Feedback and Calling BS in Social

An interesting thing happened at the recent HR Technology Conference.  During Naomi Bloom’s “Master Panel,” when Mike Capone noted that ADP had the first SaaS application, before anyone else and before anyone called it SaaS, many of my compatriots on twitter decided to tweet this statement.  I have no issues with announcing to the world what a panel member said.  However, I know for what must be a fact that half of my compatriots on twitter thought to themselves, “Hmmm, really?”  In fact, I myself wrote a tweet, “ADP had SaaS first?  I think not!” and posted it just to immediately delete it.  Why after all, would I want to be the only dissenter?  Why would I want to be the only one to rock the boat?

I’ve continued to think about this statement about ADP, and have decided that I can’t really abide by it.  I have defined SaaS by two simple parameters: hosted and single code base.  All that means is that the customer does not maintain anything outside of their network infrastructure, and that all clients have the same application at the same time.

ADP has had Enterprise (before that HRizon) hosted since probably the mid 1990’s.  But they were always on multiple versions.  Similarly, you could say that AutoPay (the mainframe payroll engine) was SaaS since it does indeed cover both parameters of vendor hosted and always on the same version for all clients.  The problem here is that there are different versions of the input devices, and even different applications (Enterprise, Payforce, and now Vantage).  It really was not until ADP Payforce that I think ADP had a true SaaS platform that even they finally called “versionless.”  By the time this came out in about 2005, had been out for 5 years.  It’s completely possible that somewhere in ADP’s portfolio there was a SaaS platform, but I just can’t think of what it was.  If mainframe service bureau was SaaS, then I think IBM had it first.  Did ADP have SaaS first?  Perhaps, but that’s not my version of history.

<begin ADP response>

The fundamental concept of delivering a hosted, multi-tenant solution is something ADP has been doing for decades.  The delivery of those applications via the Internet / Cloud is something we’ve done since ’97 when we launched a product called ADP Remote Control.  This technology eventually became our iProducts series which now has well north of 100k clients.

Another early huge success in the Cloud was the Fall 2000 launch of Pay eXpert, a cloud-based payroll solution.  Today, more than 60,000 clients are using Pay eXpert.

Overall, we have more than 300,000 clients and 18 million users leveraging our cloud solutions.  Included in that count are 30,000 clients leveraging our cloud-based, integrated HCM and Talent offerings such as ADP Workforce Now, ADP Vantage HCM and ADP GlobalView.

</end ADP response>

Back to the point, now that I’ve had the time to think through this.  There was a comment by Ben Brooks in the Social Media Unpanel at HR Technology about “bad behavior.”  Something like “if you have a jerk, let them rise to the top so you can fire them.”  This really could have been me.  With nobody else saying anything about ADP, maybe I was the jerk – the one guy who had to say something and call someone else out in front of (how many thousand people?).  Being the jerk and providing negative public feedback (as I’m doing now in fact) is a dangerous thing.  You can be wrong, be seen as the A-hole, antagonize someone you work with (either internal or god forbid a client).  These are indeed serious risks and impact the way you’ll be seen in the organization.  If your organization is really transparent, perhaps some small callouts or questions are very acceptable.  But in highly politicized organizations, you’d best be thoughtful before being too vocal.

In another session (I wish I could remember), someone noted that with social in their organization they were receiving significantly more positive feedback for their employees than previously possible.  Employees found that giving people “stars” or other types of recognition was not only good for themselves, but also rewarded those they gave the positive feedback to.  Overall, employee engagement probably increased, and the sharing of positive feedback is quite circular (you’re likely to try to return the favor when it’s warranted).  The negative or constructive feedback rarely makes it to social media that is implemented in the enterprise.  These comments are usually reserved for private discussion (which can be dome through some social tools), or for manager discussions.

Either way, the socialization of constructive or negative feedback seems to have been restricted from our social interactions based on the concept of a “polite society.”  It’s not that we don’t want to call each other out, it’s that there is sometimes risk associated with it, and that the benefits of handling certain interactions privately benefits all parties.

I have just looked up Wikipedia’s page on SaaS (the social source of all truth in the universe…) and they do indeed list IBM as one of the first.  But given that mainframe service bureaus are on the SaaS history page, I suppose that ADP might have had it first in HR.  Mea Culpa, I retract my earlier criticism of ADP.  I will now giddily await Ceridian’s rebuttal.

