souza and involving Nick Court plus Andy Charlwood and Tricia Howarth, and which attempted to answer the question “How does HR become more evidence-based?”.

The panel started off giving their views on what EBHR actually is – and largely agreed with each other. I liked Nick’s view that really EBHR is not new, but it IS a difficult skillset for many HR practitioners and is often hindered by “crap in, crap out” data systems.

DDS did a straw poll that showed that only two or three people in the audience had come from a maths or statistics background, which further served to illustrate how difficult this is.

All panelists agreed that if HR can rely upon and use robust and reliable data then its impact becomes greater, but this needs to avoid bias within the data or the person making the decision too.

I asked a question via Slido about whether gut instinct can be classed as data to be used in EBHR. Tricia said it can’t be ignored, but one needs to be realistic about whether your gut feel is 100% suited to purpose, eg does it effectively answer the question being posed?

Building on this, the panel considered what kind of data is “best” and how does one prioritise it and avoid data analysis paralysis.  Nick answered, saying data and data sets need to be representative and relevant – there’s no such thing as “best” data.

Andy built on this theme – its about the matching of data and evidence to the particular purpose, and sometimes it is about ensuring the right question is asked – unless we ask the right question its difficult to gather the right evidence.

The panel made very good use of the Sli.do functionality to gather and answer questions from the audience, and the feature does tend to work very well with a panel style debate.

A point reiterated by all of the panel was not to buy engagement surveys – its data that clouds the actual picture.

Another point made was that HR really need a statistical analysis skillset and that there aren’t enough of us with that skillset or mindset.

The panel then also began to discuss what HR can do to become more comfortable with EBHR.  Nick Court said ditch pie charts and 3D charts, and instead look at how you can use data to drive insight rather than something that just looks good?

DDS pointed out that the CIPD EBSCO database and factsheets are good sources of help, as is the Centre for Evidence Based Management, and the Organisation of Science for Work.  These would all be recommended start points for anyone wishing to learn more about data analytics and EBHR.

There was an interesting question about trust in data, particularly where data has been inaccurate or incomplete and where the organisation may have lost faith in the data. Tricia said to say sorry but draw a line in the sand and correct it.  Andy pointed out that those who enter the data need to take ownership of the data and understand that it is human error that makes data wrong most of the time.

We finished by going back to gut instinct – there’s a danger there is too much data and we lose the human approach towards HR.  Don’t create an industry for its own sake – use data that is relevant, proportionate and helpful.

Till next time…

Gary

#CIPHRconf19 blog 1

I’m pleased to have been asked to attend the CIPHR Customer Conference 2019 at Euston Square in London today, and to cover the event on social media and through blogs.

This involved a very early (5am) start for me, which for someone as currently sleep deprived as me was a bitter blow, but the first class travel on the train helped calm me and I’ve made it here in one piece.

I’m an ex-client of CIPHR but going back over 15 years and have some fond memories of their main product back then and also attending training at their offices in Marlow, so its nice to reacquaint myself with them.

I was surprised, but perhaps shouldn’t have been, with the volume of people here – there were far more people than I anticipated being here and it had a much bigger conference feel than I was expecting.

We started off with a view from Rob Oehlers from CIPHR giving an explanation of how CIPHR feel they fit into the world of work and how their technology helps us to cope with its demands.

He opened by talking about how connected we are and how reliant we are on both data and technology, mostly in our personal lives, but how this sometimes doesn’t transfer into the workplace.

Rob pointed out that the need for connected HR is becoming greater and greater – driven in part by the pressure to comply with legislative, compliance and regulatory changes but also by our own personal lives where we do most of our life and household stuff online.

The CIPHR portfolio of products and services offer solutions to these issues and trends, and you can find out more by visiting their website.

Next up was Karen Moran from Disruptive HR, stepping in for her colleague Lucy Adams.

She started by sharing many of the mistakes she had made and continues to make in her career, so pleasingly was not preaching from the stage.

