The truth of the matter is that the comings and goings of the entire enterprise software industry is boring. I love technology and I love HR but even I know most people probably aren’t fascinated by this acquisition.

Now being interesting and being important can be (and often are) two separate things. Outside of the CIOs, CHROs, HRIS pros, industry consultants and analysts and the employees and clients of these companies, there is only a modicum of interest. Again, lack of interest doesn’t mean it is unimportant. SAP is a giant and this transaction will only broaden their reach.

Of course, the problem many people had with the TechCrunch story was the over-editorializing of a really important story by the author. That she dissed on an important story by saying it was boring. I get it.

Editorializing on a story can be great, though. Especially if you’re not the one breaking the story, adding analysis, quotes from experts or finding a different angle than anyone else can be an important piece that will make your story stand out from a simple, factual brief. Certainly, TechCrunch took that approach to the extreme and it was rewarded with a rash of tweets (over 600 at the time of this writing). Not too shabby for the most boring story EVAR.

You can’t go to the well too often on that though. If everything is boring, or new, or extreme, or the best, or the next ____, all of your stories can start to blend together. Eventually, they lose their punch in any extreme. Not every story can be spun, sometimes news is news is news. And knowing when to go off the deep end really go at a story and when to avoid it makes sure that the stories you do invest in beyond reporting really do count.

This is news that TechCrunch probably couldn’t afford not to report but isn’t in their wheelhouse. TechCrunch isn’t above simply reporting the latest tech news. They often do so with very little editorializing.

That probably would’ve been the best option here. Then again, would anyone in our niche be linking to or responding to the TechCrunch story on this acquisition if they hadn’t?

We both attended the #connectHR event in DC (a place where I met a lot of interesting people for the first time). He introduced himself to me and I recognized him from the HR Happy Hour appearance. In any case, I got to connect with him two other times over the course of the year and I’m glad I got the opportunity to profile him.

Getting a Start: From Ops to HR

Like many people we’ve talked to in this series, Smith didn’t start out in HR. In fact, it all got started in a project he was asked to do. “It involved interviewing for a brand new position,” he said. “From there I became involved in all of the selection processes.”

After awhile, it became clear that he was the primary guy for HR issues and he should bone up on employment law and become a legitimate HR professional. Even in his operations job where HR was only a third of the role, he grew to enjoy that part about it. When the role ended, he decided he wanted to pursue a full-time HR position and has done so since.

I asked him what pushed him to make the choice and what keeps him going? “HR appeals to my altruist side,” he said. “I am not idealistic that poor behavior can be eradicated from the workplace. However, I believe that HR has a responsibility to curtail it as much as possible.” To me at least, Smith is an activist and fair employment is his cause. Getting him going on the subject is as risky as getting him talking about his music collection (which is plenty).

Next Generation Diversity

Smith also told me about some of the cool things he is working on and what stands out to me is his commitment to diversity issues. For one, he has joined the SHRM Diversity and Inclusion Task Force that is seeking to set industry standards for the HR profession with the issue. Another cool thing that I still have to wait a little bit to talk about is an unconference on D&I with Joe Gerstandt based in, get this, Omaha, NE.

Look, if you’re like I was initially (and being honest with yourself), you’re probably thinking, “Omaha? Nebraska? Is that really a great place to talk about diversity?” And of course, I get checked on that as well. Says Smith, “Omaha is a great place to have it because it shows that diversity and inclusion needs to happen everywhere.”

Smith and Gerstandt are part of this sort of next generation thinking on diversity. The next step really is about inclusion. It is about turning understanding and acceptance into meaningful action. That’s what’s important. The message is real, raw and unapologetic. It makes me optimistic about the possibility of getting beyond token gestures, “color blind” falsities and true workplace fairness.

Oh yeah, he’s social too

Smith’s inadvertent starring on the HR Happy Hour got me to subscribe to his blog Welcome to the Occupation which, besides a great name, has really fantastic posts. For example, I liked the perspective of his post about getting the last row on the airplane (which is fine I suppose unless you fly in American Airlines coach and you’re a guy my size). I’ve always been a “close to the front, aisle seat” guy myself but I do like flying towards the back of the plane when I’m on vacation with my wife. It forces me to relax and be patient.

