The significant keynotes that he pointed out, were divided into several segments which he named them as trends..
Let’s start with the first one.
Are you willing and able to take the individual preferences and capabilities of people into account? A question which is not so easy to answer for the general majority working in HR.
There is a difference between personalization and customization. Personalization means gathering data and using that data in order to prepare an offer as good as possible for the employee. Customization on the other hand, is easier. It means you ask the people what they really want which results with direct feedback.
- Employee focus & employee experience
It is very much organizational focused. As an example: companies want something to be done in their organization, how do they get their employees to do it? The answer here that he addresses is connected to the overall employee journey or employee road.
Tom Haak is a collector of employee journey maps.
The first most used metaphor is the word ‘road’.
He makes a parallel comparison between the employee journey illustrated as a highway with no exits and still he says, some are even worse, they end up in a roundabout with no final destination or in a vicious circle.
The second metaphor is the word mountain. The key message here is when companies tend to think that they offer super challenging jobs when in reality they are rather much the same only with different names.
His key point was that no matter how innovative, creative or interesting the road map is, it is still one road with no sideways, and that needs to be changed.
Things are going faster, HR has difficulties to adapt to that tempo with numerous excuses.
The first excuse is: getting the basics right.
Many organizations are busy for months and years to get the basics right and surprisingly they never get it right, while in the meantime the world has moved on.
The second excuse is the big investment in the HR system, if that works, then it would be an HR heaven he says. However many managers and employees are irritated by the system, because instead of speeding up, they are slowing down. Many of those systems have in built workflows, for example performance management which is nebulous to be pushed into a process that is annoying and fictional.
Another example for speed and personalization is microlearning. Tom reminds around the difference between macro and micro learning. Macro Learning is learning something new often in classroom type of setting. Micro learning is getting close to what people are doing, trying to find out how they are doing that, then offering them small learning solutions that can help them. The terminology used today for it is learning in the flow of work. Tom’s predictions are that this way of learning will skyrocket in the upcoming years.
- People analytics
Let’s use data to substantiate what we are doing. There are many possibilities in this domain that are still not being used today as a result of similar excuses like the ones in the speed trend.
Work with the data you have, what matters is the initial start of the process, evidence-based or science-based. Looking for connectors as possible talent in your organization is very promising. Since the traditional talent identification model is very old and biased.
Forcing people to become something they are not, leads to repulson and suppressed potential. Here Tom, sets an example through the general expectation that all managers should be good coaches in an organization. And when they are not, the HR strategies that are usually given are training and the HR system mentioned above. Instead of focusing on the capabilities that each individual has (personalization) they are focusing on the impossible with imposed and unnatural ways.
- HR Tech driving transformation
Using the most of the technology that the organizations have hands on should be a top priority for the HR industry. Instead of picking a side, HR against tech, why not think of it as an endless source of ideas, creativity and innovation in regards of the implemented HR processes.
- HR strategies in the lift
We know that HR operations in essence, is one of the vital areas in HR and lucky is coming back. Some of those areas that need more work and growth are:
- Business orientation/Love for the business
- Independent and not too submissive
- Ability to design and implement high impact HR interventions
- Data savvy
- A real people focus
- Able to deal with ambiguity
- Curious and keen to learn a lot
To summarize, HR trends are ever-changing and rather demanding. And they should be always focused on mixing tech-savvy solutions to speed up and scale people related processes while maintaining reliable and stable service & employee experience.