HR Carnival – It's All About Content

My favorite part about the HR carnival is reading great posts from new people and this one was no exception. While there is no kitschy theme to this edition of the carnival, I love a lot of the content that was shared and so I want to focus on sharing what I thought was the best of the best when it came to carnival submissions this time around. So without further ado, here are my top five posts from this carnival:

Naomi Bloom tells us to more closely examine HR technology best practices. “Of the many reasons cited for outsourcing one or more HRM business processes as well as for making investments in HRM software, none is more susceptible to marketing hype than that outsourcing providers and software vendors deliver “best” practices in HRM.”

Paul Smith writes about how HR can learn lessons from inspired action. “Working together, building trust and creating something meaningful in order to have a great impact on your community is hard work. It is easier to shut down a road than it is to create a room where everyone can participate.”

Alicia Arenas writes that HR should stop trying to get a seat at the table. “Give your best. Know the business. Speak their language. Make sure everything you do ties into the company’s strategic plan. Measure and report results. And if they don’t appreciate you, if they aren’t willing to embrace change, find an executive team who will.”

Ann Bares says that while lying about working conditions is tempting, honesty still rules. “Fact is, success at most organizations requires hard work done to demanding standards.  We in HR have to be careful that our efforts to attract and retain great employees don’t cause our messages (either directly or through our programs) to disconnect from truth and reality.”

Joe Gerstandt writes that HR professionals need to do the work on diversity. “I have said numerous time before that HR should not own organizational diversity and inclusion work, and I think that there are a number of reasons for that, but lets just cut to the heart of the matter.  HR does not want to do the work.  HR likes to get credit for “getting it,” but they really want nothing to do with the work.”

Read the 41 [Update: 43] other contributions by clicking through the jump (cleverly arranged in categories for you to peruse).

General HR

Michelle Chesnutt argues that there is at least something human in HR. “Every day, Human Resources professionals go to work and deal with issues involving human beings. Yes, there is much more – operational issues, budgetary issues, strategy issues, product or project issues – but they all have a single common denominator or influence – the human factor.”

Mark Stelzner writes about how we should be analyzing the analysts. “The problem sits in our assumption that all analyst firms – and as a subset, all analysts themselves – are created equal. Rarely do we take the time to double-click into their underlying assumptions…”

Dwane Lay writes that good performance management pays off. “Some managers are very data oriented.  They will be the easiest ones to pull in.  We can show them research on engagement, productivity and the impact on bottom line results.”

Lisa Rosendahl calls HR one devil of a profession. “I have a tenuous relationship with HR but stay with the profession because there are things that I value and I enjoy. Yes, there are things that I don’t and I can control them. I dislike benefits so I stay as far away from them as I can.”

Gautam Ghosh writes that we should divide HR into three areas. “So instead of functional division of HR which is great for HR professionals but not so great for the employees – I feel that businesses should divide HR by its purpose – branding, long term or relationship building and help desk.”

Shauna Moerke thinks that people don’t care about HR’s problems. “After all, the person with the incorrect paycheck doesn’t care how many you did correctly. It’s how you fix the mistake that will really influence that employees perception of HR.”

Jennifer V. Miller talks about the consequences of employee burnout. “Employee burnout has very real consequences for a business.  In addition to the toll on work relationships and morale, stressed employees experience more health challenges too.”

Steve Boese asks us to think about how we can visualize performance. “We have loads of data in the organization.  Truly, there is no shortage of financial, operational, and employee data.  The challenge is finding ways to make the data meaningful, relevant, accessible, and perhaps even fun.”

HR Introvert says we should think about diversity carefully. “I don’t want unique fingerprints that go with common brainwaves. I want to see brainwaves collide in conflict to bring new solutions and innovation that drive our businesses to new levels of performance. And I want my HR peers to challenge their businesses to learn to manage THAT kind of diversity.”

Amit Bhagria asks if HR processes are becoming redundant. “In short, the dynamics between HR and the rest of the company is one that has to be cultivated. You have to be inclusive and collaborate with other leaders of the organization, but you absolutely must stand your ground when you know it’s the right thing to do.”

