For the third year running, the CIPD has kindly invited Meg Peppin and me to their annual conference in Manchester. One of the main reasons we go is to facilitate some cocreated conversations about work, under the banner of HR Unscrambled. Everyone’s invited and our guests are asked to suggest the questions they want to discuss together, over breakfast. Our experience shows this is a welcome opportunity to reflect on and synthesise some of the learning people are absorbing at the conference.
This year – the questions offered up for discussion were:
How can we influence wellness?
How can we drive analytics?
Is employee engagement just about doing the right thing?
If we started again, would we invent HR?
The essence of the conversations were transcribed by Meg and we have now shared them on Slideshare. If the questions interest you, please take a look at the conversation summaries.
In addition to some suggested answers to the questions, further questions emerged too. That’s a benefit of giving people the time and space to talk, and ultimately, action is what really matters. By way of illustrating that, I overheard this snippet as people were in discussion: ‘After this conversation, we need to act. Cary Cooper’s been talking about wellbeing for the last 20 years, and nothing has changed’. You may or may not agree with the detail of this observation – but I’m sure you can relate to this frustration to some extent.
Here are a few more signals and snippets that wafted past my brain as I listened.
On wellness:
We should pursue wellness for its own sake, and if we need to link it to £ in order to release budget, so be it.
Use ‘stealth mode’ – this brings to mind Proceed Until Apprehended and Trojan Mice.
Part time fully present beats full time not there (physically and/or mentally).
Ban internal email two days a week. I’m not a huge fan of banning stuff but if this stick can be used to stir the pot of conversation then maybe it’s worth a go?
On the inclusion of women at work:
What is the gender make up of your future employer? How is that make up represented at senior level – do the two match up? If your work force is diverse and your senior management is stale, male and pale, is this a place you want to invest yourself in?
Consciously target and recruit – make it easier for those women who want to return to work. Truly flexible working – attitude shift away from presenteeism. Job share.
Meg subsequently wrote a powerful piece on diversity and inclusion. Here’s a short extract from it, the whole thing is well worth a read.
Thank you to the CIPD for their ongoing support and sponsorship and to everyone who came and participated in these cocreated conversations. Without people, you’re nothing.
Thanks to Simon Heath for the HR Unscrambled cartoon.
Creativity: noun. An essential ingredient for a useful and enjoyable life. The term is often used by businesses who crave its benefits, turn it into a buzzword, and then unwittingly crush the life out of it.
One of the recurring themes that comes up time and time again in conversations I have with people at work, at conferences, and online is, “How can we be more creative in our work?” The ability to solve problems, and add value through new ways of working is always in demand, yet converting that demand into results can be tough. This is perhaps understandable when you consider that when researching shame and vulnerability, Dr Brene Brown and her team interviewed 13,000 people, over 11,000 of whom can recall a time in school that was so shaming it forever changed how they thought of themselves as learners – 50% of those recollections related to art and creativity.
WHY ISN’T CREATIVITY MORE COMMON AT WORK?
When Joe Gerstandt and I facilitated a workshop on creativity for over 100 HR professionals at Illinois SHRM in 2014, the audience agreed that more creativity at work and creativity in HR was needed. When we asked the audience why this wasn’t currently happening, here’s what they told us:
We’re too busy.
It’s too risky.
We’re not encouraged.
We work in a coercive, conformist culture.
There’s a gap between what we say and what we do.
Creativity is perceived to be inefficient.
FOUR STEPS TO OVERCOMING FEAR OF CREATIVITY
In addition to being a facilitator and HR consultant, I’m also an artist, and as I continue to develop all aspects of my work, I’ve discovered lot of crossovers between my work as a consultant and my work as an artist. Here are a few practical steps to overcome the doubts and uncertainties around creativity expressed by HR professionals, and get more comfortable with understanding and applying the creative process.
#1 – Overcome Fear
When beginning to apply the creative process to your work, start small, play around with something you can afford to get wrong. This will help overcome that feeling of ‘too risky’ that Joe and I heard about while working in Illinois.
When I consider overcoming fear from an artistic point of view, I see trying something small as a chance to relax, and to sketch myself into existence. As I begin the process I keep in mind that these early stages of my work will likely end up in the bin, not gracing the walls of some imaginary art gallery. That takes some of the pressure off.
We often get hung up on believing our work is not good enough, and yet most of the time, we are not here to create masterpieces, we are here to stretch our creative muscles. When you begin to think similarly about your work, you can begin to relax a little and let your ideas flow more easily.
#2 – Ebb and Flow
Creativity isn’t something you just switch on and off, it ebbs and flows according to the environment and attitude around you. What are the levers and dials you need to be aware of and able to adjust in your organisation?
Often, when dealing with the challenge to achieve more with less, we feel restricted, and this tightens up our thinking, and we struggle to be creative. Yet very often, creativity is borne of constraint – we’ve all heard the saying ‘necessity is the mother of invention’.
As Austin Kleon writes in Steal Like An Artist, his excellent book about creativity, ‘Creativity is subtraction – Choose what to leave out’. From an artistic perspective, I love this quote from Kit White in 101 Things to learn in Art School. ‘Drawing is about mark making – Try to use only the marks you need’. As well as using scarcity to your advantage, it’s also really helpful to try and suspend judgement when applying the creative process to work. Nothing kills people’s ability to be creative more effectively than a rush to judgement; remember that when you’re trying to encourage creativity in yourself and others.
#3 – Show Your Work
We all know lots of smart people, and with increasing access to technology, reaching out to them is easier than ever before. Getting comfortable with showing your work to people as you develop it, can be a great way to strengthen what you’re doing. The feedback you receive may be as simple as encouragement that you’re on a good track, and it could also include suggestions on how to modify your thinking. I often work with clients, cocreating projects and ideas for improvement. Through showing our work to each other as we go, we’ve learned that often, we’re better together. You’re good at what you do – and with a good network around you too, you can be even better too.
#4 – Be Adaptive
Henri Matisse is one of my favourite artists. In his later years he developed his cutout technique, whereby he and his team created often vast pieces of work, comprised of many smaller brightly coloured paper cutout elements. As they worked, Matisse was able to guide his team in placing and rearranging the pieces until the desired effect was achieved. Beautiful, simple and adaptive.
Imagine how much more difficult production of these pieces of work would have been if Matisse and his team painted straight onto canvas. Each time they needed to reposition something, they’d have to start again. This would take extra time and prove costly, so the likelihood is they would have pressed on with what they had and reached a less satisfactory conclusion.
EMBEDDING CREATIVE PRACTICE IN YOUR WORK
What’s this cut out stuff got to do with your work? The next time you need to plan a project, try breaking the challenge down into all its component parts – and write and draw each task element on a separate cut out, or sticky note. Once you’ve done that – arrange all the notes on a large piece of paper and ask yourself a few questions:
What happens when we play with the running order?
What happens when we add things, and remove things?
Which activities can be completed in sequence (one after the other) and which can be completed in parallel (simultaneously)?
Do we have the resources we need to deliver?
What is on the critical path and what isn’t?
As you move through the planning process, you can easily update and amend your plan, playing with it and iterating as you go. Using this simple, creative method, you can plan in a way that is efficient and responsive, all thanks to the artistic genius of Henri Matisse!
The next time you need to apply some creativity to your work, just try these four simple processes and see how easy, effective and enjoyable it can be.
This post was first published over at Blogging4Jobs in July 2015
This would be my early bid to take the crown for crap joke of the year, except in the current world of work, it is no joke. An overwhelming number of businesses choose to refer to people not as people, but as resources. Human Resources. According to the great God Google, resources is defined thusly.
Resources: Noun. A stock or supply of money, materials, staff, and other assets that can be drawn on by a person or organisation in order to function effectively.
My curiosity about humans described as resources has been reawakened by a blog post on Forbes.com titled: Airbnb Chief Human Resource Officer Becomes Chief Employee Experience Officer (Warning! Like every article on Forbers.com this one is riddled with irritating adverts, making it exceptionally hard and unpleasant to read. Proceed with caution). I confess my initial reaction to the headline was not altogether positive, then I checked myself. Just because it’s easy to say/refer to Personnel as HR, doesn’t make it the right thing to say. The language we choose to position and describe things is important, and though we need words and actions working together, what we say about something, powerfully shapes the subsequent conversation.
I offered the headline and article up to Twitter and was generously responded to.
Gemma’s suggestion that the idea of framing the conversation about colleagues as resources is hideous, feels easy to agree with. Personnel, people, colleagues, employees, these are all surely preferable to the current, and most common option? I know resources is only a word, and if it’s our starting point then it sends the conversation off in an unhelpful direction.
To Paul’s point – if this move from HR to Employee Experience does represent a shift towards a more supportive environment, rather than the often held belief that Personnel (sorry I’m not using Human Resources any more) are the watchful eye of the employer, there to manage risk/make sure you don’t step out of line, then that too is a shift in a positive direction. I like Paul’s new question – where does the risk function end up? I’m not sure and I’m no expert, and when I’ve worked with and in Personnel departments a lot of risk management is discussed with and referred to lawyers, so maybe cut out the middle person and go straight to legal?
Ade sees this change of language as a good example of Personnel realigning with the business. Hard to argue with that, given so many of us believe and experience that high levels of understanding/integration between departments and functions is a good thing.
I like what all three correspondents have to say, they’ve helped stretch my thinking, and hopefully yours too. When you want to connect to these folks, click the pics above and you can link to their blog sites/twitter.
What do you think? Does it matter that we so frequently label people as resources? Should there be a shift to something less resource, more human? And if so, what? If the term Personnel, the P in CIPD, is good enough for the UK professional body, is it good enough for you too?
Not withstanding my slight disappointment that after hailing the move from HR to Employee Experience, the writer of the Forbes.com article reverts to the current norm in these follow up questions, I offer them to you by way of more food for thought.
Are we still functioning in a Human Resources silo? How can we broaden our vision and begin to partner with other functional groups such as Marketing, Facilities, Real Estate, Communications, and Sustainability to create as memorable an employee experience as we create a customer experience?
How can we use the tools we use for our customer experience such as: ongoing research into needs and perceptions, design thinking, and a marketing mindset to re-invent the Human Resource function?
How do we create and embrace an iterative development model so new Human Resource services are co-created with employees in much the same way new products are co-created by our company’s most passionate consumers?
