While listening to the various talks and hearing from respective speakers at speakers at #HRD12, I’m left with an over-riding thought that will not prove popular. In the main, HR Directors and L&D Directors are not doing enough to move the people agenda beyond boxes being ticked, meeting compliance standards and getting better engagement scores. There are some very good leaders at that level who I respect a great deal. But when you have organisations like the CIPD asking these people to come and talk about their organisations, I’m looking to get some real nuggets of insight into how you’ve positively changed the business. Often, I’m left lacking and thinking what I’m doing is more than enough, and in some cases a lot better than the presented organisation.
This raises a few questions. By what standard are we saying the people agenda is of significant calibre that they should be presented at a conference? Some of the speakers requested to attend shouldn’t be the ones speaking. Send someone else from the organisation who has the charisma, know how and ability to present to a large group of people. Your title does not mean you have the fit or ability to speak. Although I bet someone in your team does.
For all the talk of engaging employees with new fangled technologies, how many senior leaders are actively using the tools available to them to do this engaging? Again, I only know a few who do, and the respect they have is bar none. Where’s all the resistance to usage coming from? What perceptions are they battling with? What barriers are they presenting themselves that they don’t want to take part in the conversation? Allowing your staff to use tools, and having an open approach to engagement is not the end game. You need to be in the thick of it.
One of the presentations I attended was about engaging Gen Y, and I was expecting to hear about how L&D methodologies have changed in their organisations to meet the changing ways of learning and attention being grabbed. I learned a lot about great recruitment strategies, but nothing about the delivery of learning. I learned more about how companies like Skill Pill can enable mobile based learning, and it’s another way to consider delivery. This tells me L&D is not doing enough to be innovative in the way we deliver learning, but also we’re not being challenged sufficiently to really push that boat. I take this personally. I love what I do, and think I deliver learning in ways that are varied and interesting, and I don’t think I’m doing good enough.
We’re in a constantly changing world and that brings with it a lot of opportunity and risk to try new things. So who should be the Chief Creative Officer when one doesn’t exist in your organisation? Who should be the Chief Listening Officer? Who’s being the Chief Story Teller? I would suggest these roles sit with these senior leaders from HR and L&D. We have the space and authority to fulfil those roles, it just seems we’re shy of being responsible for them.
I think there should be an HR Director / L&D Director summit where they discuss the people agenda and finally come up with what they think they’re trying to achieve.