Dec 12, 2012
As of about 2003, I don’t think I could live my life without my devices. Back then it was the blackberry and laptop. Now it’s my Android phone, iPad and laptop. If I lose my phone, I’m basically dead in the water – no contact with the outside world… I’m totally cut off. When I’m waiting for the train, I’m reading my daily dose of news. When I’m walking between the train and the office, I’m reading the last 5 emails that came in while I was on the train and keeping up to the minute. When it’s after hours and I don’t know where I’m meeting my friends for dinner, I simply navigate to one of them using Google Latitude. If you took all my devices away, I’m not sure I can return to 1999.
Here’s my pitch when I do an introduction to a new client, “I’m an expert in all things HR Service Delivery, but focus on HR technology.” There was a time when this made sense. I’m not sure it works anymore. The point is that when we talk about HR Service Delivery, most of our services are now delivered through a technology. We worry less and less over HR coordinator/generalist types who shepherd processes through for managers, and shared services people who make sure that calls get answered or paper gets entered.
Let’s face the facts about HR Service Delivery strategy. Our employees and managers don’t actually want to talk to us anymore. They are used to booking their own travel, entering their own time and expenses, looking up budgets in the financial systems. Their personal lives are all about going to Amazon.com and their iPhones. If their lives revolved around getting stuff for themselves instead of asking us to help them with a promotion, they would be much happier.
So why do we end up helping these managers so much? Mostly it’s because more than half of the companies we work for have technologies that suck. Yep, I said it… your HRT sucks. If you really looked into your strategy (which probably has a lot to do with engaging employees/managers, making HR more effective/efficient, delivering better information… you’d quickly figure out that your HRT is actually the roadblock. Put in something that is so easy to use that managers don’t have to ask you how to do something, and you’ll have happier employees who use the tools and get things done.
I’ve spent a lot of time guiding clients to their strategies, and also looking at the strategies that other consultants put together. We all do the same things, we figure out where the business is and how we align HR to it, and then we figure out how to place technology to meet those HR and talent requirements. It’s all a bit top down though. What we need is a bottoms up approach that goes hand in hand with what we’ve been doing all along. Figure out what the business needs from technology, but also what our employees want. If we meld this together, we’ll find out that the technologies we deploy are more aligned with everything we need.
For 2013, it might be time to update my tagline. ”I’m an HR Technology specialist who is great at applying it to HR Service Delivery.”