Theresa Wellbourne writes about the holiday’s effect on worker productivity. “Employee energy changes for the Holiday season. What has been interesting is to see the differences by industry in how energy changes, when it starts and then how long the recovery takes.”

Recruiting

Lorrie Lykins says employers should be preparing for employees to jump ship. “Experts warn that employers will likely be caught unprepared, and Joe Light recently wrote in the Wall Street Journal that ‘employers who snapped up top talent on the cheap in the depth of the recession should start worrying about defections.'”

Mervyn Dinnen asks if commission is becoming a dirty word. “Now it would appear that leading businesses in other sectors may be thinking about how commission based rewards affect behaviours…and seeing a no commission approach as giving them a competitive advantage.”

Rich Dematteo relates a story about how he messed up as a recruiter. “What got to me was the realization that no matter what I do, this IS GOING to happen again and again.  No matter how hard I work at it, situations like this will repeat themselves, and candidates will ALWAYS complain about not hearing back.”

Susan Heathfield writes about improving our hiring decisions. “Finding the right match in the new employees that you hire is critical for your organization’s success. The financial cost of hiring and training a new employee who fails to succeed is expensive.”

Dr. John Sullivan talks about the best firms to build a talent management career with. “If you are just starting your career in talent management or you know someone that is, this list can be a good starting point to inform a job search. These firms are growing and without exception they welcome new innovative thinkers and leaders in talent management.”

Patrick Carmichael writes that the overfocus on A players is a trap. “The ‘trap’ is that many organizations go overboard and thereby reduce or eliminate resources for the B players.”

John Nykolaiszyn says that you should pay the intern. “I truly do get why there are unpaid internships out there; while my own personal philosophy is different I still think it’s a valid question. Wouldn’t it make sense for an organization to pay something, anything, even if it’s minimum wage?”

Josh Letourneau writes about the World Cup and Talent. “Ultimately, here’s the rub: Quantifying an individual’s performance through basic, individual-centric statistics (i.e. Batting average in the Sports world, Service level % in Corporate America, Proficiency/Conduct scores in the Military, etc.) is misguided and all too yesteryear.”

Calling BS

Jason Lauritsen writes that SHRM isn’t the problem, we all are. “I hope that SHRM continues to do what they do well and that they continue to strive for improvement.  But, SHRM isn’t going to transform the profession of HR.  That’s up to us.”

Bret Starr says all business is personal and includes a nice anecdote to cap it. “You ever notice you only hear ‘it’s just business …’ immediately before or after somebody gets screwed? That phrase, which captures all the baseness of our mortal spirit, is usually preceded or followed by some salt-in-the-wound kicker like ‘it’s nothing personal, Dude …’”

Judy Lindenberger says we should be celebrating bad bosses. “I’ve had a few bad bosses along the way. What I’ve learned from them has been significant – like how not to manage, how to market myself, and the reminder that integrity and communication are essential to a successful career and life.”

Wally Bock writes that we should stop debating management vs. leadership. “The good news is that you know what to do. Every boss has a pretty good idea. That’s because we’ve all seen or experienced a good boss, not because we understand the latest nuanced discussion of ‘true leadership.'”

Amybeth Hale writes why robots shouldn’t replace humans in sourcing. “The important lesson here is this: automation is great for simplifying certain aspects of life. It’s great when we’re using sourcing technologies to help us reach, monitor, and understand more and more people. But there’s no replacing an element of human touch…”

Jon Ingham posts that pay transparency is hitting the news in the UK. “I’m more interested in the effect of internal pay differentials.  I think John Humphrys got it right on the Today programme this morning (as he usually does), quoting Peter Drucker’s concerns that differentials over 20 x can lead to resentment, falling morale and could become socially corrosive.”

Bill Boorman writes that recruiting professionals are still too siloed. “The thing that struck me at close of play was that with all the talk of engagement and conversation, the Corporate Recruiters and Talent Sourcers operate mostly in bubbles.”

