Horizon Point Consulting

Category: Beyond Work

Beyond Work is our line of resources for people and community leaders looking for something new and innovative outside, be it a new job, career change, or personal development outside of work.

  • Millennials Don’t Feel Entitled to Your Job,They Want You to Help Them Chart Their Career

    Millennials Don’t Feel Entitled to Your Job,They Want You to Help Them Chart Their Career

    The generation of participation trophies, therefore, the generation of entitlement.  Therefore, the group that thinks their degree, or maybe just the mere fact that they breathe, entitles them to the CEO seat 18 months in.  You’ve heard it all.   And if they don’t get that CEO seat, by the way, well they are also a generation of job hoppers.

    But when you talk to most millennials (myself included), you’ll find that they don’t want or expect to have the top job 18 months in, but they may want it at some point in their life.  And isn’t that a good thing?  Goes against another stereotype of the generation- lazy.

    They do, however, want you to help them know what it takes to get there.  And before that, they want you to actually take an interest in what they want out of their career. They want you to be a career agent, a mentor, a people manager, which means giving them the assignments and experiences that will help them reach their dreams.

    And guess what, this just isn’t true of millennials; it’s true of all generations.  It just seems more pronounced with millennials because they have a longer career runway to plan for and manage.

    Rajeev Behera, CEO of Reflektive, summarized this need for leaders to be career agents as a guest on HR Happy Hour 255- Modernizing Performance Management.  One of the hosts, Trish McFarlane, asked Rajeev, “What does a good people manager look like?” Click through to about 11 minutes into the podcast if you want to hear what he had to say, but the gist of it is this:

    “What I think is the difference between a team leader and a real people manager is the people manager actually knows what an employee wants to do in their career and coaches them to become, to get to that point in their career. So career development and helping out on skills and giving projects to them so they can improve on those skills to get them to where they want to be is what a great people manager does…The ones that you remember and that made a real imprint on you are the ones that spent the time with you.”

    Rajeev points to what makes a good manager.  Really he is pointing to what distinguishes a manager from a leader.  This obviously matters because it makes a “real imprint” on people.

    But does is matter in terms of business results?

    Take what Google found through their googlegeist survey given to employees (check out Work Rules for the details on this).   The best managers did  5 to 18 percent better on a dozen of their employee survey “googlegeist” dimensions when compared to those that were the worst.  The top things that made those managers significantly better dealt with career:  “Career decisions were made fairly” and “Their personal career objectives could be met”, and their manager was a “helpful advocate and counselor.”

    So if you feel threatened that a millennial or anyone else for that matter is gunning for your job without deserving it, be a good boss and coach them on how to get there.  But first, ask them what it is they actually want out of their career.  Besides the fact that this is just the right thing to do, it makes you more valuable too.  Go make more leaders.

     

    Like this post? You may also like:

    Millennials at Work: Five Stereotypes- and Why They are (Mostly) Wrong

    Myths About Millennials: Tips for Managers about Retaining Millennials

     

    And if you’re in North Alabama on September 13 or 14, or in Memphis, Tennessee, September 15, come learn how to be a career agent:

    September 13- NASHRM Workshop

    September 14- TVC-SHRM Luncheon

    September 15- Tennessee SHRM Conference

  • The name of the game is FREEDOM: How innovative companies motivate, get, and retain the best…

    The name of the game is FREEDOM: How innovative companies motivate, get, and retain the best…

    “The competition to hire the best will increase in the years ahead. Companies that give extra flexibility (freedom) to their employees will have the edge in this area.” Bill Gates

    I can’t neglect (since I missed the window over the 4th) to make sure to make a point about freedom during our nation’s birthday month. And as by coincidence or actually, by what really makes a whole lot of sense, you can’t talk about what drives innovation without talking about freedom. America is a country that was built around the concept of freedom.

    Despite a presidential campaign grounded on “Making America Great Again,” it is the most innovative country in the world as measured by producing goods and services that people value (as measured by GDP). It is also still a country where many desire to immigrate, and though I’m not citing fact now, I will venture to say that many of them desire to come here precisely because they will have freedom, including the freedom to innovate.

