The Art of Firing or Job Change

Over the last 6 months I have talked to many people who have either been displaced in the workplace or have been told their current job responsibilities will be changing. The latter is mostly downgraded responsibilities. For the most part the theme from these individuals is how they were communicated to, or how the change was presented to them - not well or badly.

I was told early on in my career that however you have have to deliver news, good or bad that you should use this axiom " talk to them how you woulds want to be talked to or communicated to". Thank you Bruce Bunten, my first HR manager at Stone & Webster. I have always operated by that axiom in HR but this current trend is disturbing.

As I said in the paragraph above, the people I have spoken to who have either been displaced or position regraded, at several non-related companies, have said the following on how things were communicated:

• my manager set the meeting but did not show only to find an HR person there instead
• the HR manager curtly said we are eliminating your position, you have 15 minutes to get your stuff and leave
• the HR person gave me a letter and said read it, and do you have any questions
• the manager and HR person met with me but the manager said XXXX (that's the HR person again) will tell you what has changed
• I was told via email
• I got a call from my manager and HR and was told my job was eliminated - they where just down the hall from me
• Hr & my manager were not prepared for my questions and I was told to send a letter outlining my concerns.

Does this sound familiar? So who is at the root of the issue here, the manager or the HR person? My take is that the HR person should totally educate the manager on how to handle RIFs, reductions-in-force, terminations (you name your word here) position downgrades, and upgrades. Further, the HR person should show compassion for the displaced worker, treat them with respect, save their dignity, at any level and not be cold and callous about it. But when I hear these stories it really ires me to no end because HR gets the knock. 

So what am I really saying, well I'll go back to my first HR managers saying " talk to them how you woulds want to be talked to or communicated to". No wonder why people have a certain disdain for HR.  

I would really like to hear your thoughts on this subject, email me at wgstevens2@gmail.com or leave a comment.

How To Manage Change During An Acquisition

There are many theories about how to manage change. Many come from change management guru, John Kotter, a professor at Harvard Business School. Kotter introduced his eight-step change process in his 1995 book,"Leading Change."

Step One: Create Urgency - 

Kotter suggests that for change to be successful, 75% of a company's management needs to "buy into" the change. So for change to happen there needs to be a shared a sense of urgency around the need for change.

And this will result from honest and open dialogue with your people about what's happening in your market and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

Step Two: Form a Powerful Coalition

To successfully persuade people that change is necessary takes strong leadership and the very visible support from key people within your organisation.

This isn't just about managing change - this has to be led and you have to be seen to lead it.

To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.

You can find effective change leaders at all levels within your organisation - they don't necessarily follow the traditional company hierarchy. It is important to get an emotional commitment from these key people as you build a team to support your change initiative.

Step Three: Create a Vision for Change

You need to create a clear coherent vision that people can grasp easily and remember and that can help everyone understand why you're asking them to do something.

When people have clarity about what you're trying to achieve, and why then you stand a greater chance of communicating with them

Step Four: Communicate the Vision

How effectively and consistently you share and communicate your vision will have a big influence on the success of your change initiative.

There will be resistance and competing messages from many other sources and influences within your organization so you need to communicate it frequently and powerfully, and embed it within everything that you do.

It's also extremely important to "walk the talk." What you do is far more credible than what you say. You have to demonstrate the kind of behaviour and attitudes that you want from your people.

Step Five: Remove Obstacles

There will be resistance to change. You need to identify it early and take steps to deal with it finding and resolving the root causes.

Put in place the structure for change, and continually check for barriers to it - especially with your organisational structure, job descriptions, and performance and compensation systems - it is vital that these are in line with your vision.

Step Six: Create Short-term Wins

Success breeds success - so early wins are very motivational and very important for morale and for overcoming resistance.

You can help achieve this by setting achievable and believable short-term targets.

This is very much in line with Ken Blanchard's ideas in "The One Minute Manager" of "catching them doing something right" [and praising them for it].

Step Seven: Build on the Change

Kotter argues that many change projects fail because victory is declared too early - he teaches that real and lasting change runs deep.

This is really all about building momentum and making continuous improvement an embedded part of your culture. In practice this means keeping things fresh with new ideas and regular review of what went right with each win identifying areas for improvement.

Step Eight: Anchor the Changes in Corporate Culture

Finally, to make any change stick, it should become part of the culture of your organisation as this is the biggest determinant of how people will behave.

