#CIPD13 – Hacking HR #CIPDHack

So, panel discussion on hacking. I love hacking. I like disrupting things. I want to hear more…

I hope this is good, as if it isn’t and we can’t find ways to involve people to change things for the better quickly… well, I’m not sure we deserve a conference to be honest. I’m not entirely sure some of us deserve jobs. We improve things or things die. Hacks are about stepping up and saying we can do that now. So, on to the discussion….

Peter Cheese

‘I’m always up for new ideas’. That’s a good start.

The nature of work is shifting so how do we shift and adapt rapidly to do things differently. The future is already here. Jobs that aren’t jobs now exist. What are the barriers to adaptability – how do you capitalise on trends rather than see them as barriers? – we are off to a good start

Michele from Mix (who helped run the hack)

Starts by thanks hackers and individuals who ran the hack. A hackathon is a collaborative event to collectively and radically solve challenges. We can make things better through this process. Anyone who wants to contribute can. Framing of the problem is important as is equipping people with tools and building a community.It is about leveraging collective intelligence.

Frame -> invent -> develop -> what did we discover.

*My note: The above is a nice model that was shared, but I’m perplexed as to why the final stage isn’t DO or share. THAT is what change looks like. Sorry to be grumpy*

150 minihacks were developed and then the list narrowed down to 60. 1700 people were registered to work on the hack

*My note: not sure of how many people stayed for the duration?*

Helen Amery from Boots – the mix it up hack

How do you reduce silo working? We need to help people connect dots to see the bigger picture – people make the difference, not process.

Nice model of how to short visits to difference parts of the company to encourage learning. Not secondments – this is short introductions to a role. Just mix it up.

Benefits – break down silos, develop individuals (not just ‘top talent’), help people feel invested in, help people understand purpose, help support succession planning, help support career development and organisation, supports a culture of ‘trying stuff’, supports connections and problem solving together.

Great stuff so far – simple, fast, fun. It won’t be perfect from day one but you will get there together.

Loved that. Quick, smart, great replacement for secondments

Monique Jordan – Pearson, work for the customer and not ‘the man’

How do you move the customer into the centre of the conversation? The issue is the manager designs most elements of jobs. Task orientated and with odd vague outcomes that aren’t connected to the customer.

Customers can feel like an interruption. The employee isn’t in a position to solve customer problems.

A nice outcome based approach was described where you start if you know what requirements need to be met for the customer – as well as what the manager needs to do to support that.

It’s simply brilliant and brilliantly simple to be honest and apparently it reduces the amount of valueless work. And let’s face it, who likes valueless work?

List what you do -> group into categories ->understand need you are fulfilling -> that is your framework

Gem Reucroft – Tunstall HR – Chuck out your chintz

Starts by confessing that the idea was stolen – most of the best ones normally are.

How do we think about removing admin and process and being about people? It links back to the keynote about not having stupid rules in organisations.

Gemma shared a hugely stupid rule. A rule of inherent stupidity and lack of sense. It’s called the fruit rule – contact her and ask about it (that is your connecting challenge)

There are three impacts of this stupid rule making

i) we miss out on value

ii) it impacts on our reputation as a function

iii) people stop thinking for themselves

So what is the test to help you reflect…

take what you do and check it adds value, does it have a positive output, do we have to legally do it, does it work for us, are we doing it as ‘best practice’

Gemma’s team have freed up time to make other things happen – they slimmed down policies by 50%, stopped writing reports that nobody read, shred the handbook (literally).

This has happened and has seen benefits – that’s a good thing. Spot your Fruit rules and kill them

—–

I’m off to tweet now, if you’ve read so far then please don’t think ‘interesting’. Think, this is what it is all about.

This is what we are here to do

  • make change
  • make things easier
  • make things better

 

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