    And, since I can’t resist the urge to make a slight political commentary here, a country grounded in freedom is what gives Mr. Trump the freedom to say that America needs to be great again and gives citizens the right to show their support of this by their vote. This is precisely what makes America great. Not the idea of building a wall.

    And freedom is what grounds innovative organizations.

    Why? Because giving people freedom leads to this cycle:

    1. Trust. Freedom is the way you behaviorally demonstrate to people that you trust them.  When people are trusted, they feel free to:
    2. Experiment. A/B or split testing is something the most innovative companies do all the time.  Because everything can’t be known, trying it more than one way and seeing what works better- what the customer prefers- leads to better results.
    3. Fail (more often than not). If I saw anything across the literature that was vital to innovation it was room to fail because it leads people to:
    4. Learn. As the Innovator’s Dilemma emphasizes over and over again –  “The strategies and plans that managers formulate for confronting disruptive technological change, therefore, should be plans for learning and discovery rather than plans for execution.” Learning can also come from getting it right instead of failing, but often the biggest breakthroughs come through some kind of failure in the beginning.
    5. Grow. Growth occurs at the individual level and then collectively at the organizational level in terms of profits.

     

    Freedom1

    Much of the literature uses the word “autonomy” or “flexibility” for “freedom” and this autonomy, as you see in Drive couples with finding mastery and purpose in the workplace to create motivation.

    So how do we create this freedom in the workplace that allows for this cycle to take place, leading to innovation?

    Here are some ideas to create freedom from some of the best innovation hubs:

     

    How do you allow for freedom in the workplace?  What results have you seen?

    What scares you about giving people freedom in the workplace?  Why?

     

     

  • Innovate or Die? And the Best Places to Work

    Innovate or Die? And the Best Places to Work

    Innovation is a buzzword in business now.  In a fast-paced world where change and adapting is necessary in order to survive in business, innovation seems to be what all people want to point to that keeps companies alive.  “Innovate or die” we hear.   But is it worth all the hype?

    Despite the fact that I often hate cliché words or phrases (don’t ask me about what I think about the word “synergy”, for example), I’m on the innovation bandwagon. I believe in today’s business world it truly is what separates the winners from the losers.   And you can see why in the way that the Business Dictionary defines innovation as “The process of translating an idea or invention into a good or service that creates value or for which customers will pay”.  This view of innovation connects it to why it separates the winners from the losers-  it’s the process by which value is created.

    But we often speak of innovation in terms of products or services. While very important, my focus, however, is on how people or human resources/capital innovation takes shape in the workplace and how it contributes that value that translates into dollars and cents.   Interestingly enough, many of the most innovative companies are also labeled as best places to work.   This is no coincidence.

    We are now at Horizon Point self-proclaiming ourselves as “Workplace Innovators” (you can see more on this at our newly designed website),  helping companies and communities hire, grow and lead in an “outside of the box” (there I go again with another cliché) way.  Which happens to help us lead them to be award-winning companies recognized for their people practices.

    After spending a few months delving into the research on innovation specifically from a human resources lens, and talking to company leaders who drive the best workplaces, I will be spending the next few weeks covering what creates innovative workplaces.  These areas will include:

    1. You can hire for fit AND diversity- How the most innovative companies hire
    2. The name of the game is FREEDOM- How innovative companies motivate and retain the best
    3. Rules to preserve freedom and culture- How innovative companies go about rule-making.
    4. Does size matter? How innovation and entrepreneurship grow in all sizes.
    5. What does a HR leader at an innovative company look like?
    6. You can’t innovate without your house in order- Capital Resources, you gotta have them
    7. A Final Word on How to Create an Innovative Organization: Do you believe are people fundamentally good?

    In each post, I’ll make a case of why each thing is vital to an innovative workplace and then give suggestions or a checklist on how to examine your organization against this standard and make revisions or changes to adapt your organization towards these standards for innovation.