One good story she shared was about the need to develop and maintain adult:adult conversations in the workplace, citing Netflix as a good example where the company makes ALL employees responsible for recruitment.  She gave another example of another company asking all employees to share and be transparent about everything they were doing, and trusting employees to use social media appropriately by having a really short policy.  There were more examples she had about flexible working, and taking ownership of individual L&D.

Its clear that, when they want to and choose to, organisations CAN reap the benefits of greater employee engagement and create a better employee experience – by trusting employees, letting them make decisions and make mistakes, and simply by asking them “how can we make your day better?”.

Sadly, not all employers do this.

Karen was honest enough to share that she hadn’t always lived up to this throughout her career but she has learnt from her mistakes.

That’s a key skill for HR professionals in my view.

We are all human, as Karen says.  We make mistakes.  We have emotions.

Use them.

She then went on to help us to try to understand why HR have a bad reputation – suggesting that the reasons are that: we often focus more on process than impact, we have a parental approach, are risk averse, work in silos, have skills gaps and do not effectively use technology.

These are things I’d agree with and which I’ve seen over and over again in my roles.

Karen said that we perhaps need to move away from the HR Business Partner job title as it almost seems an apologetic title to try to convince people that we are connected to the business, when it ought to be obvious.

In the Q&A session after people pointed out that often the barrier is the CEO or MD, and in HR we may not have the leverage we need to change the organisation. Karen’s response was one I completely agree with – you can either put up with it, continue trying to change it or go work somewhere else.

How many of us vote with our feet?

Something to think about as we head into a break.

Till next time…

Gary

PS in other news, my youngest son is now 9 months and has started to sleep through the night, having done so 3/4 times now over the past couple of weeks. This has coincided with the worst period of sleep I’ve ever had.  How does that work?

Dirty Rotten Scoundrels

You may have noticed the recent controversy surrounding Leeds United FC’s manager Marcelo Bielsa and his involvement in the “spygate” drama. In this blog I’ll discuss this and some implications for how we in HR deal with unethical behaviour.

You can read more about it here, but this involved Bielsa sending a person to spy on Derby County, a rival club, whilst they were training ahead of playing Leeds, and being caught whilst doing so. He attempted to avoid the controversy by first apologising, taming sole responsibility and exonerating Leeds, and explaining that in his own country this was normal behaviour (which plenty of people corroborated), and then explaining in detail how he works and how he has done this frequently in his time as Leeds manager.

There were, from Derby mainly but also others, predictable and understandable complaints that although there was no rule against the spying, it was unethical and unfair.

Before we discuss wider implications, let’s look at football and professional sport in general. I think the reaction to this says a lot more about the conflict between the old school in football who believe that you don’t need a rule for everything and people should behave “honourably” without any further definition of that, and a growing number of participants who believe you should use any resource at your disposal to gain an advantage if the aim is to win and prevent others winning, without breaking any rules. It’s an interesting dilemma and one that isn’t wholly replicated in the workplace where the aim isn’t always to win and prevent others winning.

Nonetheless this COULD happen in the workplace. It’s likelihood of happening, and our awareness of unethical practices via media coverage, are reasons why the CIPD have placed ethics more prominently in the new Profession Map and encourage HR professionals to champion good working practices and tackle poor leadership and cultures that give rise to unethical behaviour.

Part of the problem with that though is, akin to football, if there is no firm agreement on what ethical behaviour is or isn’t, it’s difficult to take action at first. Using Bielsa as an example, he seems to have had genuinely no idea what he was doing was wrong, but does seem to understand the prevailing culture now and to have committed not to do it again.

You could say Bielsa was naïve and he ought to have known all of this after a while in the job and country but also that someone in Leeds management, maybe in HR, hadn’t done enough to establish what their views of ethics are and now are paying the price.

Leeds could, also, agree that they ought to have been kept informed by Bielsa but that now it has happened and we all know that a) it’s not breaking any rules and b) it has brought relative success as a tactic to the organisation, that they may agree Bielsa can continue behaving this way, despite loud protests from others.