HR Technology Conference Reactions: Naomi’s Master Panel – SaaS

Talk about a stacked panel.  This one was moderated by a thought leader, and staffed by thought leaders.   They included:  MODERATOR: Naomi Lee Bloom (Managing Partner, Bloom & Wallace), Steven Miranda (SVP, Applications Development, Oracle), Mike Capone (VP for Product Development and CIO, ADP), Sanjay Poonen (President Global Solutions, SAP), John Wookey (EVP, Social Applications,, Stan Swete (CTO, Workday), Adam Rogers (CTO, Ultimate Software)

I’ll admit that towards the middle, it got a bit salesy as the vendors started spewing stats about how great they were and what amazing market reach they have, but I’m ok with that for the 45 minutes of gold nuggets I got first.  Even the panelists eventually admitted that they could have argued with each other more, but I’m ok without that as well.  Here’s what I heard.

Theme #1:  Data aggregation across clients. I should say I told you so (I think I just did), but I was talking about this years ago.  What is really cool about this is that so many of the SaaS vendors now have the ability to mine data across their client base.  The data in a perfect SaaS world should be totally standardized since everyone is on the same software, so some instant benchmarking should be in order.  I don’t think there’s much risk to be able to aggregate and share the data, but some opt-in by clients is a reasonable tradeoff, and I’d expect that most clients would opt in with the understanding that none of the client specific stuff would be shared outside of an aggregated format.  Imagine a world where all of the analytics the vendor is providing can also show a benchmark with a push of a button.  Your CHRO pulls up a turnover trend for the last 12 months, and with a click of a button sees the trend lines for all other clients and clients in the same industry.  All of a sudden, your CHRO is hunting you down trying to understand why your turnover rates are suddenly trending higher than competitors.  This isn’t reality yet, but we could be close.

An example that was quite interesting was the ADP payroll examples.  We all know that the ADP payroll numbers come out ahead of the government jobs reports.  The government surveys a number of people every month, but ADP has an exact number of paychecks they cut.  Which one do you think is more accurate and which one do you thing most people trust?

Aggregation also benefits the vendors.  The vendors have a view into what every client is using and not using.  Thomas Otter came up with a wonderful new term this week: SaaS = Shelfware as a Service.  The truth is that vendor can now see what is in demand, what products need enhancement, and what products where the investment opportunities are.

Theme #2:  Realign focus. We’ve spent over a decade being worried about enhancements, the next patch or upgrade, and how we manage internal hardware and networks.  Let’s get one thing straight – all of that is gone.  If you no longer have 5-10-15 headcount worried about the management of the application, you have that many extra heads to worry about optimizing business processes or how to engage more users.  Instead of worrying about the request that came in from APAC and how you are going to address a small piece of code for them, you can worry about what the bigger picture is and trying to collaborate with your vendor to have it deployed.

Theme #3:  Shelfware. We talked a little bit about shelfware in theme 1, but I think it goes beyond knowing what gets used and unused.  Organizations used to have trouble with buying applications that were never deployed.  Or buying applications as part of a package that were never deployed.  The problem is a bit different now.  With 2-3-4 releases a year, clients just can’t keep up.  One of the great quotes of the conference, “God could create the world in 7 days because he didn’t have install base.”  Since everyone is on one system, you don’t have to worry about coding for multiple upgrade paths, multiple back end databases, etc.   It’s also a great thing that everything comes turned off, but after a year, there is so much “stuff” not getting used that the planning process of how and what to deploy can get pretty complex.   Vendors have to be really thoughtful about what functionality to deploy, and one of the ways many are dealing with this is by creating social communities where customers can vote on what functionality gets released next.  By doing this, vendors minimize the impact of releasing functionality that nobody wants.

Theme #4: Social. Social was the theme no matter where I went at this conference.  That’s not a bad thing, it just shows where everyone’s brains were.  Partly because of the SaaS strategy and not having multiple environments to grapple with, mobile applications can be created quickly and with little fear of platforms.  Similarly, social may be threaded into processes and functionality more seamlessly, although with so many customers going with third party social tools, this might be getting hard to embed in SaaS HCM business processes.  At the end of the day though, the idea is simple.  Engage your employees where they are comfortable engaging and where they do their work.  This might mean extending functionality to mobile, or creating tools to facilitate conversations in social tools.  Unfortunately, in today’s worls this might also mean embedding ways to perform actions in email since that is where people are comfortable today.