    If you’re interested in diving into the details I looked at to draw these conclusions, there will be a number of articles and books linked in the posts. Overall though, check out these must reads that are grounded in research and/or first-hand experience from innovation thought-leaders:

    1. The Innovator’s Dilemma (and many of its footnote references)
    2. The Lean Start-Up
    3. Steve Jobs
    4. Work Rules! (and many of its footnote references)
    5. Drive
    6. Entreleadership
    7. Great By Choice
    8. And one cool tool I discovered in the midst of all this research is http://buzzsumo.com/. It is a content analyzer that shows you, by entering keywords, the top posts by social shares and the top influencers.  Make sure you check these for quality and validity though if you are going to use them; just because it’s shared the most doesn’t mean it’s the best.

    We hope you find our couple of months of hiatus from blog posting valuable as you read more about what we’ve discovered as we intensely researched the topic of innovation in the workplace.

    What do you think makes a workplace innovative or a best place to work?

  • Talent Management Strategy Lessons Learned from T-ball

    Talent Management Strategy Lessons Learned from T-ball

    Guest Blogger: Drew Ward, husband of Horizon Point’s Mary Ila Ward

    If you have ever had a son or daughter play tee ball there is only one word that can describe it…chaos.  After being asked if I would coach tee ball this year my first thought was, “Lord, please give me the patience that I need to help teach the kids the game of baseball.”  My second thought was, “How can we go from chaos to controlled chaos with 11 five and six year olds running around?” Little did I know that a couple of weeks into the season I would be utilizing many of the management skills that I use on a day to day basis.

    One of my favorite things in my day to day work is strategic planning.  I enjoy coming up with a strategy, putting that strategy into play, and then seeing the results of hard work.  Three games into my inaugural season as a tee ball coach we had a record of zero wins, two loses, and one tie.   You could say that I had officially received my tee ball education.  At that point, I quickly realized that it wasn’t a lack of talent or that the kids weren’t trying hard enough, but that I as a coach wasn’t doing what I needed to do to give the team the best chance to be successful.  The first time that I mentioned this to my wife she looked at me with a puzzled looked and said, “It’s tee ball!”

    In our league, we can have a maximum of nine batters per inning and we play a total of four innings.  An inning ends by making three outs or the fielder running and tagging home plate after the ninth batter of the inning.  A few games in, I quickly learned the odds favored getting nine batters to the plate each inning and that an average inning consisted of 6 runs scored.  If you could score 7 or more runs in an inning, or if you could hold a team to 5 runs or less in an inning, the advantage quickly swung your way.

    Our goal quickly became scoring 7 runs in an inning and finding a way to strategically place our batting order to make that happen.  It didn’t take me long to learn the strengths and weaknesses of our kids.  At this young age all kids are in different stages of development, and we have some that can hit the ball to the fence and others that we are lucky if they can hit it past the pitcher.  We have some that can really run and others that we could clock with a sun dial.  I quickly begin to strategize ways that we could turn our weaknesses into strengths and reach our goal of 7 runs per inning.

    We quickly began constructing our lineup with the assumption that we would get nine batters per inning and therefore our stronger hitters were positioned in the lineup so that they became the last batters of the inning.  If one of my fastest players was the leadoff hitter, then I intentionally put one of my weakest hitters three spots later in the fourth hole because the percentages suggest that the fourth batter of the inning is going to come up to the plate with the bases loaded.  I know that 90% of the time this particular batter in the fourth hole is going to hit it back to the pitcher, and 99% of the time with the bases loaded the others teams coach is going to tell his pitcher if it comes to him to try to run and tag home for the force out.  This plays right into what I want him to do since one of my fastest players is on third base who I know that 99% of the time is going to beat that pitcher to home plate and safely score.  We have now taken one of our weakest hitters and turned them into a strength player in our lineup.