Basically there’s no right and wrong here but what does need to happen is conversations about it to establish internal expectations, and HR should be leading those.

I asked Mark Hendy, fellow HR professional and long suffering Swansea City FC fan, for his views on this: “I’ve found the reaction to the incident more interesting than the incident itself. Almost universally, from commentators, figureheads in sport, former players and other coaches the response has been “what Bielsa has done is wrong, but we know that people have been doing this for years, it’s really not the end of the world and his punishment should be light’. As a result, I’m contemplating whether Bielsa’s actions were indeed unethical. They ‘probably are’ but when the furore died down, it appeared a storm in a teacup that really didn’t seem to offend most people. We’ve learned from history that accepted norms often change. What was once acceptable is now unacceptable and the reverse the same. Could this be one of those situations, where we need to step back and re-evaluate what ‘unethical’ really means?”

But, just because a person may have done something considered acceptable elsewhere, doesn’t mean it is considered acceptable in another organisation. That said, a person shouldn’t be unfairly criticised for making a very honest, if naïve, judgement call if no rules are broken and no one gets hurt.

Or should they? Bielsa clearly knew he may face criticism for it, because he kept his actions hidden from his employer.

That, more than anything else, if I were in HR at Leeds United, would be the thing I’d be talking to Bielsa about.

But will anyone do that?

Another thing to consider is whether if, there’s no rule or law against it, that makes an action or behaviour acceptable? In Bielsa’s case, no one got hurt and it wasn’t against the law or any rule in professional football. But does that make it OK? I’m not so sure.

I think a key role for HR professionals is to ask the right questions. I’m not so sure we have answers, but we can at least encourage debate and, where we see unethical behaviour, we ought to challenge whether it is right or not, and in my view it doesn’t matter if the behaviour may be legal – it could be considered our duty (but not ours alone) to raise awareness of such organisational grey areas.

If and when we in HR see anything we ourselves consider unethical or improper, let alone illegal, I feel we have a responsibility to speak up. Otherwise, if we don’t, lessons won’t be learnt and the unethical behaviour could continue and intensify.

I’m fairly certain this is why ethics is more prominent in the CIPD Profession Map. It was also at the heart of a talk by John Amaechi at #cipdACE in November which stuck with me, about us in HR being able to change organisations no matter if we are just one lone voice.

I try, in these blogs, on social media and in other work I do, to share my views about what is right and wrong. That doesn’t make me right, but it is me explaining what I think is right. And if that prompts people to consider their own actions, thought processes and behaviours and POSSIBLY make a different judgement call next time, then I consider it worthwhile.

Mark Hendy agrees: “When we think about what is and isn’t ethical, we often relate that to how something feels to us personally. When considering whether we think something might be unethical we consider whether it ‘feels’ right or wrong. And this is important. It is affirming. But we can also be wrong. Intuition can prove to be wrong, and is deeply personal.”

But I’m a micro organisation nowadays and don’t see things happening from inside a big organisation as previously. The examples of unethical behaviour I see are in other organisations and ones which I have no connection with, like Leeds United. All other examples I share are, by their very nature, hypothetical or derived from multiple experiences I’ve had in my career, but it’s right to share them in order to generate debate I think, though I am 100% certain they will have relevance and resonance within some organisations who can see their own behaviour mirrored in examples I share.

And again that’s a good thing if it helps those people review their moral code, and it’s something all of us in HR can do easily – speak out on such things, hold a mirror up to organisations in general and hope that just one person sees it and begins to think differently about how they lead, behave or treat other people. Even if we don’t work for an organisation that we see doing questionable things, we could consider that the people within it are not confident in speaking out, like in Leeds United, and do it for them.

Slowly, surely, we CAN change the world.

Till next time…

Gary

Ps in other news, there have been a lot of gloomy days recently, weather wise. I really hate it when the sun doesn’t come out at all and it never truly goes light in a day. I find this adversely affects my mood. Do you have this too?

