It was one of those defining moments that occasionally punctuate our working lives. The realisation that what had been previously taken as an article of faith was, in fact, the cause of the problem. As this inconvenient truth dawned on the faces of the assembled transformation leaders, there was a perceptible shift of energy. Feelings of release, as well as fear pervaded the hotel conference room in which we were gathered.
“Transformation” is the buzzword of the day. Agile Transformation. Digital Transformation. HR Transformation. But what does “Transformation” really mean?
I recently went along to a Round Table event for Transformation Executives hosted by Annapurna Change. There were about 20 of us discussing the inevitability or otherwise of Transformation Programmes losing momentum.
As the conversation around the table developed, it became apparent that we had very different views of what we meant by ‘Transformational Change’. According to the wiki dictionary a Transformation is ‘a marked change in appearance or character, especially one for the better’. Well, fine, but surely this could describe any large change programme.
The third instalment in my mini guide to TA Transformation is one that is probably my favourite (I do apologise in advance to anyone who is not a Game of Thrones fan for the title).
We have covered what we need to get the transformation ball rolling, how to create experiences rather than processes. Now we will look at for me something that should be not only the backbone of any transformation, but the heart of your TA function; Data.
Happy Friday y'all!
So this is the second installment in who knows really around Talent Acquisition Transformation; something both very close to my heart and currently in play in my world.
The first part covered what might go wrong during TA transformation; poor leadership, lack of direction or even a disconnected exec/leadership group.
What comes next? Post-it notes and marker pens? Excel project plans? Nope. For me let us take a step back before we actually "do" anything. Mindset; yes you read that correctly. Mindset.
Sadly this article is not about the Transformers. Sorry.
It is about something not as exciting but maybe just as important.
We are seeing more and more organisations looking to “transform” their Talent Acquisition/Resourcing functions, either as part of a wider HR/People programme or maybe simply wanting to try a new piece of tech.
Having been through a few (and still going strong on the current one) I thought I would share a few bits of insight that might assist others, starting with today…why can a transformation often go wrong?
The chances of getting what we want to increase as we become clearer about what we want. Do you want a better version of now or something new? Both paths are difficult and produce rewards. Choose wisely.
Have you ever had a boss who rejected your idea? What can you do about it? Pretty much nothing.
Unhappy with the company direction? What can you do about? Pretty much nothing.
You are assigned to work on something that you think is a waste and possibly detrimental to the company. What can you do about? You get where I’m going with this.
I did an exercise recently with a group, and I felt like Sam I Am from the Dr. Seuss book, “Green Eggs and Ham”. If you remember the book, the character “Sam I am” is trying to get someone to try green eggs and ham. There’s a whole rigamarole of objections until he finally tries them and likes them.
As a young adult I had the opportunity to work at a camp in Canada for 4 summers. It’s amazing how quickly you build relationships and bonds with people over a 12–16 week period.
Spending nights around the campfire together, playing stupid games, swimming in the lake, mooching around the local towns and enjoying the stars in the nightsky. It’s a full on experience and it’s easy to see how some of the people have become some of my closest friends.