Embrace the feedback

I’m always fascinated with the way that HR labels things.    Whether it is a chart, a report, a box on the “9box” or a rating model, it doesn’t take long to notice a trend.

There are very few “bad” labels in an HR report.  This is a group that really cares about your self esteem.

They don’t want to label you as an underachiever or bad at your job,– nope — you are misaligned talent.

I’m all about job fit, but part of job fit is getting real with yourself about where you are good and where you are not.

What about those parts of the job that are less about skill and more about hard work?

Where is the affordance for feedback about the fact that you might be skilled, but you might also be lazy or having an attitude problem that is bringing down the whole group?

In the end, I think the hesitation to say anything specific and constructive impacts the reputation of the whole function.  I would like to encourage HR leaders to jump into the feedback topic with a more honest approach.  Spare me the euphemisms and help my leaders have those tough conversations.

Give them words.

I’m fine that you make sure that they are not hurtful, but don’t wash out the meaning in that process.  Feedback is tough and it is tricky but to get results, it must be understood.

Bring your whole self to work

Warning!

I’m about to jump into the whole social, privacy, generational divide topic with both feet (occasionally they come out of my mouth, but I digress).

I’m happily noticing that I am not alone in my belief that to be a fantastic employee you have to be a whole person.

I see this idea of “whole self” as the cultural shift that companies need to be addressing.  I think this is the real issue behind many of the “work/life balance” discussions.

Encouraging employees to be full and complete people — with a wealth of experiences, ideas, commitments, values and thoughts to offer your company, is a linchpin for most engagement strategies.

So why don’t more companies focus on making this part of their culture?

Treating employees as people vs. resources is administratively complex.  It requires a re-think of job codes, working hours and work environments.  It changes the very nature of the worker-employer contract.  It is individual vs. general.  It is rooted in personal accountability and responsibility.  It is not easily managed by rules and policy.  It is often tough to measure.  I can feel the discomfort of the readers in the HR function already .

So why do it?

It creates  employees that give more than just the bare minimum required to earn their pay.

For many of us, being treated like an adult, unlocks passion and removes stress.  The effort that was spent on keeping up two different selves, can be channeled to productivity (both personally and professionally).

I feel inspired and blessed to work for a company like Oracle that really “gets it”.    They understand that I’m as equally likely to be moving forward a product escalation at midnight, as I am to be attending the Site Council at my kids school at 3:30 in the afternoon on a weekday.    Being able to both, is what keeps my head in the game and helps remove a lot of the strain that comes from being a working mom.

This is a big shift to the HR and managerial functions, but the opportunity cost and opportunity rewards are equally big.  The proliferation of technology/connectivity and the increase of globalization, are accelerating this trend.

The ideas of privacy and work vs. life are changing, how do you plan to make this work for you and for your company?

Social Networks can help you not be a goof

Jason Seiden has a great post about how the very “opt-in” nature of social networks makes it easy to only join those networks that you feel comfortable in, leaving you unprotected from errors in thinking.

This reminded me I was going to write how social networks can actually help protect you from errors in thinking. We’re both right because the answer isn’t in the tool, but how we use it (as is usually the case.)

It Takes Every Kind of People

The error in thinking* is that we tend to blame others’ behavior when things go wrong for them, but tend to blame the situation when things go wrong for us. Simply put, we are quick to judge others, we overly focus on people vs. circumstances, and we are sometimes lazy if we have to think too much in trying to sort it all out.

How can a social network help?

• First, if you are getting a good feed of the *situation* people are facing and not just their opinions, you’ll have a better understanding of their circumstances should something go wrong. This is where useful status updates in your Activity Stream can really help.

• Second, if you take the effort to build and maintain a diverse network, you’ll have more varied perspectives on the situation, creative ways to handle it, and better insight into unseen factors.

• Finally, your network can do some of the thinking for you so you can really step back and grasp the bigger picture. By having your network take on some of the cognitive load, you’ll have more energy to think things through.