Relax

Do you suddenly get a cold or other minor illness as soon as you stop work for a holiday?

I do. In this blog I’ll look at why and what it means.

This has been a thing for me ever since I was a child. I remember clearly every school holidays I would get a cold. Without fail.  I also would hardly ever get ill during school time, and don’t recall having time off at all.

But come the holidays, on came the cold.

And its been the same as an adult. I’ve been lucky enough to never feel ill enough to take time off sick, but its still a regular occurrence that when we are nearing a holiday period or just starting one that I’ll get some kind of minor illness.

It’s happened the last three foreign holidays we’ve had, and the last two UK ones, and its happened the last 5 Xmases in a row.  And that’s just as far back as I can remember.

Frankly, I’m getting sick of it.

There’s some research behind the phenomenon. Its called Leisure Sickness, as reported in this BBC article.  But despite the body of research it doesn’t appear widely recognised – and yet, I bloody well recognise it.

It always seems the same – I work really hard in the run up to a holiday, knowing I can wind down as soon as holidays come, and can feel quite stressed in the final week or so before the holiday.

And then holidays come and BANG…so does the cold.

The theory goes that its the turning off of adrenaline that allows the body to relax and become susceptible to minor illness, and I believe that its true.

But what else does this mean?

As a personal trainer I understand the value of adrenaline but also it’s downsides.

As an HR professional and leader I understand the impact this has on employee wellbeing.

If employees work so hard to “clear the decks” in order to have some time off that they expose themselves to burnout or minor injury, that says as much about the organisation and its ways of monitoring wellbeing and stress levels as it does about the individual approach to work.

I’m guilty of having bad habits, developed when I wasn’t as experienced or had made as many mistakes. It’s hard to change them.

But I can try to change them in others who have yet to develop them. And I try to change them in organisational cultures so that no one else gets sucked in to them.

What value are you as a spouse, parent or family member if you work too hard whilst at work and are ill for half the time you’re not at work?

There’s got to be a middle ground.

Running my own business I get the freedom to work less when I want to and more when I want to. It means I can sometimes (note, sometimes) manage the peaks and troughs of work and holidays better than I used to be able to.

I get to relax without it being an all or nothing thing. Relaxation is massively important, but the act of relaxation shouldn’t be a shock to the system. It shouldn’t bring the onset of minor illness.

Otherwise, when we eventually retire we are going to have one hell of a shock.

Now I’m not advocating working when you’re on leave like some do, or operating on wind down when you’re at work like some do.

But there must be ways we can help people to relax more as they approach a period when they need to relax, so that they can actually enjoy being away from work and not be ill for the duration.

We don’t want people coming back from leave even more tired and stressed then when they went.

Within organisations, we can surely help people to learn how to relax at work – and who knows, this may even unlock some creativity and engagement.

As a PT and HR professional, I’ve got a few ideas about how – but what do YOU think?

Till next time…

Gary

Ps in other news, we’ve had a great Xmas (my minor illness aside) and it was great to get all four of my children under one roof for 24 hours on Xmas Eve / Day, for the very first but hopefully not last time.

HR lessons from…The Paper Dolls

Its now time for my usual silly season blog post where I aim to show the HR lessons that can be gleaned from a well known children’s story. This year, it’s the Paper Dolls, by Julia Donaldson.

Are you ready? Then let’s begin.

The story touches on many pertinent HR and leadership lessons and I’ll draw out some of them here. Firstly, the story sets a context of an organisation that encourages creativity, innovation and collaboration, and the importance of a helpful manager…

The story then turns to diversity and inclusion, showing how, in the right culture, every employee can thrive and grow….

Sadly though the book then explains how success and happiness within an organisation often attracts jealousy and resentment, and shows how internal discord can create a sense of bullying and harassment. Tellingly, though, the culture of the organisation encourages the victims to run away rather than confront issues…

Pleasingly, the employees get away from their bully and remain happy in a different environment, but encounter bullying again, almost as if the bully is stalking their every move…

Until they finally believe they’re safe from harm in their organisation, enjoying life in their gardens and enjoying their home lives, but the reach of the bully extends to strike fear into them even outside work…

And this time the bully appears to win, causing lasting harm to the employees. However what the bully doesn’t realise is that the employees have a lasting connection to both each other and the concept of the amazing workplace, and reconnect beyond the bully’s reaches…

In this scene the book explains how relationships can survive even the most toxic of organisations, and that the employees will forever remember the good aspects of working there but come to forget the bullies…

And in the final scene the book hints strongly at how being treated badly by an organisation or bully can sometimes help to reinforce the good things in life, and provide fuel, motivation and a platform for creating and shaping even more amazing workplaces…

And so we end. A stirring story which covers the positives of innovation and creativity but also highlights the unintended and unwanted impact that a diverse and inclusive culture can have, whilst ending on a positive note in that this can, in itself, lead to the creation of better leaders.

The End

Till next time…

Gary

Ps in other news, and with tongue now firmly OUT of cheek, I’ve had a tough week in my personal life. Something I published has created trouble for someone else, despite there being no connection between them and my material, and led to a difficult relationship between us. On top of that my last surviving cat died suddenly at the age of 18 and, having had her since she was 5 weeks old, this was a blow I could have done without.

#cipdACE summary blog

A couple of weeks ago I attended #cipdACE and was part of the Blogsquad again. Here’s my reflective summary of the entire experience.

I enjoyed it immensely. It’s always one of the highlights of my professional year and this year was no exception.

The conference itself had a great programme with a wide variety of sessions as usual, but I felt it was of higher quality this year. I found it hard to choose which sessions to go to and the only solution I can think of for this is to get some sessions repeated, even if this means going back to three days.

I blogged and tweeted from many sessions and the links to those are below. However my main takeaways were from the sessions by Rachel Botsman, John Amaechi and Lenny Henry, unsurprisingly as these were the big hitters on the programme.

From Rachel’s session I have been reflecting on trust quite a lot and in particular how being more open and transparent doesn’t necessarily build more trust. On reflection I now agree with this and can see lots of examples of this in my personal and professional life. It will have an impact on how I coach in particular.

I’ve learnt more about trust in my first year running a business than in the previous 42 years of my life. It’s strange how individuals behave towards third party suppliers in a way they wouldn’t dream of doing to a fellow employee, and how that behaviour has shaped the way I now deal with companies.

From John’s session I particularly liked his points about the influence we have in HR or in business. Never doubt that we can change things. As someone once said, you can change the world, one conversation at a time. I like that idea.

And Lenny’s session was awesome, highlighting the role of HR in holding our organisations to account for their inclusivity and diversity, with some intensely personal examples.

The Exhibition was about the same quality as last year but did seem larger, and that’s a good thing. The suppliers were varied and whilst the free gifts are nowhere near the standard of previous years, and seem to be dwindling further year on year, there were sufficient variety of interesting suppliers to talk to.

I’ll repeat what I say every year though. Most suppliers are not plugged into the back channel on social media and this loses them valuable publicity. Many did not know their Twitter handle and lots mistook BLOGSQUAD on my badge to be my company name and claimed to have met others who worked for this company.

A good example of this was @HR_Gem at the Perkbox stand. She asked for one of their unicorns and they refused as they weren’t free gifts. She said if she could get 100 retweets would they give her one and they said yes, no doubt thinking she was mad. About an hour later she had them and collected her unicorn. I tried the same tactic the following day and was told at first that I was making it up about Gem and her unicorn as no one on the stand knew about it. Eventually one person said that someone on the stand had mentioned this yesterday and they thought they’d now get into trouble for it, and so were now not repeating it or grasping the very obvious publicity that should have come from it.

Engage with social media, suppliers. We can bring people to your stand and get you free publicity.

I can think of a dozen ways I’d have been exploiting that if I were Perkbox.

Sadly there were other examples too.

