First of all, my hats off and a big thank you to the HRevolution founders, committee members, and the sponsors for a tremendous event. It has been a few days since 130+ passionate HR pro’s, vendors, and consultants took over the Windy City at HRevolution. In that short period of time, there have been many great blog posts on the weekend’s events by Lance Haun, Victorio Milian, Trisha McFarlane, Ben Eubanks, Steve Boese, Charee Klimek, Bill Boorman, John Nykolaiszyn, Mike Vandervort, Kevin Grossman…just to a name a few.  So, does the world really need one more blog post, one more perspective, one more voice on HRevolution?

Absolutely – this is what HRevolution is all about. Sharing perspectives, candid dialogue, and diversity of thought all focused on building a re-thinking the future of HR.  In that spirit, I wanted to share what I believed worked, what didn’t, and what the future holds. 

What Worked –

Honestly, there is a lot that really worked about HRevolution, but these three really stuck out in my mind…

The People – Hands down the big draw was meeting, interacting, and getting to know so many new people who share a passion for taking HR to the next level and social media. 

The Location & Logistics - The event committee nailed this one cold. Not only was Chicago the perfect back-drop to the event, but our hotel ”The Wit” was hip, and the Catalyst Ranch couldn’t have been a better choice to host an “unconference.” But, they didn’t stop there as the #Monstersocial rocked, the SHRM bus was on time, and the popcorn (and food) was way above average.   

Big Ideas- In only it’s second time to bat, HRevolution didn’t hold back by tackling some big topics, challenges, and opportunities for HR. I think I speak for all who attended that the facilitators who prepared each session made it their personal mission to push our thinking. Thanks for leading the charge. 

What Didn’t –

One of my favorite quotes is ”Feedback is the breakfast of champions,” and so the following comments are with the simple intention of making HRevolution even better next year.

Facilitation of Sessions- The idea of an “unconference” is that the faciliators pose a few questions or a distinct point of view and then faciliate a group discussion that lets the group take the conversation where ever they want it to go. Unfortunately, this didn’t happen as often as I would have liked. What I frequently saw where sessions that turned into real life “tweets” where a perspective would be shared, then another, then another…without taking the time to stop and understand what that person was truly saying.  

At times, the discussions felt much like the old analogy of ”8 blind men and the elephant” all touching a part of an elephant, but none believing that they were. What would have helped is if some of the facilitators would have seen their role as paraphrasing perspectives, drawing people out, and summarizing ideas, instead of, pushing their perspectives and being provocative just to be provocative.  A suggestion for next year – focus on three/four key questions for each session…keep us laser-focused, more small group/table discussions, more large group report outs, and maybe even a few more flip charts.

More Formal Networking- One of the comments I heard as we walked in on Saturday morning was that at the first HRevolution they started the day by doing quick introductions, but the group was too big this year…too bad. We missed an opportunity to build an ever bigger sense of community, to make it even easier to open a conversation later in the day, and to make this event that much more different, better, and human than the typical conference. Next year I would like to see us spend more time, get more creative and push ourselves to connect with all who attend.

What the Future Holds- while no one can predict the future, there is no doubt in mind that the HR community known as HRevolution will grow in influence, scope, and impact over the next few years. But that growth and future promise is dependent on each of us contributing our voice, building new relationships, and pushing ourselves beyond our current thinking and boundaries.  Here’s to the next HRevolution (how about Hawaii?).

HRevolution is only a few days away and with over a 100+ HR pro’s, social media guru’s and top consultants converging in Chicago on Saturday, this can only be described as a can’t miss event.  With many of this year’s crew blogging helpful hints like tips for great facilitation from Mark Stelzer, what to pack and expect by Jason Seiden, or Steve Boese’s advice on how to share the HRevolution experience, I felt inspired to join the conversation and pose a simple question.

Come Monday morning…What will you do differently as a result of attending HRevolution?  

We all go to conferences (and…unconferences) for a little boondoggle, to meet new people, to hear some good ideas, and have some fun, but the bottom line is that attending HRevolution is an investment that goes beyond the price of admission and giving up your weekend.  HRevolution is an investment in yourself, your organization and your larger HR community.

So the question is…

• How will you ensure you get a return on your investment?
• What actions will you take?
• What behaviors will you change?
• What messages will you spread?

Why ask questions like these before the big day? Because if we can’t answer these questions then HRevolution will be just another conference after all…See you in Chicago!

I am guessing you are not a big fan of household chores like dusting, scrubbing the bathroom, or doing the laundry. Well, I am right there with you except for vacuuming. Here is the thing, I have a Dyson vacuum and it is seriously the best damn vacuum on the planet, bar none. It actually makes doing household chores fun (well, at least vacuuming).

If the Dyson vacuum is this good, you would imagine that it took some time and energy to develop, right? Sure, but how many prototypes do you think Mr. Dyson built before finally perfecting something that many of us thought was working OK to begin with?