HR Technology Conference Reactions: Predictive Analytics

I’ve always thought I was pretty good at analytics.Not being a practitioner who is sitting in the middle of data all the time, I get more time to just think about the type of analytics that it takes to really run the business.  It’s been a really long time since I discounted the usefulness of things like time to hire preferring things like quality of hire (efficiencies versus effectiveness measures).  But I’ve always fought with predictive analytics.  In my opinion, they don’t really exist in HR yet.  We can trend our data and draw a trend line, but that does not predict our future – it simply tells us that directionally, something is going to happen if we don’t change course.  I’ll admit that I walked into this session with a great deal of skepticism, I walked out with some great insights.

The panel was made up of some great speakers.   Moderator: Jac Fitz-enz, Ph.D., (CEO, Human Capital Source), Laurie Bassi, Ph.D., (CEO, McBassi & Company), John R. Mattox II, Ph.D., (Director of Research, KnowledgeAdvisors), Eugene Burke, (Chief Science & Analytics Officer, SHL), Natalie Tarnopolsky, (SVP, Analytics and Insights, Wells Fargo Bank).

Theme #1:  Descriptive, Predictive, Prescriptive. Let’s start with some definitions as the panel did, but I’ll use a tennis example.  I don’t know if anyone has been watching the last few grand slams, but they have been using a good mix of all these types of analytics.  Descriptive is simple.  Roger Federer has one 16 tennis grand slams.  (I’m guessing as I’m on a plane typing this).  Predictive is next and basically tells us what our destiny is going to be.  Roger’s record against Nadal in grand slam finals has not been particularly good.  If Rafa is on his game, hitting his ground strokes with the huge topspin he has, Roger is going to have to figure something out or lose again.  Here is where the last few opens has been interesting.  The broadcasters will sit there with the stats and say things like, “If Roger can get 67% of his first servers in, he has a 73% chance of winning” or “Roger needs to win 55% of Rafa’s second serves to have a 59% chance of winning.”  Now we have prescriptive – the specifics of what to do in order to change our destiny.

Theme #2:  Engagement. We probably focus in on this a bit too much.  It’s not because it’s not important, but it’s not specific or defined enough.  I mean, we all have a definition in our heads, but for 99% of us, it’s fluff.  My definition of engagement is the intangible quality that makes an employee want to provide that extra hour of discretionary work when other non-work opportunities exist.  Total fluff, right?  We can provide some correlations around engagement.  If engagement increases by 1%, then turnover decreases X% and so on.  What it provides is a great predictive measure, high level as it may be.  We know we need to increase engagement, and it is indeed important.  But it’s not the key measurement we have all been lead to believe will solve all our problems.

Theme #3:  Predict winning. OK, so if engagement is not the key metric, then what is?  Well, I have no idea.  I’m not being snide, I’m just saying that it will change for every single organization.  If you are (mall) retail organization, then having really good salespeople might be what hits the bottom line.  You could run the numbers and find out that if you rehire sales that worked for you the summer/holiday season last year, those salespeople are 20% more productive, whereas engagement reduces turnover by 1.3%.  Which metric are you going to focus on?  Right, how do you get those experienced salespeople back?  Instead of spending $1 on engagement, you could get 5 times the ROI on that same dollar elsewhere.  What we want to do is not predict outcomes.  We want to predict winning and understand what our highest contributors to winning will be.

Let’s take another example, this one from the panel.   Let’s say 5% of your workforce are high performers, but you can only give 3% of them promotions this year.  You also know that the 2% of top performers who don’t get promotions will likely leave the organization.  Now you have a problem.  You can’t afford to promote these people, but the cost of replacing top performers is extraordinary.  Analysis like this quickly leads you to decisions which are actionable.  At the end of the day, we need to compare our top drivers against our weaknesses to really figure out our greatest opportunities to invest in.