As usual, the fringe and social activities provided as much value if not more, and this is again because the conference programme is so packed with good stuff it leaves little time for networking and catching up with people. My solution here is to consider a three day conference again and spread things out more in the programme but it would also allow fringe activities to spread over an extra day. At one point in the Wednesday evening there were four things I wanted to get to, all at the same time, and I managed two.

But the conversations you have inbetween the conference sessions and at the coffee stands in the exhibition, and in the bar in the evening, are often what makes the whole experience worthwhile. The more of that that can be fitted in, the better it is.

My own social media coverage was enjoyable and I put out a good output- six blogs at the event plus this one makes seven, hundreds of tweets, plus a dozen or so LinkedIn and Instagram posts. And not to mention the pre event promo videos I did on YouTube, which many seemed to have liked. I really enjoyed being part of the Blogsquad for the fourth year running.

Overall, this was a better event than the previous year but there’s still ways to make it even better.

And one day, I might get on the main stage myself, who knows?

Till next time…

Gary

Ps in other news, eldest son has passed his driving theory test and youngest son is now sitting up unaided. I have it all going on as a father…

#cipdACE blog 6 – Andy Burnham and Lenny Henry closing keynote

I’ve took some time to wander around the Exhibition for a few hours and also chat to as many people as I can. I’ve been into a couple of the free sessions for a short while and also a final conference session on employee engagement, but my final blog from the conference is covering Andy Burnham’s short slot and Lenny Henry’s closing keynote.

Andy Burnham took to the stage to question whether we are making enough progress around fairness in the workplace. He sees progress, but not enough.

Is work good enough for people?

A good question. There are still examples of poor practice, such as CEOs getting millions of pounds of bonuses whilst we still have a homeless problem.

Andy also highlighted how much may have stayed the same, citing what the trades union movement were asking for 150 years ago which seem to have resonance in 2018 too.

Unsurprisingly, he talked about how devolution can help shape the future of work and referenced the Good Employment Charter that he is leading on within Greater Manchester. This has to be a good thing, and of course you have to start somewhere but will it be enough to focus on Greater Manchester?

There are elements that are being pushed in Greater Manchester, such as basic rights, security, flexible working and more. And it is good to see this potentially being linked to public procurement to help drive compliance with it.

And aswell as this, we need to further the skills agenda and he outlined the initiatives he is setting in motion around this. There are big things afoot in Greater Manchester which, if seen through, will create a fairer society and working life, but I’d question whether it is going far enough by limiting it to GM.

And then we had Lenny Henry.

Lenny is here to talk about the challenges we all face around diversity, and began with a powerful video that shows it is still a very live issue.

He talked about his upbringing and facing issues around discrimination via his family, at school and because of the way society functioned.

Lenny’s talk was hard to blog because it was stand up comedy but actually telling some very serious messages, but I was too busy being entertained to write most of it down.

It was interesting to hear the barriers, tangible and intangible, that Lenny faced in building his career, through both covert and overt racism, and shared how his experiences had led to him beginning to campaign for greater representation from BAME communities in the media, something which has met with success after a lot of hard work.

Although he realises there is still a long way to go.

And in HR, we are uniquely placed to influence this in organisations.

Lenny gave examples of how individuals can kick start movements, and how one individual can influence the wider world, citing famous abolitionists and Suffragettes as examples.

If they can do it, imagine what we in HR can do…

Lenny then walked about Comic Relief but at this point I needed to run for my train.

It has been a GREAT two day conference, and I’ll reflect on this and do a summary blog next week.

Till next time…

Gary

#cipdACE blog 5 – covering John Amaechi session D1

After some quick coffee I’m in what is one of two sessions I’m particularly looking forward to today. It’s John Amaechi’s session on ethics in people management.

John started by explaining how he had rewritten much of his talk after watching Donald Trump on television last night. Trump’s behaviour raises questions about whether we are led by some regressive leaders and organisations.

He gave a great anecdote about being on a networking cruise and appreciating the value of silence when being with someone. The power of “seeing” people for what they are – human beings, and not vending machines.

