HR FOLKS: DON’T BE A CAVEMAN! BE READY!!! USE HR TECHNOLOGY TO DO SO!!
Workforce Analytics is a critical component for any company as it needs to navigate through the course of the pandemic. Many epidemiological experts track a pandemic by the level of infection rates and the impact on the population in general and the workforce specifically. The Phases of a Pandemic are: 1) an Initial SHIFT – Infection rates rising, work gets done remotely, productivity initially is impacted and lowered, and the key concern centers on the well-being of the employee population and then providing the workforce the tools and underlying technology to accomplish their critical tasks on a day to day basis. 2) PEAK – infection rates are peaking, WFH predominates, employees settle into new routines, environments and new family WFH dynamics, initial fatigue sets in, employee engagement might be waning. 3) RESET – infection rates are flattening, business reevaluates all forecasts, and begins planning re-opening strategies and workforce return approaches, employees are surveyed about their willingness to return to the office. 4) RETURN – infection rates decline and stabilize at an acceptable level. Employees seek return to new normal and seem eager to return to the office. Furloughed employees are reactivated. So, the workforce will eventually return. How and when that happens is unknown as of now. But what is known is the need for any company to track and maintain basic data about the workforce, and then analyze that data by converting the raw data into meaningful information leading to actionable insights and programs, policies and initiatives. According to a survey by Sapient Insights (in their 23rd Annual HR Systems Survey – summary by Ms. Kim Seals) – The top 5 actions taken by an organization in response to Covid-19 are: Redistributed critical workforce Postponed HR- related special projects Furloughed workers temporarily Reduced or eliminated contract workers Increased technology spend on infrastructure (WFH and touchless work environments) The Workforce Analytics throughout these 4 phases which often drives the above corporate responses, requires specific categories of data to be meaningful. Some are absolutely required to be maintained by HRMS technology. Some data is obtained from external sources such as health agencies. Some other important data might be maintained in other corporate master files outside of HRMS – such as cost data related to specific operations and Covid best practices. Here are a few: The obvious external data is the RATE OF INFECTION – BY GEOGRAPHY – where the company has operations and offices. The rest must be within an HRMS solution and accessible at every moment, from everywhere and by those who need access. The data must be presented as graphical dashboards and must be able to be sliced and diced, compiled and totaled any which way, as well as be able to show trends etc. And importantly, immediately and intrinsically understood by all whom view the content. This data would include: Employee Covid Status – Test Dates, Results Employee Exposure Status – Family Member Exposures Employee WFH status code Employee Employment status: FT, PT, Active, Furloughed, LOA, Terminated/Date Employee Work Availability – WFH only, Blended, Office ok Job Title Job Classification – essential, critical, etc. Job Location – pre Covid – work location – geography – City, State, etc. Employee Work Schedule Supervisor Data Job Location – during Covid – place where work is being done – Name, City, State etc. Employee Contact data – mobile phone, emails, etc. Employee Access to internal systems – yes/no/which Return rates of Furloughed employees Days absent due to Covid illness Plus; all the typical demographic, compensation, attendance, benefits, performance data, and more – as needed – which should be within the HRMS solution database. Additionally, and I would say most importantly, the emotional WELL-BEING of the employee population – wherever they are and however they are trying to provide value, must be ascertained. Programs directed at overall Mental Wellness (counseling), instilling a sense of community and providing continuous listening (with empathy) must be formalized and visible throughout the organization. Top Tier HRMS solution providers have greatly focused on bringing a new feature to the marketplace for helping organizations gain the emotional temperature or ‘sentiment” of the workforce. They do this by employing algorithms which can read unstructured content from employee communications and responses such as emails and survey comments. This is incredibly even more vital during the Pandemic. It can be the cause or failure of any of the Workforce Analytic driven initiatives mentioned here. There is one issue that might arise that you need to anticipate. That being the need for a Cost Justification (or ROI) of any new (or ongoing) Pandemic related program – especially as the workforce begins to return to the office....
FOR HR FOLKS: SOMETHING TO THINK ABOUT – AN ALTERNATIVE MEANING FOR “AI” – ACTIONABLE INSIGHTS – ITS EASIER TO WRAP YOUR HEAD AROUND IT.