Don’t Surround Yourself With Yourself

The payoff for you is that these things will make you better prepared, wider experienced, and less vulnerable to bias – provided you invest in your network. Make it diverse, encourage the sharing of context as well as just content, and ask for ideas and thinking, not just facts and figures.

Jason provides an important warning: like any technology, social networks amplify our characteristics; they do not guarantee goodness. Apply these powerful tools with careful purpose and intent.

*The Fundamental Attribution Error – called “Fundamental” because a lot of social psychology hinges on studies and thinking about this bias.

Photo by Stewf

Get tough on training!

Let me say “Sorry” in advance to all of you working with sales.
The following is not relevant to you, and the situation I describe here would of course never happen in your organization…

As a professional working with training there are two things you hear over and over again:
“You cannot measure the direct effect of training”
 “You cannot get sales people to spend time on training”

On a webinar the other day I heard a wonderful example that put these “truths” to rest:
A company had several different sales organizations.
The management and the training department had organized a number of different courses that would help the sales people perform on a higher level; better understand their customer’s needs and therefore help them to get happier customers – and reach their individual sales quota.

The issue was that only a few of these people actually took the training, and even though their feedback was very positive, the training didn’t really catch on.
The training department also found out that a lot of the sales managers didn’t want their people to “waist time on this training nonsense” and instead spend more time chasing new customers.

Even if this situation probably (hopefully…) is a little extreme compared to most organization, I guess it is something most training departments have encountered.
But if the situation was common, I think the training department’s solution was not only unusual but also “quietly brilliant” (to quote a well known mobile device company).

Just after the end of the company’s business year the training department ran a report on the number of hours each sales person had spend on training in the last year.
Then they got a report showing how each sales person had performed compared to their sales quota and then they put all of these numbers in one table – clearly showing the direct correlation between sales people not reaching their quota and not having spend time on training.

This table was sent to all sales managers and the COO.

Do I need to tell anybody that the following year the training department saw a big increase in attendance for their sales training…

What can we learn from this?
We can learn that it ALWAYS, ALWAYS, ALWAYS pays to measure the outcome of the investment in training.
And we can learn that you often have to go outside the training department itself to find the results of your training. The last bit seems obvious, but is often forgotten.

Social Media Policy: Just Do It

If your company doesn’t have a social media policy, make one.

Start now.

Why should your company have a social media policy? What makes a good one? Why should you care?

Think about all the stories you’ve seen of the damage caused by the thoughtless tweet, the ill-considered Facebook page, the revenge-minded YouTube video, or the “anonymous” comment-rant on a blog. Even though a policy won’t guarantee protection, especially from malicious intent, it puts into place a foundation from which individuals and organization can make decisions on how to act.

Other policies are not enough

The key thing about a social media policy is that even though it can (and should) be based on already (hopefully) existing communication, acceptable use, ethics and business conduct, information protection, copyright, anti-discrimination, harassment-free workplace, etc. policies, you can’t rely on them to guide behavior on social media. It certainly helps to shorten your social media policy, though, so use them as your foundation.

Why aren’t those policies enough? Social media is blurring the line between personal and business life. As much as some people might want to keep these two separate in social media, the platforms have made this incredibly difficult. So, while someone might think, “Oh, what I say about work to my friends on Facebook is just amongst us”, it just isn’t the case. Or, “My tweet about the town where my customer’s office is located will be understood as not to be taken offensively.” Or, “No one will know that my anonymous comment on an analyst’s blog came from me.” You get the idea. People are still getting used to how quickly what they say will be circulated across the web and interpreted, analyzed, misquoted, and so on.

Keep it simple

What makes a good social media policy then? Why does it matter? It should be as brief as possible and not try to go into strategies for effective use, which platforms to use, etc. Otherwise, its purpose will be unclear (or unread.)