It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started.

In my opinion there are many aspects to Kotter's 8 principles of how to manage change that resonate with, and are totally consistent with, the holistic and wide view perspective of a program based approach to change management.

Article Source: http://EzineArticles.com/2756472

The Challenges of Choosing the Right Way to Grow Your Company: Build, Borrow or Buy?

Guest post by Laurence Capron 

The dangers of relying on one single growth strategy

How do you grow your company ? Whether we talk about entrepreneurial growth or renewing a mature company, the wrong move can break the firm. The problem is, most firms’ growth strategies emphasize just one type of growth — some focus on organic growth (BUILD), others on alliances (BORROW), and some on M&As (BUY). When these strategies falter, the common response is simply to try harder — but firms falling into this “implementation trap” usually end up losing out to a competitor whose approach is more inclusive.

The reliance on a single growth mode is misplaced. In a research I did with Professor Will Mitchell (Duke & Toronto University) on 150 telecom firms, I find that firms prepared to grow in diverse ways outperform the ones that narrowly focus on one single mode. Specifically, firms using multiple modes to obtain new resources and skills were 46 percent more likely to survive over a five-year period than those using only alliances, 26 percent more likely than those using only M&A, and 12 percent more likely than those using only internal development. 

To succeed, therefore, managers have to learn to right way to grow their company – and also learn when and how to abandon the strategies they have grown up with. For instance, big pharma has slowly but surely made a break with their “Build” tradition as companies moved away from the old self-contained integrated model into far more open and flexible networked models. Their reliance on alliances and licenses has increased in both product development and marketing and they have become aggressive acquirers.

My aim in writing Build, Borrow or Buy: Solving the Growth Dilemma (HBR Press, 2012) is to help executives to build a powerful new business capability: the discipline of selecting the best pathways tofollow when pursuing growth opportunities. From my research with W. Mitchell, I have developed a comprehensive framework for deciding whether—under what sets of circumstances and in what combinations—to BUILD, BORROW, or BUY your way to success. The three words that comprise the title of our book each express a point of view: 1. Build: We’ll do it ourselves! 2. Borrow: We need others to help us! 3. Buy: We’ll buy our way in! 

Finding Your Resource Pathways

Four questions frame the selection of the different growth pathways of internal development (Build), contracts alliances (Borrow), and acquisitions (Buy). Those questions are summarized in the step-by-step Resource Pathway Framework depicted in Figure 1.

Figure 1: The Resource Pathways Framework as a decision tree

 

Source: Capron and Mitchell (2012).

1. Are you Internal Resources Relevant? Firms should start by assessing whether they can leverage their current resources to satisfy their new requirements for growth. Developing new resources internally is faster and more effective than obtaining them from external parties only if (i) the firm’s existing resources (including knowledge bases, processes, and incentive systems) are similar to what is needed and (ii) the firm can outshine its competitors in the targeted area. In such cases, internal resources are relevant to the development of targeted resources.

Thus, most companies do begin the resource search process by evaluating whether internal knowledge and organization are sufficient to develop the new resources needed. Yet many companies grossly underestimate the gap between that they have and what they need. Hence firms that are determined to develop resources internally often fail to recognize the difficulties of conducting such projects.

2. Are the Targeted Resources Tradable? Once a firm has established that it needs to look elsewhere for needed resources, it must consider which mode of external sourcing to use. The first option to consider is contracting, which amounts to “borrowing” resources that another firm has created. Contracts (e.g., licensing agreements) are often a simple way to obtain resources externally. The benefit of a good licensing strategy—compared with more complex interfirm combinations such as M&As and alliances—is that the firm can cherry-pick desirable resources from external partners without the costs of acquiring and integrating an entire organization or managing complex arrangements. Licensing strategy is more effective when coupled with the internal capacity to assess and absorb the new knowledge.

The firm must be able to recognize conditions that suit purchase contracts, which can save substantial managerial time and attention if more complicated interfirm combinations are thereby deemed unnecessary. This approach may fail, however, if the resources in question are not effectively tradable (Williamson, 1975). Determining such tradability requires a clear definition of the targeted resources and an understanding—based, in part, on trust in the relevant legal system—of how to protect their value.

