The Employer's Dilemma
What Bersin Said to Me
Expectations and Reality
What's to Be Done?
Fixing Technical Debt
- Focus on employee productivity and well being. He seems to dwell on stress and yes, stress is bad. I don't think that it requires a major program to deal with however. I'd be interested to see what he has to say about this in detail. I deal with stress every day, and it's not that hard to do.
- Get your recruitment house in order. Don't get me started on this! The very notion of HR "screening" applicants implies "keeping people out." If you're really serious about building a solid employee base you should be seeking talent and then trying to see how you can integrate those talented folks into your organization. That's a completely different mindset than most hiring managers and HR people now have. You won't always be successful in crafting a fit, but the shift in approach (remember? change your expectations!) will result in lots of serendipitous discovery.
- Take your employee engagement problems very seriously. Do you mean to say that you haven't already been doing that? Shame! (And a pretty obvious thing to say.)
- Simplify your technology. Humorously, he recommends fewer communications tools and then enumerates Slack twice in the same sentence. I guess he feels overwhelmed! But it's not so much quantity as quality when it comes to applications. We are so intent on being the first to market that we publish the first app that doesn't crash within the first 3 minutes as the savior of whatever problem we're trying to solve. That rush to the MVP (Minimum Viable Product) is the great danger. Don't think about your technology in terms of number of applications, but how well they are integrated and what your costs of maintenance are. (Remember technical debt? Very important here but not necessarily related to number of applications.) What he really means is that your integrations should ideally be seamless and transparent to users.
- Get C-Suite folks to talk to each other about these issues. Well, yeah. You mean they didn't already know that? Why do we pay them so much if they are clueless about the obvious?
Here's What I Say
- Change your expectations by trying to align your recruiting efforts in ways that serve both candidates and your organizational objectives. If you continue to have expectations that cannot be realized by reality, you are necessarily likely to experience disappointment. On the other hand, if your expectations align with reality and benefit your organization and candidate, your chances for success will dramatically increase.
- Be aware of technical debt, which I define in an expanded sense to mean that by refusing to invest in employees or supporting infrastructure today you are probably ensuring future difficulties that will have to be solved at a greater expense than if you had simply addressed them immediately. This is not necessarily wrong, but an awareness that today's omissions will at some time have to be corrected at a cost in excess of today's cost should be part of your thinking. Business "borrows" all the time, but the cost of borrowing should be a part of the decision making process.