You can also catch him on Twitter as well at @pasmuz. It’ll take you awhile to remember that’s his handle and he doesn’t mind that but just don’t call him “The Other Paul” like Steve Boese did.

The HR Stars Series is sponsored by Rypple, social software that makes feedback easy and fun. Our software is built around people, not process, which means teams actually get things done. Managers don’t waste time. People get the useful feedback that they want. Teams stay on track, learn and adapt faster, and get recognized for great work. Learn more at http://rypple.com.

• Prediction: SHRM will continue being SHRM. Outcome: Correct but with caveats.
  • Obviously I haven’t done a complete 180 on SHRM quite yet but are they improving? Absolutely. Is it even close to the ideal that I envision? No. They are still paternal, they still push their political agenda and they are still very old school. Maybe that’s just a response to their membership base but there is hope.
• Prediction: The federal government will become more involved. Outcome: Correct.
  • Not as much as they could have been though and that should be a relief. As I mentioned, nearly any activity is going to be an increase. Fortunately for HR professionals, the rules that did come down this year were a product of other distractions in Washington DC.
• Prediction: Low state and local regulatory activity. Outcome: Correct mainly due to economic pressures.
  • I can only keep track of the largest states but it seems awfully quiet. New regulations and mandates have been slow from state and local governments due to their “save businesses at all cost” strategy. It is working for now but how long until they decide to reverse course?
• Prediction: The economy won’t stabilize in 2009. Outcome: Correct.
  • I saw the writing on the wall but I didn’t think it would be this severe for this long. Not only has the economic crisis impacted the US but the entire world is seeing the crunch now. Could 2010 be better? Could it get worse? The answer to both at this point is a resounding yes. We’ll have to wait and see.
• Prediction: Renewed focus on HR’s ROI. Outcome: Incorrect.
  • Swing and miss on this. There was a lot of talk about HR ROI but when it came down to it, most decisions in 2009 were based on one thing and one thing only: cost reduction. Companies were looking to reduce headcount and reduce overhead. That hurts HR. Let’s hope we get in the ROI discussion in 2010.
• Prediction: Seat at the table is still a conversation point. Outcome: Correct (and easiest prediction by far).
  • The conversation at HRevolution said it all. This will continue to be a focal point for some professionals while those who have either attained or checked out of the debate entirely will excuse themselves from it.
• Prediction: Generalists are still relevant in HR. Outcome: Correct.
  • As companies continue to look to do more with less, people with broad skill sets are valuable as flex players in companies. This includes HR people with skills outside of HR too. I don’t see this changing in 2010.
• Prediction: Vendors will see mixed results. Outcome: Incorrect thanks to cost cutting.
  • Vendors have been pushed into a corner of losing customers or lower prices and taking increasingly shrinking margins. Yes, there is no money for programs that add to the cost of doing business (even if the ROI is through the roof). Very conservative business strategy has hurt vendors universally. What will 2010 bring for HR vendors?
• Prediction: We’ll still be pushing paper. Outcome: Correct
  • And Brandon Roy still has to dribble the ball up the floor and pass the ball on occasion. Look, doing the basics well allows you the opportunity to do bigger and better things in HR. If a basketball player can’t dribble or pass (fundamentals of the game), they won’t make it to the level where their windmill jams are appreciated.
• Prediction: More will question SHRM. Outcome: Incorrect at the level that matters.
  • I say this because there seems to be some outsiders (or some with sizable voices) pushing for some changes at SHRM. Still, the membership continues to be content with what they are getting from SHRM. Is that right or wrong? I say it is a short term game but we’ll have to wait another year.
• Prediction: We’ll stop being scared of social media. Outcome: Incorrect but baby steps are being made.
  • Interest in social media has never been higher but that is like saying a drought stricken river that increases to a trickle has never had more water. Outside of very progressive companies (often getting pushed by marketing, not HR), social media is still a scary proposition to most HR folks. How do we overcome that in 2010?
• Prediction: HR won’t find its true identity. Outcome: Correct.
  • Who knows if it ever will?

What’s Next For 2010

I am not going to do that many predictions this year. That was exhausting. I’ve got one big idea for 2010:

2010 will be the year of the HR rock star

Here’s the idea:

• HR people may not know their true identity but we can identify when people are doing things right.
• HR will find voices and practitioners to emulate in spite of outside regulations.
• We will have some breakout stars in the area of workforce management and development.
• We will see the positive and negative impact of workforce management practices as companies look to recover

2010 will need HR rock stars. Since much of HR driven change is pushed by competitive practices, the only way to push progressive practices is to get people in HR who have latitude to make radical change for the best.