    If we have a hitter that pulls the ball to the third baseman no matter how we line them up, then they will always bat behind our player that more times than not gets an extra base hit so that we eliminate the force play at third base that is an easy out for teams to make.  If we have a slow runner then he will be positioned in the lineup to be on third base when we have a stronger hitter at the plate therefore allowing him more time to run home safely.  By strategically placing our batters in a particular order we have managed to turn weaknesses into strengths and over our last five games have reached our goal of averaging seven runs per inning which has also lead to five straight victories. And let’s face it, winning is pretty fun if done in the right way, and even five and six year olds know this.  It’s especially fun when each kid knows that they contributed to the win.  

     

    How is this any different than what many of us do every day in our business life?  Many of us are tasked with putting our employees in a position to succeed so that ultimately the business achieves victory.  Little did I know that this would also come in handy on the tee ball field.

  • How Neuroscience Is and Will Revolutionize HR

    How Neuroscience Is and Will Revolutionize HR

     

    In December of 2014, my then four-year-old son started having seizures. After three of them occurred in a short period of time, we went to see a pediatric neurologist who first did an electroencephalogram (EEG) to begin to identify the cause of the seizures so we could determine a course of treatment.

    Utilizing this technology as well as other techniques, she put our son on a medicine that has controlled his seizures. He hasn’t had one in over a year, and we are thankful for the doctors, the scientific discoveries and the technology that made this a reality.

    Neuroscience has long been connected to understanding neurological disorders like seizures. It is also frequently used for explaining behavior, specifically behaviors tied to clinical diagnosis. However, neuroscience is beginning to infiltrate the workplace giving us the ability to use brain science for talent assessment. The EEG used to understand my son’s seizures is now being utilized to understand a variety of talent management questions, as Dario Nardi points on in his article “Your Brain at Work” in HR Magazine.

    As we move forward into the future of behavioral assessment in the workplace, I believe neurological assessment will begin to gain ground to complement, and maybe even take the place of what is most commonly used now- the self-report assessment.

    Why? Well, because it’s more honest. Self-reports are just that- self-reported. Monitoring brain activity points to a more objective approach to understand who we are and why we behave the way we do. Because of this, brain based assessments can help:

    • Create self- awareness in employees to aid in the understanding of who we are (personality) and why we behave the way we do.
    • Improve team building & talent placement by helping individuals and companies understand how to better work together.  This will help companies answer the question, is there enough cognitive diversity on our team?
    • Build better training programs through customized learning. Neuroscience can help us understand how individuals learn best and cater training and development to personalized needs.

    Whereas brain science and the technology related to it is exciting to see in the talent assessment industry for the same reasons it is valuable in medicine- it aids in diagnosis which aids in better decision making- my family’s example also points to the need for caution in utilizing the technology.

    When we went back last month with our son for his yearly EEG, the results still showed a “discharge”, as the doctor referred to it, in the left hemisphere of his brain. She explained to us that it was happening very infrequently, but because it was still present, there is a likelihood that if he were taken off the medicine, the seizures would begin to reoccur. Knowing that this area of the brain is tied to language, I asked her if we should be concerned about any issues in his language development. She said no. Given the amount of frequency seen, she said, it would have to be occurring 20-30% more than it is in order for there to be concerns about his language development.

    This example points to why I’d be hesitant to utilize the technology (and you see I did not list it above) in selection because of the potential discrimination issues.  It could lead to discrimination in hiring against individuals (like my son, who does have a diagnosis of epilepsy) based on factors that are not tied to an individual’s ability to perform the essential functions of the job. I would hate for someone who isn’t as knowledgeable in the science to see “discharge” on someone like my son’s EEG and assume has language issues, when he in fact does not.   However, given a multiple-hurdles approach to assessment, EEGs could one day be a valuable selection tool as well, just as they are used as one technique among many to determine the best course of medical action.

    So for all you talent development professionals out there or those aspiring to be, take more science classes. No field, even HR, is immune to the need for a strong STEM (Science, Technology, Engineering and Math) education.

    How do you see neuroscience shaping human resources? Does it excite you or scare you?

    Like this post? You may also like:

    The Psychology Behind Why People Support Certain Presidential Candidates

    and

    Use Your Brain- Both Sides