3. How Close do you Need to be with your Resource Partner? When a basic, arm’s-length agreement is insufficient to meet resource needs, the firm must consider a more complex relationship with an external provider. Such strategic collaboration is a more active form of using a partner’s resources. Alliances usually involve licenses but often extend well beyond them; in a co-development alliance, for example, both partners engage in developing a resource such as intellectual property. Alliances can take many forms, which range from R&D and marketing partnerships to freestanding joint ventures. All alliances involve ongoing interactions in which independent actors commit resources to a joint activity.

Alliances can be effective tools for achieving growth—whether by obtaining new resources or achieving greater scale and visibility in targeted markets. Alliances are more likely to succeed when (i) the partners have a focused relationship with limited points of contact and (ii) they can align incentives (Gulati and Singh, 1998). However, if a high level of coordination is required (because many of the partners’ business units are involved) or if there are significant differences in partners’ strategic needs, then the costs and difficulties of collaboration usually outweigh the benefits. In that case, an acquisition might make more sense.

4. Can you Integrate the Target Firm? Acquisition is the mode of last resort – reserved for cased that don’t suit any other path. However, that doesn’t mean that you must undertake an acquisition simply because you have rejected the other modes. The key question is: Can the acquiring firm integrate the target sufficiently and within a reasonable time? Integration may transpire soon after an acquisition or be phased in over time. Creating value from an acquisition requires resource creation that draws on the skills of the combined firm, as explained more fully in the section that follows. Without integration that creates new resources, the acquired firm is merely an expensive target that continues to operate as before—much as if your purchase of its shares were a passive investment in the stock market.

If the firm decides that proper integration of a target is not feasible, then it should reconsider the less complex options. These include alliances, partial acquisitions, and creation of an experimental internal unit to pursue new resources whose development is not easily integrated into the organization’s mainstream processes. In the end, a firm that has exhausted its options vis-à-vis resources should consider redefining its strategic road map.

About the author: 
Laurence Capron is the Paul Desmarais Chaired Professor of Partnership and Active Ownership at INSEAD, France and director of the INSEAD executive education program on M&As and corporate strategy. She is currently a visiting professor at MIT’s Sloan School of Management. She is the coauthor of Build, Borrow or Buy: Solving the Growth Dilemma (with Will Mitchell).

Sowing The Seeds of Autonomy

Everyone wants to be their own boss and some even want to own and run their own company. Here are a couple of ways to the entrepreneurial world or at work.You should start laying the foundation to this goal early in your career. Here's how:

• earn the trust of your boss - make sure you have a good rapport with your boss, positive give and take;
• broaden your personal skill set(s) - understand the entire organization, be able to read spreadsheets, update your computer and software skills, and most of all understand the business and competition;
• stay aboveboard - don't go as Sarah Palin would say "going rogue". What that really means as don't blindside your boss or surprise him/her;
• build stakeholder support - make sure you have the right influencers on your side, and hold them close, partner with other people who make a difference.  

I hope these few tidbits help you in your goal to be a true entrepreneur. If you have other seeds of wisdom please email them to me at wgstevens2@gmail.com. 

The ROI Of Cloud Apps

Cloud applications continue to gain momentum in enterprise applications as buyers are attracted to fast deployment speeds, low upfront costs, and ongoing flexibility to scale up or down as needs change. But as firms spend more and more of their closely guarded IT dollars on cloud applications, sourcing executives must scrutinize the long-term value of these investments. Today’s cloud investments represent millions of dollars of annual IT spend for some larger consumers of cloud. Forrester's report analyzes the longer-term, five-year cost of ownership and value for cloud applications across four categories: customer relationship management (CRM), enterprise resource planning (ERP), collaboration (including email), and IT service management.


Cloud applications, also known as so$ware-as-a-service (SaaS), are taking the so$ware market by storm. Cloud giant salesforce.com boasts nearly 100,000 companies in its CRM-centric client base; SaaS keeps growing at rapid pace across sectors like ERP (NetSuite, Workday, and Business By Design), IT service management (CA, BMC, HP, and Service-now.com), and email (Google, Microsoft Office 365, and IBM Lotus Live). Buyers gravitate to these solutions because of their low upfront costs and fast speed of deployment. Many SaaS solutions also o&er a more user friendly UI than their on-premises competitors due to their more recent introduction or the providers’ ability to rapidly update the UI through automatic,
seamless upgrades. For example, salesforce.com has evolved its original eBay-like look-and-feel to today’s more modern Facebook-like design. Forrester's recent budgets survey shows that 51% of firms plan to increase spending on software-as-a-service, while only 9% plan to decrease spend. But, despite such bullish growth and near-term spikes in spend on SaaS, the subscription model raises questions about its longer-term financial impact.