2010 is ripe for the emergence of the HR rock star. It is a new decade, we are (hopefully) coming out of the worst recession in 30 years and corporations are begging for bold leadership in their weakest spots.

What do you think will happen in 2010?

If the products found on the floor of HR Southwest are any indication, then the answer is a definitive yes. Between booths for lawyers and those who believe performance management involves issuing little notes every time an employee asks a question (you know who you are), there are plenty of products to help HR put up a great defense. Do the products offered reflect the feelings of HR practitioners?

I know the suspense is killing you so I will put you out of your misery: The answer is a clearly NO. Like teachers who don’t enter the teaching profession worried about the quickest approach to meeting state standards, HR folks truly want to help people!

In search of an answer to this apparent dichotomy I decided to stop talking to consultants and start talking to those practicing HR. If you separate those HR practitioners who were shooting for law school, but landed in HR – almost 100% of the respondents were in the business to help others. In many cases there was a clear willingness to self-sacrifice.

With each person, I asked “Why are you in HR.” After asking the same question and getting nothing but compassionate results, I knew there was something wrong. So I changed the question to “What does your CEO want from HR?” With the answers came the eureka moment.

The simple fact was that the CEO’s desires or expectations of HR are overriding those “empowered” to develop and execute the HR strategy.

The most engaged and excited HR execs were those who had a CEO who understood the true power of HR. Many told me of nightmare CEOs who relegated their contribution to the expense side of the balance sheet and as such something to be minimized. Most told me of poor support for their “touchy feely” approach to people.

Is your CEO playing defense? Here are some signs:

• Keeps the facts to himself
• Cut recognition and incentive budgets first
• Culture is a four-letter word
• Engagement is measured by the P&L
• Seeks to be a “competitive” employer

If this were just another post pointing out the obvious challenges faced by HR, then I would not waste my time writing it. Instead, I want to take a moment to suggest a solution. The following recommendations assume that you cannot fire your CEO.

How to get your CEO playing offense:

Stop it: Whatever you have been doing, stop doing it. Reevaluate everything because the messages you have been sending your CEO is not working. Learning to sing the same old messages in the perfect key will not change the outcome.

Shut Up: If you cannot prove it, shut up. You are not doing your cause any good.

Learn the Language: It is a bit of a bummer but your CEO is not going to learn the language of HR. He or she is much more concerned with keeping shareholders happy or making payroll. And to be honest, those concerns are more important than yours. So learn how to express your concerns in a language your CEO understands.

Step Out: Stop attending HR conferences that just reinforce what you already know. Start reading trade magazines that pertain to your company’s industry. While you are expected to know HR, you are a real asset when you can apply that knowledge to your company’s unique situation.

Find your own Facts: Stop looking for support to hire a HR consultant or to do a 20K employee engagement evaluation. Go onto the web, do the research. Figure out the questions to ask and then hop over to surveymonkey.com and do your own survey. While this will not be 100% scientific, it will give you a baseline fast!

Communicate Only Value: There was a newspaper man credited with the saying “Don’t burry the lead.” When you talk about anything start with the value to the CEO. How will this idea help him make shareholders happy or how will it help make payroll. If you cannot support your idea with hard numbers, skip it (see shut up). If you are RIGHT, then there will be hard numbers. Go find them and put them on the first slide.

Don’t Stop Believing: If you believe that treating people with dignity is important, that honesty tends to be the best policy, that engagement is more about passion than it is about satisfaction and that people really are your competitive differentiator, FIGHT FOR IT.

If you are an HR exec and in the business to help people, you must figure out the best strategy to achieve that goal. Your CEO sucks  is not an acceptable excuse. You must figure out how to use what you have. The interesting thing is, if you are successful then it might not just be the people you help, but the entire company.

Offense is defined as “the means or method of attacking or of attempting to score.” Figure out the correct means and method and you will score. In doing so, you will transform your HR mantra to “Offense is the Best Offense.”

I love and hate playing the game of golf. There is something inherently peaceful about walking around a carefully landscaped course and there is something inherently vengeful and ridiculous about trying to get a small white ball into a cup 300 yards away. When I lived a bit closer to my dad, we’d play quite a bit in the season.

