Well I started with saying that it was going to be tough and I guess that's unfortunately been proven right (remember a number of 'experts' were still forecasting a nice sunny scenario, which meant they were either (a) in denial, (b) not much of an expert or (c) both - a point I made regarding the excessive talking up that had gone on since September 2007.

I said that HR restructuring was a big feature (though this has hardly been off the agenda for a decade) and that employee engagement and productivity were going to be central focus.
I believe this to be correct though it's a shame that all of a sudden a number of suppliers have recently joined the 'circus' including some big names without shall we say the necessary expertise. .....

So what else?

Why did this catch my eye?

Well a survey of 102 HR heads found something deeply disturbing as 80% admitted that they had neither the time nor the resource to concentrate on 'strategic activities' - namely, leadership development, retention, attraction, productivity and growth. Instead their time was focused on recruitment (or of course outplacement) and training citing a lack of senior management commitment/funds

Now admittedly the research was carried out by another recruitment firm trying to differentiate itself, however, these results are sufficiently objective (allowing for some discrepancy in the definitions).......

So why did I find it disturbing?

The conversation had been focused around education and learning being the fulcrum of the human capital argument. The focus of attention switched to that of measurement. All nodded when the statement was made that measuring something helped to understand what you were measuring without exception. This was particularly key around social science subjects....

There was no denying that there was much activity but little had really actually changed. More critically the view was taken that the HR function was in many instances not doing anything different to Personnel before it.........

Though Geoff's main focus is on conditions aboard HMS Trenchant the real drama is the real live simulation happening as a cadre of 'would-be captains' are put through the 'mill' to see if they have what it takes - for some it will be the end of the career...........

Quite right...

May I suggest that if people want to study something of use that linking HR with maybe economics? behavioural economics? financial economics? accounting? marketing? measurement? decision-making science? Organisation dynamics? would be a good place to start. Oh I've just realised there's always our HCMI in the first place.........

But of course, much better to be led by universities trying to maximise revenue on new 'frothy' courses - of course, targeted at some gullible HR practitioners........not HCM professionals

But, hey - its catchy and it sells books and of course its a great conversation piece - in pubs that is but not in professional ones. I'm amazed that people still go on about X/Y in HR circles.

Another nail in another fallacy. At least it might stop a few more 'case studies' on how we.........zzzzzzzzzzzzzz. PERIOD.

"Human Capital Management is the term which is used to describe an organisation's multi-disciplined and integrated approach to optimising the capabilities and performance of its management and employees."

Dependent upon the organisation this definition therefore defines the overall context for thew HR function's value proposition.

HCM can be seen as a natural evolution of yesterday's HR practice. It can be viewed as a philisophy toward people as much as to the hands-on understanding of people supported with the appropriate (social) sciences.

A little later than scheduled but just in time for the holidays (if in the UK)!

Leading articles include:

But there is very little evidence that real HR transformation has gone on at all. For those who want to know what I am talking about and compare then reading Real HR Transformation may help.

As I have stated a number of times, HR transformation isn't just employing a bit of automation or outsourcing or shared services or any other part of the 'three-legged stool' or Ulrich's 2x2 conceptual model for that matter. And it certainly isn't only about cost reduction.....
 

'Hearsay management' where management argues on the basis of the corridor/watercooler conversation

'Heard it at the last conference management' where management sees a presentation without due diligence but it sounds good and has been implemented at XYZ co but there's nothing to relate from an evidence based perspective

'Talked to the next-door neighbour management' where management is privileged to have a conversation with their next door neighbour who happens to be very knowledgeable in the chosen specialist subject (Phone-a-friend)

'My experience last time management' where whatever the circumstance last time, the same decision-making takes place whether the same factors/variables are now present with the current situation

'XYZ Consulting's research' where executives take verbatim the results/ conclusions of some very dodgy output. The market is inundated with them.

'No time for any real research evidence-based management' where executives reject any notion of informed results/opinion in favour of their own opinion

'They do it down the road management' - a real favourite with many executives where the organisation next door or closest competitor has done it so therefore it must be right.

'I can find something else to occupy my mind from the real important things management' - a perennial favourite for some HR Directors who can find any potential internal distraction (think HR restructuring) to avoid attacking the real organisational issues

And 'I listened to somebody famous and they said..... management' another favourite with some HR fraternity.

Recognise any of these in your day to day experiences?

I noticed that Gerry Robinson at the latest HR jamboree (fresh from the CIPD stand-up) calling for HR to stop waffling re change management. As much as I might agree with Gerry's assertion re change management its hardly HR's fault.

Seriously, HR's waffle is blown away in comparison with management's ability for hot air - think 'People are our greatest assets', 'Talent management is our real focus', 'Performance is key' and like any other CD marketing comment, 'and many many more'...... Perhaps we can come up with the top or (best) 100 jokey management phrases that are hollow and vacuous. Send them in.....

I've mentioned before about inane comment being printed. There's a new game in town which is called 'Gerry says' .....'put your hands on your heads' and how all the flag-waving HR fraternity clapped and then put their hands on their heads..............

'Back to basics' - now there's a good one for starters...........followed by Evidence-based management.

This song goes (to 2 Unlimited's 'There's no limits, No-No)

Evidence based management
repeated 71 times as in the song..........

No, no....no, no, no, no, no, no, no, no, no, no, Evidence based management

No no limits, we'll reach for the sky!
No gutter to deep. No ignorance too high.
No no limits, we'll give up the fight
Why EbM when we do it with amateur pride.

No, no....no, no, no, no, no, no, no, no, no, no,
No, no....no, no, no, no, no, no, no, no, no, no,
No, no....no, no, no, no, no, no, no, no, no, no,
No, no....no, no, no, no, no, no, no, no, no, no...........(take a breath)

If we are referring to the HR function, then its future is reasonably safe – the only question then being as to what type of HR function is it, i.e. one that is operationally compliant focused and mainly outsourced or one that adds strategic value optimising people and management contribution? (And, of course, the hybrid versions in between).

If we are referring to the HR profession then I would say that the future is far from certain and here are three reasons why:

This will parallel existing structures in medicine (Cochrane Collaboration) and social policy (Campbell Collaboration). Visiting these websites will give you an idea of what I'm talking about and the potential awesome capability that could be built with defined communities of practice.

The International School of HCM and VaLUENTiS are both advocates of evidence based management and evaluation based management, the appropriate use of science, interpretation and application to assist in the proper implementation of human capital management practice.

For those of you who are not familiar with the concept of evidence based management and evaluation based management then a quick google/wiki reference may help (click on links).

Truly an exciting development but as ever in the HCM space I'm sure it will be met with general indifference and abjectivity, particularly by some organisations who, shall we say, should have done something in this space some time ago.

I'm also sure that there will be a few 'practitioners' who will positively abhor it since it brings accountability into the equation. (For more on this see April 24 blog - HR Profession: Are you an 'Idealist', 'Committed Professional' or 'Rentseeker'?)

We're still working on its exact form but we will keep you posted of developments. This is a big step.

BUT YOU HEARD IT HERE FIRST..........

I've just picked up a series of headline comments which frankly stagger me with their insight.

Here's a few for starters.......

'Employers wanting to crack down on absence need to integrate benefits and services and assess the role line managers play in tackling the problem' (you don't say - line managers, whatever next?!)

'Work and pensions secretary James Purnell has warned chief executives that good people management is vital to avoid disasters such as the Buncefield oil explosion'. (Really - crikey I thought it was the opposite!)

'Employers have been reminded to consider the culture of their company in order to properly engage their staff.' (No sh*t!)

So a sneak preview of the running order of titles are as follows: