I want to consign the annual appraisal to the history books or the corporate torture museum set up in memory of unproductive, inhumane HR practices of the last 100 years. I’ve started this conversation already, if you want to flip back to my first blog - HR leaders - Why decluttering your performance management is the best decision you can currently make.
The employees roll their eyes, shrug their shoulders and mutter about how nothing ever comes of this fruitless exercise.
Ah yes......it must be time for the annual employee survey. That default ritual by which many organizations assume they are measuring and improving the business.
But is this long-standing practice now redundant and does it need to be put out to pasture?
Business improvements and customer experience are topics that are very close to my heart. Driving business improvements is my core capability. Delivering better customer experience through improvements is something that I am passionate about.
I'm not the first to say it and know it’s a strange thing to say, particularly for someone who spends their time supporting organisations to improve their performance by developing engagement levels.
But for me the phrase ‘employee engagement’ has always been a problem, I’ve never liked it, it’s never sat well with me, but it took me a while to really understand why.
Over the past 6 months I have seen many instances where organizations have failed to take advantage of opportunities; lost market-share; put their brand at risk; or wasted resources; resulting in loss of revenue and/or additional costs.
Given that August is a quiet month, it has provided me with time to reflect on some of the problems that I have experienced and them with you so that you might learn from some of these outcomes.
So here goes:
I'm going to argue here that many organisations using HR analytics to improve their people programmes are fooling themselves.
Let me explain: evidence-based HR analytics relies on a model something like this:
HR programme --> Competencies --> Employee performance --> Org performance
That is, you invest in workforce programmes to increase employee competencies ("the how") which in turn delivers increased employee and organisational performance ("the what").
We’ve all seen films where Artificial Intelligence replaces humans on-mass – and much debate swirls around just how much of this could ever be a reality.
Meet Erica – perhaps the world’s most advanced, human-like robot yet. She demonstrates that we may not be too far away from silver-screen-like AI workers.
I once pitched an Operational Excellence programme to the top team of the company I was working for at the time.
Wanting to make an impact, I came up with a catchy name to emphasise the journey we needed to take.
The pitch day came. Standing at the front of the room, I opened with a story of Julius Caesar crossing a river in order to get to Rome and sort things out.
The introduction of artificial intelligence (AI) technologies into the world of HR and recruitment is not just an idea anymore, it is a reality. Neural networks, machine learning and natural language processing are all being introduced into different areas of HR.
These developments contribute to the function’s increased accessibility to data-driven insights and analytics, enabling better-informed people decisions.