10 prototypes? 50? 500? Nope, would you believe it took him 5,127 prototypes and fifteen years to produce a vacuum cleaner that would challenge and change a stagnant industry. So what does a vacuum cleaner have to do with the Future of HR?

As it turns out plenty. HR pros could learn a lot from James Dyson. He believes that innovation comes from embracing and paying attention to your flops, unexpected mistakes, and most importantly your failures. He was persistent even in the face of daunting odds. No one believed that the world needed a new vacuum cleaner – most people thought the old ones worked just fine. But, fine didn’t cut it for Dyson. He was not satisfied with the status quo and how vacuum cleaners of old worked. He believed there had to be a better way, so he not only reinvented a better way, he fought for it.

If James Dyson can do that for a vacuum, what is stopping us from reinventing HR?  So, what are the key learnings here:

1) Look for unexpected outcomes- In business, we usually don’t like surprises. As professionals, we are paid to think things through, to have a plan, and execute to that plan. Unfortunately, this myopic focus on ”our plan” and on what was supposed to have happened can actually blind us to seeing the bigger opportunities.  I am guessing that ”Lunch with the CEO” got started after an observant HR pro noticed the big impact that a CEO had when she just happened to pass by and have an informal conversation with a group of employees having lunch. If the HR pro had stayed focused on only “formal” meeting opportunities they would have missed this effective method of connecting leadership with the front-lines.

2) Prototype more, polish less – A mediocre idea that is executed is much better than an great idea that never gets off the PowerPoint slide.  John Henry Newman once said, “A man would do nothing if he waited until he could do it so well that no one could find fault.” If you want to make an impact you have to stick your neck out, take a chance, and be prepared to have some failures for the world to see. So, how do you prototype more, polish less, and still get to keep your reputation as a business-minded HR pro. The answer is simple and it is one word that you should not forget…”Pilot.” Positioning a project as a “Pilot” is one of the most smartest things you can do to give you and your team the time you need to work out the kinks and if you are lucky you will have the leeway to test out your big idea 5,127 times, just like Dyson.

3) Success doesn’t come overnight- Everyone would like to be an overnight success, but the reality is there is no such thing. Sorry, success doesn’t come that easy. What Dyson teaches us is that success is about persistence, plugging away, making a tweak there and a tweak here. Success is about staying laser-focused, believing in your vision, and realizing that sometimes being an overnight success can take fifteen years. All good things to keep in mind if we are to successfully reinvent HR.

Below is the video that inspired this post – How Dyson and his team failed their way into rethinking the bathroom Hand Dryer.

Photo Credit: Jeff The Trojan

Unless you have been in a turkey induced coma the past few days, you are well aware that the White House had it’s own version of Wedding  Gate Crashers occur last week when two fame seeking high society wannabes got past the Secret Service.  

While my first thought was that Oscar Wilde was right when he said “Life imitates art far more than art imitates Life,” (if you don’t believe me, check out what Night at the Museum did for attendance at the American Museum of Natural History), my second thought was that HR pros can gain from the Secret Service’s pain. 

While HR doesn’t get to wear cool sunglasses, ear pieces, and guard the President like the Secret Service, they do guard your organization’s front door.  Not literally, of course, but figuratively as HR is on the frontlines of every hiring decision and their role is much the same as the Secret Service’s role was that faithful night – Keep the Gate Crashers out!  

There are two big ”watch-outs” for HR pros as they guard the castle and ensure that they do not fall asleep at the wheel like our friends at the White House:

1. Looks can be deceiving - Let’s face it, one of the main reasons that Tareq and Michaele Salahi got into the White House gig was that they not only looked the part, they owned it.  This is the age old problem with judging a book by it’s cover – it only gets you half way there.  It is easy to fall into this trap - the candidate went to the right schools, knows the right power players in your company, wears the right clothes and, you guessed it, says all the right things in the interview. The challenge here is to not rush to a decision just because on the surface the candidate is a ”no-brainer.” HR’s role is to ensure that the hiring manager and the organization dig a little deeper, ask the tough questions, check references, and most importantly have the courage to turn away someone who only looks the part.

2. It can be easy to forget your main role when you have too many - While it may be hard to believe, Fox news reports that the normal greeter and name checker was noticeably missing…

Cathy Hargraves, who until June had been in charge of supervising guests lists for state dinners, told Newsweek magazine that she was told by Obama Social Secretary Desiree Rogers in February that she wasn’t needed to serve as official greeter and name checker because “in these economic times, I don’t think we’re going to have very many lavish expensive dinners. It wouldn’t look very good.”

This means that the Secret Service had to wear three hats – official greeter, name checker, oh and um, what was that third one again…right, security.  Hindsight is 20/20, but the Secret Service obviously forgot that one of their main duties that night was making sure the right people got in and the wrong people didn’t. The point is HR can’t forgot the crucial role they play in ensuring that anybody who walks through your door has both the right skills and is the right fit for your organization – if HR drops the ball you will almost certainly have more Gate Crashers than a White House dinner.