How-To

Michael Haberman writes that about how you can retain knowledge from departing employees. “An issue that many companies are dealing with today, as a result of both lay-offs and the retirement of “boomers” is knowledge retention.”

Trish McFarlane gives you tips on how to leverage internal social networks. “How do you feel about influence?  Do you actively try to map it in your organization?  Over the last few months, I’ve begun to hear this theme come up more and more in the workplace.  To me, this is like the puzzle piece we’ve been missing.”

Eileen Habilow tells you how to handle the holiday party. “If your company is debating whether or not to host a holiday party this year, it may be prudent to take a step back and view it from your employees’ perspective.”

Drew Tarvin writes about how to use humor in surveys. “Adding humor to your surveys can go a long way in improving your response rates and can help you get more engagement from the responders.”

Marsha Keefer says you need to clean up your LinkedIn profile. “If you’re in high tech, advertising or PR, a casual shot of you may set just the right tone.  Are you selling coastal real estate?  A photo of you at the helm of a sailboat could be perfect. Neither of these types of photos are right for an attorney, a CPA or a physician, though.”

John Hunter argues you have to treat people how they want to be treated. “I have never understood the logic behind the idea that you should treat people like you want to be treated. I know I am different; I don’t want what lots of other people seem to want. If I treat them how I want to be treated, they are not happy.”

Inspiring Stuff

Mary Jo Asmus tells us how to inspire others. “The things you discover to inspire others don’t have to be overwhelming or grand; in fact, they usually aren’t. They might be as seemingly insignificant as listening better to those around you, becoming more inclusive in your leadership or expressing your heartfelt gratitude for others’ work.”

Kevin Grossman writes about putting the awe back in awesomer. “Scientists say it pays to cultivate more wonder in your life. That’s because channeling awe not only produces pleasant physiological effects—such as the warm feeling in the chest activated by the vagus nerve—and gives a sense of fulfillment.”

Benjamin McCall writes about being thankful every day. “How often do we just tell someone ‘Thank You’ for the work that they do? ‘Thank You’ for the support that they give? Just a ‘Thank You’ For the people they are?”

Learning, Training and Development

Charlie Judy says that incentives need more stick than carrots at times. “Do you know what’s missing from the workplace? A good old fashioned whopin’. Biggest employee compliance issue? Performance Management.”

Cathy Missildine-Martin writes that HR has some things to learn from marketing. “I know when I get a personalized ad, using my preferences and past buying behavior…..I am interested. Why would that be different in the employment experience?”

The Devon Group shares tips about developing women leaders. “Encouraging senior leaders to mentor junior women, providing skill-building programs for women and supporting flexible work arrangements play a fundamental role in increasing women leadership and driving gender diversity in the organization.”

Cali Yost writes that working for yourself doesn’t guarantee balance. “I’ll begin to explain that, ‘I work for myself, and…’ but before I can finish, it’s not unusual for someone to interrupt with, ‘Uh, see you have the perfect fit. You’re your own boss.'”

Careers

Susan Burns talks about her transition to corporate talent management. “This is one of those unique opportunities to design a holistic strategy, develop a high-performing talent acquisition function, and enable the function to thrive and align with a critical business mission, which in this case will literally help keep the lights on!”

Ben Eubanks writes about how to become a rock star at work. “Think of it this way, if you have this big, monster goal you’d like to achieve in the next five years, you could wait around and realize that your time had flown by, or you could do one small thing a day for five or ten minutes.”

Laurie Ruettimann says you shouldn’t take career advice from journalists. “So I don’t mind speaking with great reporters who want to get to the heart of a story, but I’m not fond reporters and freelance writers who operate as advisors and counselors. Don’t ask me for the 50 things your HR department won’t share with you.”

Lynn Dessert says we should be prepared to analyze intersections in our career. “If you are currently employed and the organization sees you as a superstar, there may be an opportunity to facilitate a discipline cross over. Otherwise, there is one big challenge in front of you.”

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