Theme #4:  HR can’t do it. This part sucks.  Towards the end of the session, we walked through a statistical model.  Yeah, we can end this post right here, but I’ll continue.  The rather brilliant by HR terms model was presented by Wells Fargo.  Go figure an ex-finance person working at a bank would have this all put together.  The point being, this was an ex-finance person, and the bak part is ot wholly irrelevant.  All the stuff I said above really makes great sense.  But when it comes down to executing it, HR in most organizations does not have the skillset to execute on it.  We don’t have very many statisticians in our HR staffs, and even if we did, HR executives would have a hard time seeing the vision and have the willingness to implement these technologies and models.  All is not lost however.  Finance has been doing this stuff forever.  I mean, I’ll bet you anything that if the interest rates drop by 1 basis point, Wells Fargo knows within seconds what the impact on profits are for savings, mortgages, etc.  Can’t we have/borrow/hire just a few of these guys?


HR Technology Conference Reactions: Social Media Panel

I’ll admit.  I’m devastated.  Lexy Martin and Thomas Otter were both presenting at the same time as this session.  Had I the option, I would have pulled a Hermione Granger Time Turner thing.  You know where she goes back in time to take more classes?  I’d do that for these 3 sessions, but instead, I’m just a muggle.  (OK, enough of that nonsense.)

The panel consisted of Moderator: Kris Dunn (VP, HR, Kinetix ), Todd Chandler (VP, Learning and Performance, Helzberg Diamonds) , Ben Brooks (SVP & Global Director, Enterprise Communications & Colleague Engagement, Marsh Inc.),  Phoebe Venkat (Director, Digital and Social Media Communications, ADT).  As with my prior post, I’ll go with the same format:

Theme #1: File Centric versus People Centric. Perhaps this first theme is a bit obvious.  It really comes down to a definitional aspect of social versus where we have come from/are today.  There is nothing wrong with being file based, it’s here for a long time to come.  We operate in files today because that is how we store information and value.  Add to that we can easily search and tuck things away in a folder system, and we have a mediocre way to maintain information.  Thus, the next phase of evolution, if we are going to go social, we have to understand that the storage of prior information is not where it all is.  Instead, the generation of new information is paramount, and that comes from the exchange of ideas that social enterprise presents.  Thus, I call this a theme, but it’s really the starting point of the conversation – a definition of change.

Theme #2:  Email versus Social. If Theme #1 was a definition, perhaps Theme #2 is the problem statement.  Indeed, email is much more of a communication tool than a file storage tool as we all know when our corporate IT tells us we have gone over our 2 gig storage capacity.  The problem is that emails are so far from a real time production of value that it’s actually a barrier to the speedy creation of new insights.  Add that most of us also use emails for CYA and self preservation, and we quickly realize the major inhibitor that emails can be.  If we’re looking to protect ourselves and cover our tracks rather than provide new meaning to our jobs, this is a major directional problem for email.  So while social gives us productivity at the speed of conversation, emails are just too much of a security blanket for most workers to overcome in the very short term.

Theme #3:  Search and data mining. There are probably a couple aspects here.  The first one is about how we go about naturally doing our business today.  We’re organized in offices and cubes, or we go to meetings and sit at tables.  The interactions we have are largely based on who we see every day.  What is great about social is not that it allows us to reach past our normal daily interactions, but that it can help search for new contacts and encourage those interactions.  Sure we have emails, phone calls, instant messenger today, but with social we get to group ourselves logically based on something else other than location/job/department.  But we have to go beyond simple conversations.  The reason Facebook is not useful as an enterprise social tool is because you really can’t search the conversations.  Mining conversations for who is connected to who, what people are talking about, and how that impacts actual work and innovation is the key to creating value.

Theme #4:  Bad behavior. I remember 5 years ago when HR was just starting to enter the conversations about having social networks in the workplace.  Fully half of the conversations revolved around “bad behavior” or people just going crazy and doing/saying things they should not.  While you do have to set aside some rules of the road, you really can’t stop people from posting things.  Trying to moderate every comment would be absurd, and the consensus is that very little bad behavior actually happens.  The thing is, we should not have to create new social policies.  We already have them in place.  People also know how to behave already, and if they don’t, your managers should already be having these conversations.  This discussion presented one of the crowning moments of the conference for me (and I wish I could remember who said it).  “If you have a jerk, let them rise to the top so you can fire them.”  Another lovely quote, “HR… get over it.”