Too many leaders don’t see people as individuals, as humans.

And yet, our organisations shout from the highest platform that people are our greatest assets, that we have an inclusive workplace.

Often the problems come from line managers, who are the ones we need to reach most about how to treat people.

Most jobs require people to be technically proficient, but also good with people and living the values of the company.

At what point are we as practitioners going to say that it is not enough to be technically proficient, and hold people accountable for being good with people and living the values too?

This was a very good session but difficult to blog as it required more thinking than I could cope with whilst blogging at the same time.

John concluded by saying that within HR we are in a unique position to influence what happens in our organisations and to ensure they behave in the correct way.

Our leaders are disproportionately powerful, but are not as vigilant as they should be all the time.

But in HR we may be tiny in stature, but we are giants in our influence and we are constantly vigilant when leaders are not.

Sometimes, just giving someone some of our time and attention, is enough to influence behaviour and change people’s attitudes.

Sometimes, just five minutes is enough.

A great session but not an easy one to blog.

Till next time…

Gary

#cipdACE blog 4 – CIPD Manchester breakfast camp on flexibility at work #flexforall18

What a great night last night. There were so many fringe events to go to that it was hard to decide what to do. I ended up going to several but the best ended up being in the Rain Bar where around 20-25 awesome HR people who mostly know each other through social media just turned up, drank and enjoyed themselves.

The fringe side of things has vastly improved in recent years and I welcome this development.

I also slept well, and given that we are hearing from Lenny Henry later on, if my Premier Inn stay had been less than perfect he would also have been hearing from me.

I’ve made it to the CIPD Manchester breakfast camp on flexibility at work. This is a fantastically well attended event for a fringe event with about 60-65 people here to discuss making flexibility at work a reality for all.

Well done to Rachel Burnham for organising and running this event.

I write and speak incessantly about flexibility at work and it’s a common theme in many things that I do, so I was interested in seeing what others are doing.

The discussions were table based with expert facilitators moving round to ask different questions.

On the first round of this, our table discussed the challenges in convincing senior managers to embrace flexibility, and we shared many of the commonly heard and expressed barriers that we get from senior managers.

As a senior manager myself in many of my later jobs, I attempted, with varying degrees of success, to lead by example. It wasn’t always easy and I met with lots of suspicion in some places. But in other places, other people followed my example.

I guess the culture makes a difference.

Our next facilitated discussion drew on the experiences of the Flexible Hiring Champions, and this was great because we were able to listen to some real life successful examples of companies structuring their entire talent acquisition processes around flexibility and getting good results from it.

Importantly here we also discussed how some people don’t want flexibility and that they can’t or shouldn’t be forced to work flexibly. If people want to work Monday to Friday 9 to 5, let them.

A barrier here that most had encountered is that job applicants usually won’t share their desires to work flexibly until a job offer has been made, as they feel that sharing such desires would mean the job offer is not made at all.

Our third facilitated conversation was on the elements of cultures that support flexible working.

Flexibility for everybody was the first of these. But let people find their own flexibility, and give them choices.

Flexibility in all its forms is the second element. This is about understanding that flexibility doesn’t just mean one or two particular methods or styles but can be almost anything that varies when and where work is done.

The third element is trust. We often tend to trust people we can see, and if someone is working elsewhere there is a risk that they are not trusted. A good example of trust is from Sussex University who apply flexibility by default and managers must make a business case for jobs NOT being flexible.

The fourth element is about managers who “get it”. Flexibility has so much positive impact, but so many managers don’t understand this.

The fifth element was a great policy that enables, not restricts flexible working. Give managers the support and structure they need to make it work.

And the final element is technology. The technology that you get people to use when working flexibly should be the technology they use when in the office. The communication methods should be the same and the ways of working should be the same.

Our final conversation was facilitated by Manchester City Council on how they support line managers to embrace flexible working, but at this point I needed to dip out to go and see someone else.

A great start to the day.

Till next time…

Gary