For HR professionals, HR technologists and HRMS and related systems vendors, the “buzz” about AI (artificial intelligence) is recognized for what it is – an impactful, latest use of advanced technology that will continue to influence, and has already impacted the way work gets accomplished in many industry verticals. For example, much has been written about the incredible results of using AI in Healthcare. Articles and essay from medical professionals rave about the use of, speed of, machine learning within AI to identify early signs or abnormalities, by examining thousands of data points (medical histories, genetic markers, blood chemistry, images etc.) that can result in an accurate early diagnosis. That alone can and has, and will continue to save lives. We all get that AI will continue to evolve, and with it society benefits in many already proven amazing ways. However, for the HR professionals AI can be a two edged sword. It can result in extremely effective and efficient executions of work tasks – and at the same time – be something that threatens the existence of many of the functions, responsibilities and work outcomes currently within the realm of HR’s oversight. So, without focusing on that particular concern, lets consider this slightly different take on the term AI – a kind of step back and having a more current and achievable task based mindset perhaps. ‘’AI “ can also mean “ACTIONABLE INSIGHTS”. Consider this question; what is the most important role of today’s HR Professionals? Arguably, a most reasonable response would be to help frame any organization’s strategies in attracting, engaging and thus retaining an effective high performing workforce. HR people are aware of the many published posts, magazine articles, white papers etc. covering the workplace and workforce about the latest trends and facts regarding the overall impact and benefits of Artificial Intelligence in all manners and forms on society and on work output. In many instances, some experts surmise that some jobs – including aspects of HR functions might certainly lessen, if not disappear completely. In functions outside of HR this proposition does have credence in the more operational activities where a combination of ROBOTICS and AI will indeed replace job functions that do not require human emotions such as empathy, logic, reasoning etc. To alter the perception that AI might lead to HR’s obsolescence, or at least threaten the classical roles within HR’s realm and lessen the now prevailing concept that indeed HR deserves the preverbal “seat at the table” – HR executives must leverage what is now being provided by top tier HRMS solutions (seizing on the momentum- and publicity, and even fear of “not having” – by offering “AI – like” out of the box / “as delivered” functionality and reporting), usually called “workforce analytics”. Taking advantage of a well thought out and executed delivered functionality HR executives can step back from the traditional definition of AI – (if one exists – but that is another matter) and instead use the power of HRMS to generate supportive output underlying the presentation of a different kind of AI – that of an “Actionable Insight”. This particular view of AI can more easily be accomplished – as the better HRT vendors already are utilizing models, forecasting tools, regression analysis and algorithms to generate meaningful information. Information that is derived from the “data” points maintained in their underlying and foundation data base. Another catch phrase here, and one more easily to comprehend and even to sell internally to (internal) skeptics – is the commitment for HR to move FROM – “DATA MANAGEMENT “ TO “INFORMATION CRAFTSMANSHIP”. The goal is to provide to senior executives something to think about. Data altered into “information” that is itself provides actionable insights – ie. ‘AI” of a simpler and more meaningful kind – that of valuable insights in support of over arching strategies leading to programs and specific actions. I suggest a renewed interest in providing a series of KPIs – not specifically stand alone metrics. KPI differ from metrics in that KPI show effectiveness and align directly to organizations’ strategies. Metrics, while important, do not necessarily show effectiveness, but they remain an easily accomplished first step towards illustrating the power of insights – provided by the HR function itself. Here is a list of important and strategically based KPI’s (thanks to Erik van Vulpen, in his LinkedIn post of March 2019 (extracted and summarized). All of which can support a variety of Actionable Insights– when produced and internally marketed successfully by HR executives. Absence rate: calculated by dividing the number of...
TO HRMS VENDORS – TODAY’S GEOPOLITICAL ENVIRONMENT CALLS FOR A “PAUSE” ! Help reduce some of the extraordinary pressures on HRM.
Thomas L Friedman in his new engaging and educational book “Thank You For Being Late writes that “we are living through one of the greatest inflection points in history”. His premise is that the “three largest forces on the planet – technology, globalization and climate change – are all accelerating at once. As a result, so many aspects of our societies, workplaces and geopolitics are being reshaped and need to be re-imagined. Friedman goes on to say “When there is change in the pace of change in so many realms at once as were now experiencing, it is easy to overwhelmed by it all.” He believes that in such times it is important to pause and reflect, rather than panic or withdraw. He states that pausing is “not a luxury or a distraction – it is a way to increase the odds that you’ll better understand and engage productively with the world around you.” Friedman suggests that we press the “pause button”. As a great fan of Tom Friedman’s musings in his books and columns in the NY Times, I decided to apply this “pause” concept to the industry I work in, HR and its use of Technology. What pressures are we feeling? Are we feeling the same pressures that Friedman is focusing on? How can we lessen those pressures? What can the HRMS providers do to help the HR community and their clients? What if anything can be “paused”? Here’s my thinking. Based on today’s environment especially with the uncertainties surrounding the new US administration (Executive Orders and such), a great many people feel fearful and (in Friedman’s words), “unmoored”. Alongside of CEOs and all manner of business leaders, HR executives must feel the same way. In trying to comprehend the impact and thus pressures on HR that are resulting from this “inflection point in history”. Most will come from two of the three Friedman focuses on, technology and geopolitical impacts, less so than from climate change. In my world this translates to HR Technology, specifically HRMS providers and users of HR Tech working within the function of Human Resources. So, recognizing the recent developments in America’s political landscape and geopolitical impacts, I am asking my fellow HR Technologists – those of influence and who interact with, or work for the many well positioned, highly reputable and highly thought of HRMS providers to take two very important actions: The First: PAUSE IN YOUR ROLLOUTS OF NEW FUNCTIONALITY. Stop thinking about new functionality for a while, unless there is a fix or an immediate capability that can help HR react to the pressures mentioned here or made necessary by new legislation or by government directive. And the Second: ENHANCE YOUR DIALOGUE WITH YOUR CLIENTS. Seriously think about reaching out to your existing clients to find out what they are doing with your product and your support. Simply put, find out how your clients’ are using the power of your products’ functionality/tools. Ask them if they believe they are getting the full value of the investment they have made and continue to make. I suggest these 2 steps because (IMHO) I think that at this point HR executives and staff are OVERWHELMED and are under pressure to react to, or respond to the unusual circumstances brought about by the pace of change in technology and geopolitical events. The pressures on HR – today – now, February 2017, come from many sources: some totally unexpected and on the surface seemly having nothing to do with HR – but they do. Here are some of the pressures that are now adding to HR’s usual role and responsibilities, thus, adding significant stress on those in charge of day-to-day delivery of programs: PRESSURE POINT 1: THE “EXECUTIVE ORDERS” The executive orders which imposed a “travel ban” and then the rhetoric of “extreme vetting” can and have impacted HR and a company’s workforce. Clearly – as we all witnessed the worldwide demonstrations – this created real anxiety and emotional disruption of peoples worldwide. Within the business community many corporate executives are using Social Media to emphasize their carefully worded positions against these Trump Administration actions. In global business, any organization with staff employed anywhere in the world, and traveling to and from anywhere in the world can be affected. In academia, students from the 7 stipulated countries are seriously affected. The presidents of Google, Apple and hundreds of others have come out with statements of condemnation and in support of refugees and immigrants. HR must take the lead along with Legal and Employee relations’ executives in crafting and issuing communications to help allay the obvious fears within their affected workforce....
THE NEEDED AND IMPORTANT ROLE OF HUMAN RESOURCES AND HR TECHNOLOGY IN INSTILLING WORKFORCE CYBER AWARENESS —- IT’S NOT JUST AN “IT” ISSUE!
I partnered with a colleague of mine, Bob Schiff to create a new entity within my existing consultancy – Miller+Schiff. We will offer initial education and then follow up requirements and policy development to educate HR professionals/employees about Cyber threats, and what Human Resources execs and staff can develop (with IT) to help reduce the threat level of future attacks that might be initiated/facilitated by workforce behaviors and poor HR data security. Let me blog a bit (within Marc S Miller Associates), about what inspired Bob and I to create this new initiative. Clearly cybersecurity is on the world’s stage, especially here in America. Made more visible to the general public through the concerns over the hacking of the democratic national committee and Russia’s alleged influence over our presidential election, the threat of cyber attacks has gotten great publicity. Even before our election, the hacking of records maintained by TARGET, BEST BUY and YAHOO with almost 1.5 billion records stolen (to name just a few) have created great concerns and interest. However, a bit less publicity has been given to and about the threats and executed attacks within any corporation (of any size) stemming from their own employees – or from former employees. It has been often stated that the greatest point of vulnerability to an organizations data files is as a result of the behavior and lack of mindfulness of the employees themselves. A recent VERIZON data breach investigations report (2015) stated “an organization’s greatest vulnerability remains it’s own workforce”. According to the council on cyber security (within the Department of Homeland Security) HR must play a critical role. Their report (2015) states that “HR has always had an important role in managing RISKs – from natural disasters to layoff, lawsuits, and workplace violence – and cyber risk is no different – HR has an important role to play.” Employees and others working for or within any organization, including consultants and contractors can now work from almost anywhere, bring their own devices (BYOD), use cloud-based applications and access work files on their mobile devices. The result? A profound increase in threats to cybersecurity. A major way of mitigating these threats rests with the mindset of the employee population. Among other reasons, this is one situation where HR is best positioned to take a needed role. The HR department has the organizational role and skills necessary, and with effective HR Systems, can mitigate at least some of the known causes of any “insider” cyber attack. One known cause of an “insider” attack is the result of a well-intentioned employees who makes a mistake, such as using a personal email rather than a work email or accidentally shares something classified on social media. HR can deal with these cases by making sure employees are properly trained and educating them on a regular basis. Effective HR Technology already has security based on roles and at the employee level the rights to see, report on, and disseminate data. Another known cause is strongly linked to disaffected employees who have ill will toward the company. Because HR is typically tasked with implementing programs dealing with the workforce’s health and well being, in effect, tasked with understanding employee behavior, HR is the best Department to notice early warning signs that an employee could be being disloyal or headed in that direction, experts say. Oftentimes the “insider” is a disgruntled current or former employee. HR is in the best position to possibly predict or anticipate such behavior through the use of their current HRMS. Breaking into a network takes minutes. However, finding and safely extracting what they want may take criminals months or even years of research and planning. To shorten this process, cyber criminals are getting help from insiders (whether knowing or manipulated) in more than half of all advanced attacks. Attackers use social media to identify a useful target and to create a relationship with them. They target people with a pre-disposition to break security controls such as those with strong views, who do not react well to authority. They look for a trigger event which will break the employee’s psychological contract with their employer – such as a demotion, change in role, redundancy or dismissal. Employees who take action against their employer are most likely to do so within 30 days of such an event. This gives the HR team a chance to intervene, including taking steps to increase monitoring and deter them. Managing an employee’s exit from a company is facilitated by an an effective HRMS which can provide workflow, email triggers and alerts to all appropriate departments. Passwords and email accounts must be disabled in...