Here’s a brief checklist of what to consider:

1. Use and reference your existing policies as previously listed. Explain why there needs to be a few more items in order to cover social media, to protect both the individual as well as the company.
2. Right after that, make sure you cover disclaimers. No one is an official spokesperson unless trained/designated to be one. All others must state that their views are their own and do not represent those of the company. Even so, of course, the rest of the policy is about how the world will still see their behavior as a reflection on the company.
3. Take the time to cover “Common Sense.” Don’t just say, “Apply Common Sense.” Go into a little bit about how social media is not as private as people might assume. That competitors will actually go out there and look for things your employees are saying. That what they think might be held as a common belief or value might be true in their local region (or just their house), but not elsewhere in the world.
4. Emphasize respect and civility as key in making social media productive. It doesn’t mean you aren’t standing up for your position just because you are being polite about it. Do not start flame wars and do not get sucked into one.
5. Honor copyrights, trademarks, trade secrets, etc. of all, not just your own organization.
6. Even though individuals can’t expect privacy themselves, they should honor the privacy of others.
7. Be transparent in your relationships, affiliations, etc. when it does not violate confidentiality and others’ privacy.
8. Don’t be anonymous. It usually doesn’t work and besides, it defeats why you are on social media. Whistleblowers and human rights activists may need to be anonymous, but that is a special case and goes beyond what a social media policy typically covers.
9. Get permission from others before using their content and ideas.
10. Admit mistakes when they happen and apologize. Somewhere along the way, even with a policy, someone will make a mistake.

Is that it? To get a social media policy in place, yes. You do not want to overcomplicate things. It will make it take too long and people won’t read it. You also don’t want to burden everybody with so many rules that they end up not even using social media out of fear.

What about all the stuff about how social media should be used to benefit the business? That’s something that should be covered outside of the policy. The policy is the foundation. Get it done. Cover effective social media use in training, coaching, guidelines, sharing of practices, etc. We’ll address that in a future post.

Coffee, cupcakes, easter eggs, and innovation

I have very mixed feelings as I retire from Oracle at the end of this week after 21+ years!

On the one hand, since it’s my choice, I’m excited for what my very different future holds; on the other, I know I shall miss seeing so many people, who have become more friends than work colleagues, on a day-to-day basis.

Over the past few weeks, as I drive to the office each day and our HQ campus comes into view, I’ve found myself nostalgically focusing on the impressively architected buildings whose exteriors still look fresh and contemporary, and a darn sight more fresh and contemporary than I feel, after 22 years. The same goes for the interior decor and facilities. I know there are plenty of unsung heroes who keep our entire campus ticking along, unnoticed and often unappreciated by most of us, but, since I can’t hope to recognize everyone in one blog post, here’s a shout out to someone who’s responsible for one of the areas I’ll miss more than many: our 3OP Café, which houses the campus café and bakery, and which (a happy coincidence for me) is in the same building as my own office, 300 Oracle Parkway.

The Café, though once a fairly insignificant portion of a large and varied restaurant, has taken on a character all its own over the past few years, under the leadership of Ian Farrell.

Ian is a shining example of passion, innovation, and creativity – all characteristics that our TalentedApps bloggers frequently praise, encourage, and admire – and, as a thoroughly decent, caring member of the human race, he has even found a way to donate his skills for a worthy cause, such as baking a vast quantity of cakes, cookies, and tarts to benefit the recent Bakesale for Japan!

The photos speak for themselves, yet don’t come close to representing all that Ian has achieved. He came to Oracle five years ago as Executive Pastry Chef for Bon Appétit, our corporate caterers, with a remit to develop new programs and to change the quality of the desserts and bakery. He is now responsible for all the dessert catering for our Customer Visitor Center, and for our three main campuses in the area: Redwood Shores HQ, Pleasanton, and Santa Clara. However, for many employees, the 3OP Café remains our primary window into his world of creativity.