I would like to say that I had Peter Drucker’s 100th birthday on my calendar, but I have a hard time remembering my own birthday, let alone a management guru.   However, I felt compelled to write a quick post to pay my respects to one of the most influential people of the twentieth century.  I first began reading Drucker in high school and read even more of his work in grad school (some of it by choice).  But, it wasn’t until I got into the real world that I realized the genius of his work and his influence on business today. 

So many of our current management and HR practices are built on the foundation of his forward looking ideas.  One of his most important ideas was the simple assertion that ”Management is about Human Beings.”  Let’s be clear – Drucker didn’t say management was about project plans, creative financing schemes, supply chains, or fancy talent management software. Drucker believed that people were the engine that powered the enterprise and the success of the organization depended on their commitment, creativity, and passion.  In other words, business success depends on having an engaged workforce and engagement is dependent upon good management. HR pros does this sound familiar?  Sure the vocabulary has changed, but not the rock solid principles that Drucker provided us on leading people and organizations. 

It has been four years since he passed, but as Businessweek said in article in 2005, his ideas still matter to business.  I would take it one step further and say that his ideas matter even more today, especially when it comes to managing people in these turbulent times.  Below are just a few of the ideas that Drucker gave to modern management…Happy Birthday, Mr. Drucker!

 – It was Drucker who introduced the idea of decentralization — in the 1940s — which became a bedrock principle for virtually every large organization in the world.

– He was the first to assert — in the 1950s — that workers should be treated as assets, not as liabilities to be eliminated.

– He originated the view of the corporation as a human community — again, in the 1950s — built on trust and respect for the worker and not just a profit-making machine, a perspective that won Drucker an almost godlike reverence among the Japanese.

– He first made clear — still the ’50s — that there is “no business without a customer,” a simple notion that ushered in a new marketing mind-set.

– He argued in the 1960s — long before others — for the importance of substance over style, for institutionalized practices over charismatic, cult leaders.

– And it was Drucker again who wrote about the contribution of knowledge workers — in the 1970s — long before anyone knew or understood how knowledge would trump raw material as the essential capital of the New Economy

Let’s say your HR career is on track, but you really want to kick it into high gear. Which of the following options will get you to the top of the corporate ladder the fastest?

Option #1: “Hit the books” and get your MBA, Masters, or PhD

Option #2: “Learn the business” in a line role and take a brief hitatus from HR

Option #3: “Pack your bags” and accept that big title and international assignment in China

 If you are like most type A career climbers, you probably grabbed your passport, your traveling lawn gnome, and were headed out the door faster than you could say CHRO.  Fortunately for you, the Academy of Management has just saved you a bundle in moving boxes and packing tape by dispelling one of the greatest myths in corporate America; namely that international assignments are a one-way ticked to the C-suite. 

In studying 1001 executives from US and Europe, they found that a little something called facetime still matters even in the age of the internet.  

Executives assigned to work abroad can lose out because they are unplugged from the valuable social networks at corporate headquarters—what Hamori and Koyuncu call “the out-of-sight, out-of-mind” effect. This is consistent with previous studies that found that nearly half of repatriated executives left their company within two years of returning to their home country, largely because of concerns about career advancement.”

With Hamori and Koyuncu popping our expat bubble and dashing our hopes for a corner office, let’s take a deeper look at why an international assignment can still be a smart career move: 

1. Personal & Professional Growth – When you accept an international assignment you are guaranteed to learn more about yourself than you might have imagined or even bargained for.  Growth is all about getting past and breaking free from your comfort zone. When you move to a new country, are immersed in a different culture, and accept the responsibly of a larger role,  you have no choice but to grow both personally and professionally.
2. Leadership Skills- There are very few experiences that will transform your leadership ability like an international assignment.  You have to adapt to a unfamiliar environment, build relationships quickly, establish credibility, and manage a new team all while delivering exceptional results. While the words, ”trial by fire,” come to mind so does the enormous opportunity to come out of the experience a stronger leader.
3. Broader Experience – It should go without saying that you don’t take an international role to get more experience doing the same work you could have done at home. Sure, you might have some overlap in your current duties, but while you are overseas you need to be thinking 24/7 about expanding your HR toolkit.
4. Big Picture Thinking – We all like to think we see the big picture, but it isn’t until you have seen the world from an international perspective that you truly start to understand what the word “global” really means.   
5. Credibility – Been there, done that, got the t-shirt. Once you have international experience on your resume it is yours for life. Being able to share in meetings how you overcame a similar challenge during your two year stint in Hong Kong is not only good for your career, it will also get people’s attention.

Personally, I was fortunate enough to get a 4-month project working and living in London and while I totally understand that some people like Kris Dunn, The HR Capitalist would rather stay close to the mothership, it was one of the best experiences in my life.

Photo Credit: Saitor