Theme #5: Creating change. Social for social sake is a bad idea.  You will get low adoption, and unless you are targeting your deployment to solving a real business problem, your audience will never really understand “why?”  Some of the suggestions revolved around polling the internal community for how your workers want to interact with each other, and then deploying solutions with the ability to say, “this is the tool you guys requested.”  A great example:  being one of the first at a dinner and not knowing anyone sucks.  But if you have a great host who is actively introducing people to each other, and contextually matching people’s interests, then you have really quick engagement.  The other interesting note that caught me off guard because it’s so basic, is not discounting the impact of faces and names.  If you think about Facebook, actually seeing faces is a pretty big part of how you interact with the tool.  There is a possibility that you see the face before you read the name, and that’s often how you engage with conversations.


HR Technology Conference Reactions: Talent Management Panel

The talent management panel at The HR Technology Conference was all about diversity.  Not diversity in terms of workforce, but the diversity in terms of approaches in deploying talent processes and technologies that different companies take in pursuit of their goals. With Jason Averbook hosting, we had Walmart (2+ million employees), Motorola Solutions (called themselves an 84 year old startup), Merck (single global system in 84 countries) and ETS Lindgren (900 employees). At one end of the table, we had 2.2 million employees and the other end we had 900. We had SAP globally, and we had Rypple/

Here are some highlights (not direct quotes in most cases):

Theme #1:  Ongoing feedback. When even Walmart says they need to deploy ongoing feedback for a workforce that is 2.2 million strong, this is something to watch.  Generally when we think of retail, we’re thinking about a population with a full set of competencies from some very senior talent to some fairly low paid employees.  Saying that real time feedback is important for the entire population is a big deal, where many of us would traditionally just focus on the top tier of talent.  ETS Lindgren said much the same and have experienced a huge jump in positive feedback.  They have shown that social can really assist in the engagement equation, but realize that the constructive feedback still happens either in private messaging or in the manager conversations.

Theme #2:  Focus on what matters. Having just said that you spread the wealth in Theme #1, there did seem to be a consistent theme around making sure that the roles that really drive revenues in your organization are the ones you focus on disproportionately.  There was a discussion about “peanut butter spread” and it seemed there was mass agreement where you provide some global focus, but your time is really spent managing the interactions with the employees that will impact your bottom line most directly.  I also want to do a theme 2.5 here.  Merck had an important call-out I think.  They are starting with a revamp of their job structure.  For any deployment be it TM, HCM or Social, if your foundation sucks, you are not going anywhere.  You can roll things out, and you might get adoption, but you won’t have great measurement.  Merck had this to say, “If someone allowed the choice of getting the basics right or deploying collaboration tools, I’d say to look at the foundation.” More on measurement later.

Theme #3:  Things still need to get easier. Walmart had a nice example with talent reviews.  They used to walk into a room of executives with volumes of huge binders.  Instead of that, they give everyone an iPad with the employee data preloaded.  This makes the discussion more dynamic and flexible.  At the same time, you can have significantly more data at your disposal compared to the volumes of binders.  This is an example where it’s working, but there are still areas where data minim does not work.  Motorola asked the question, “If I want a restaurant recommendation, I ask my friends on Facebook and get immediate answers.  If I need a best practice, there should be an app for that too.”

Theme #4:  Flexibility. This one goes hand in hand with ongoing feedback.  One of the companies stated that they will go without formal reviews and formal ratings.  WHAT?!?!?!  Not having reviews and ratings is an experiment that some have tried in smaller organizations, but I’ll be excited to see how it works in a socially based larger organization.  This theme is also about the social thread that would not stop coming up in this panel.  Most everyone seemed to have a social strategy that included not only conversations, but also some ideas of recognition.

Theme #5:  Data and analytics. We talked a bit about Merck in Theme #2.  I also liked the blended TM/Social/Analytics theme that ETS Lindgren brought up:  We want to know who is having conversations and about what at any given time.  If we can figure out what our talent is talking about, how to connect others, and measure the impact of quality interactions on our bottom lines, then we can also figure out how to invest in growing those specific conversations.  (tie in to Theme #1).

Theme #6:  Sponsorship. Motorola had this to say, “Our CEO has 2 jobs.  Managing the bottom line, and managing talent.”  ETS Lindgren had this to say, “Our Rypple tool came from the CEO.  We wanted to do something different.”  Either way you cut it, they had great sponsorship to ignite and create change.  It doesn’t always have to be the CEO, but if you don’t have top level sponsorship at all, you’re sunk.