From time to time, I’ve exchanged a few words of appreciation with Ian, but it was only recently, as I reflected on the many changes that I’ve witnessed in the Café, that I truly appreciated the scale of his achievements. Here are a few of his innovations over the past few years:

• Truffles – Ian’s an experienced chocolatier and takes great pride in the quality of his ingredients (sorry but, as a Brit, I have a very critical palate for chocolate that does not include the more common US offerings!), and the fact that he uses Fair Trade certified Cordillera baking chocolate from Colombia. He started packaging his truffles for special occasions and holidays such as Thanksgiving, Christmas, and Easter, but they are now available and in high demand at any time of year.
• Chocolate specialty creations – The high-heeled shoes (a Valentine favorite apparently) were inspired by The Devil Wears Prada, and working at Oracle evidently provided his inspiration for the chocolate laptops and cell phones. His chocolate sleds filled with a variety of cookies and treats were extremely popular last winter, and his Easter eggs are now selling like hot cakes (‘scuse the pun!).
• Cake designs to order – Ian is a master at designing and executing fondant cakes, all the more impressive for being a self-taught skill. Many of his first-time cake designs were ideas requested by customers, and he has now built quite an amazing portfolio of photographs. Customers can order an existing design, use the photographs as inspiration for their own ideas, or simply peruse the photographs to give them a smile while waiting for their latte or cappuccino.
• Breads – There is now a range of artisan breads to order, and an entire cabinet dedicated to their display.
• Sugar creations – One of his most skillful accomplishments, and possibly one of the least appreciated in terms of the time and skill required, are his 3D sugar creations. At various times of year, one or more of his designs makes an appearance…a Halloween haunted castle with intricate turrets surrounded by bats and cobwebs, or a holiday train dusted with snow and bulging with cheerful passengers. His artistry and attention to detail always fascinate me.
• Classes – Ian’s baking classes for employees are becoming increasingly popular. What a great way to collaborate with friends and colleagues while learning a new skill, such as creating and decorating Easter eggs.
• Social media – Ian enthusiastically embraced the world of online communication a couple of years ago, and frequently highlights the Café activities and offerings through his Twitter account and Facebook page, 300 Sweet Treats. Those of us who follow him are the first to learn of the day’s specials, and are reminded to buy our fresh-baked bread on Fridays.

In terms of smart marketing and business acumen, increasing the variety of product, the display cabinets, and the online communication has no doubt been a huge success but, personally, what I appreciate most of all is the appearance of our Café, and the sheer entertainment value of the displays. Thank you for your passion, Ian, and for always making me smile!

I’m relieved that I will still be able to enjoy the 3OP Café when I leave, as it’s in an open area of the building. So I, and you if you’re local, can visit for a coffee, admire the ever-changing displays, and maybe buy my old man some truffles (I can always hope he’ll share)!

P.S. Since this appears to be my parting post for TalentedApps, I will add that it has truly been a privilege to be a member of such a passionate team of bloggers. I shall continue to read, learn, and be inspired and entertained by their posts, as well as those of our close counterparts in the HR blogging community. Onwards and Upwards, and best wishes to you all!

Photo: “Moon over Oracle”
Source: Flickr.com
Credit: Not Quite a Photographr

There’s No “I” in “TEAM” and Talent Reviews Can Help

So many top companies are expanding thier use of talent review meetings more broadly and deeper into thier organizations.  I mean if it’s good for the top executives, it’s got to be a good practice for other critical areas and roles too.

I just read an article in the latest McKinsey Quarterly entitled “Three steps to building a better top team” that got me thinking about the use of talent reviews to enable building a better team.  Talent reviews focus a lot on the individual and ensuring everyone is on the same page about the talent in the group.  And well run talent review meetings also ensure that part of that conversation is about the development needs of the talent.  Talent reviews are also a great way to ensure you have the right skill mix, seniority, geographical focus and other key attributes for the particular team you’re looking to staff.

“Get the right people on the team … and the wrong ones off” speaks to the benefits a talent review can bring not only to building a good team, but also tweaking the team make up when needed.  For critical teams you should reassess the team via talent reviews on a quarterly to half yearly basis to ensure the team is staffed to its best potential for success.  You’d hate to wait a year before reassessing and realize that there was a major flaw in the staffing of the team which resulted in less than stellar achievements.

I’m in love with talent reviews.  They are just so darn versatile and can be used to support such a wide variety of business and HR needs.  If you’ve not conducted one in your organization, get started now.  Start small if you need to and build the practice.  You’ll love the results.