WTF??!!! POLLSTERS WITH THEIR “PREDICTIVE ANALYTICS” GOT THE ELECTION ALL WRONG – WHAT IT MIGHT MEAN FOR HR AND HR TECHNOLOGY.
As clearly evidenced by the Trump election and the fact that a vast majority (if not all!) of the pollsters who predicted a different outcome were wrong. With all their algorithms and underlying BIG DATA points – they still got the outcome wrong. The issue, in my humble opinion, is simple – nothing is easy or straightforward when trying to predict human behavior. In my sphere of influence, that of the HRMS and HR’s use of technology, we seem to be (up to Nov. 8 at least) enamored with the concept of “predictive analytics.” So, one issue that deserves some thought – does HR’s utilization of HRMS delivered predictive analytics to bolster and support actionable strategies regarding decisions affecting the workforce – globally or even individually – have a strong basis for validity? No less reliability? Certainly, many HR technology software providers have, in the last few years created and delivered thoughtful and reasonable workforce metrics. Those almost “out of the box” reports have added tremendous “Clout” to the role of HR in an organization. The software puts in the hands of HR Technology executives and HR C-level executives the opportunity to move from “Data Management to Information Craftsmanship” – providing future projections of workforce staffing levels and strong indications of the pipeline of talent, among other types of forecasts, in keeping with many well known lists of HR metrics. Models and forecasts for staffing and performance outcomes based on incumbent performance have proven to have a basis of validity and reliability, as much research has already shown. Executive and Management dependence on an effective HRMS delivering metrics and dashboards is certainly is needed and justified and would prove effective in a majority of cases calling for deep dive and a view of the underlying raw data that can enable cause and effect analysis. More recently, a few of the top tier comprehensive HRMS providers and the “best of breed” niche functionality providers in talent management suites have begun to emphasize their concept and definition of “Predictive Analytics” which seemingly attempts to incorporate behavioral analysis added to the standby standard metrics related to HR management. However, the approach must meet the challenges of quantifying human behavior, and must incorporate additional aspects and applications of social media, beyond the input of baseline data elements. I think the HRMS provider community will endeavor to do this, but there are some caveats. Specifically, with regard to the behavior of people in any company’s workforce, as we have seen, human beings are under many influences – some stated and some left or kept private by any one individual. So predictions – for example – the “9 box model” of predicting which employees are prone to leave (especially those that are considered “key”) – a popular and often “out of the box” delivered metric by a good many leading HRMS vendors, must, or might, or should be viewed (and acted upon) with some skepticism. Is the report truly reliable and useful? Are we relying too much on statistics based on data, instead of listening to our “gut” and observing behavior about specific individuals?. It could be so. Could taking action based on such predictive “models” end up overtaking other important inputs? Again, it could be so. Larry Acton, in his “Under 30” blog (Forbes – 11/18/16) “Can you quantify your Human Resources Department?” points out that HR poses a unique problem in the field of business analytics because its bottom-line goals involve a degree of subjectivity and because not all employee actions and behaviors can be easily quantified and humans behave, well, like humans, even lying when asked their opinion (or, how they voted in exit polls – as we found out,) not to generalize – but still. HR executives and managers must consider, and take advantage of all points of intersections between any employee and his/her manager. That would include such standard input resulting from frequent communications and exchanges. Exchanges begins with some formalized interactions – usually a performance review process. But by no means should that be the sole dialogue, and it would be a mistake to think that any exchange of future “engagement” on the part of the employee is fully candid or even truthful. How HR Can Currently Be Quantified Moving into 2017, HRMS providers will undoubtedly seek to integrate even more Organizational Behavior and Industrial Psychological aspects into their efforts in delivering more meaningful, and selective Predictive Analytics for which they have the underlying data. Here are 3 areas of HR measurement that may become potential breakthrough metrics to be seen shortly – integrated within Talent Management and general HRMS...