Now there is something in golf called a mulligan. After you take a terrible shot, you are told to take your mulligan and try again. With the pressure off and the mistake made, I’ve typically done considerably better after my mulligans. I remember one memorable shot as I was lined up to go over the water hazard and on to the green. I lined up, took my shot, topped the ball and it rolled into the pond. I went down to the pond, grabbed my ball, took it back to the spot and shot again, this time hitting the downhill side of the green several yards away from the hole.

A Work Story

I believe HR is in a tough place and in need of innovation and reinvention. I also know that change doesn’t come from people who talk about it but from people who execute and initiate. And when you have ingrained systems with a stake in keeping the status quo, execution is the most difficult thing in the world. Think I am joking? Just ask President Obama (or, if your politics prefer, President Reagan).

HR’s situation is the same. We’ve progressed down a path decreased relevance and stature in organizations. The people who worked the staffing functions in the olden days would be ashamed at some of the disconnects between HR and the organization. The need for change is bigger than ever but the ability to change is seen as less possible due to those ingrained systems driving organizations today.

What Does That Mean?

HR needs a mulligan. Or we need to at least explore the possibility of what we would do if we had a mulligan. That’s what Talent Camp (being organized by the great Susan Burns) is all about. A dozen or so diverse minds coming together to tackle that question. We’ve got practitioners, recruiters, consultants and technologists all thinking about these issues. For a couple of days, we are going to focus on thinking about it and brainstorming frameworks, solutions and answering bigger questions than we can do ourselves.

The Challenge For Me

I consider this a personal development exercise for myself and I’ve rarely done much personal development in the past five years. For me, doing this blog, talking to people about talent and technology and going to conferences? That’s the easy part. Being deeply introspective, strategic and thoughtful about future direction? That’s still something I am working on making a more natural part of my daily routine.

The Challenge For Us

I really envision this process to produce action. Whether that means a written manifesto, framework, specific action points or bringing other key influencers to the table, I am game. If we can be renewed and changed in our processes and our actions going forward, that would be a big step in the right direction too. Here are a couple great posts on the subject from attendees:

• Talent Camp and the BIG “What If?” by Susan Burns
• The Future of HR, Susan Burns and Talent Camp by Jeff Hunter
• #talentcamp by Steve Fogarty

Let me also just say that, very selfishly I might add, I really like that this is showcasing some of the great Northwest talent professionals. We so rarely get events out this direction (and a lack of Fortune 100 companies certainly doesn’t help) so this is a nice change of pace.

Looking forward to exploring this camp and the ideas that come out of it on this blog in the coming weeks!

The benefits he goes over are of real value to any company. Reducing turnover has a true ROI if accomplished effectively as Dr. Williams states. It is an easy sell to the executive group.

What isn’t going to be an easy sell are a few questions they will have for your HR department like:

Who is going to do the analysis? Those sorts of skills aren’t as easily available in some organizations as others

Do we have a similar enough workforce to accomplish this? If you don’t, you’re done.

What kind of reduction are we talking about? It is untested and many companies don’t want to be testing grounds.

On top of those questions, I have to wonder what HR department has time to try something like this. Granted this could be a phenomenal success. On the other hand, there might be nothing significant that differentiates successful employees from the unsuccessful ones (or at least enough to enact positive changes). If you have more HR resources than you know what to do with and you have time to implement this sort of massive research and analysis project, you either don’t have a big problem (because you have adequate HR analysis) or you are missing the boat completely.

HR can make a proven, positive impact on the positions that are very similar: developing a world class training system, constant monitoring of new employees job performance and satisfaction and retooling the interview process in response. Better sourcing, reviewing of compensation, and even a change in management technique can make a more effective change in a company’s turnover rate than this sort of system (even if successfully implemented). If you have higher than acceptable turnover, you should be going through these basic, time tested and proven techniques before trying something like this. If you’ve had little success with the basics though, you should probably be looking at what you’re doing wrong before you spend resources on this because if you can’t nail the basics, I am doubtful you can implement this system successfully.

It isn’t that I think that Dr. Williams suggestion couldn’t be successful, it’s that I think the companies that could implement it effectively probably have little use and probably wouldn’t meet any ROI goal.