FOUR FACTORS DETERMINE THE ROI OF CLOUD APPLICATIONS

Cloud is certainly fashionable at the moment among business leaders, but few understand its full implications. Sourcing executives should therefore cut through the fog of misinformation and
objectively evaluate the financial impact on business when considering the adoption or avoidance of cloud applications. How? Companies can use a simplified version of Forrester’s Total Economic Impact™ (TEI) model to systematically consider:

1. Benefits. How will your company benefit from cloud applications?
2. Costs. How will your company pay, both in hard costs and resources, for cloud applications?
3. Risks. How do uncertainties change the total impact of cloud applications on your business?
4. Flexibility. How does this investment create future options for your organization?


Key Benefits: Cloud Applications Drive Faster Time-To-Value
Organizations that are implementing cloud applications can expect several benefits, mostly around deployment speed, subscription pricing models that align with usage, accessibility, and usability. Scale, timing, and duration of these benefits can be estimated by considering one or more key metrics and the value to the organization of improving those metrics over time. 

Ongoing benefits include: 

• Faster deployment speed
• Reduced support needs
• Simpler, more frequent upgrades
• Better utilization

Key Benefits Of Cloud Applications are: Reduced cost of adoption, Quicker adoption, On-premises cost avoidance,and Improved flexibility. 

Risk Analysis: As Cloud Market Evolves, Buyers Should Expect Consolidation And Shakeout

No change — or avoidance of change — is without risk. Factoring this uncertainty into the analysis converts an optimistic, and potentially unachievable, plan into one with higher accuracy. Initial estimates can be refined by factoring in two key risks:

• Vendor viability as the market shakes out. #e advent of cloud platforms, such as Azure and Force.com, has lowered the barrier to entry for solutions. Many cloud start ups can get going with a small team of coders — with little or no start up costs or venture capital. As a result, cloud applications proliferate — but some may have a short life span, either because of failure or acquisition. While acquisition can sometimes be a benefit that adds stability and investment, it can also be a risk that leads to changes in contracts, changes in pricing, or even a shutdown of the acquired technology (as happened with Google’s acquisition of Plannr). Overall, vendor viability risks are high as this early market moves at such a fast pace.

• Vendor lock-in. Cloud applications are usually easy to get started. But in the longer term can be difficult — and expensive — to switch vendors. In some cases, users become“hooked” on user-friendly cloud applications. Business users may strongly resist switching from an application they like. Also, most vendor switches will require data migration and implementation costs to move to a new solution (whether cloud, hosted, or on-premises).

BUSINESS VALUE OF SPEED AND FLEXIBILITY VARIES BY TYPE OF APPLICATION

To arrive at a quantitative assessment of the economic implications of cloud applications, Forrester evaluated the key drivers of benefits, costs, and risks for an organization moving from on-premises to the cloud. We provide examples of the ROI calculation for three software categories: 1) business productivity apps including email; 2) CRM; and 3) ERP, including human resource management. Beyond considerations common to most types of SaaS, firms must consider application-specific issues as well, including:

• Impact of software usability. Solutions with large, fluid user populations will reap huge benefits from an easier-to-use, intuitive design. For example, CRM products have a high churn end user population of sales teams. In these cases, usability is a significant factor that can materially reduce training time and cost and increase end user adoption, and thereby improve ROI. Other applications, like IT applications or finance applications will usually be less affected by UI design, since they are used by a smaller population that will likely undergo application and process-specific training upon hire.

• Breadth of application footprint. The amount of application functionality will determine hardware and IT staff that can be retired or redeployed (costs saved). If the cloud solution replaces a large on-premises application (such as an HR suite like Ultimate Software or a full ERP like NetSuite or Business ByDesign), organizations will save IT resource and support costs. But if the cloud application is more of an add-on or replaces only a portion of a larger enterprise application, the reduction in hardware, support, and IT staff will be small.

• Value of upgrades. Seamless, automatic upgrades matter more for some cloud application categories than others. New, rapidly evolving categories will benefit significantly from frequent feature/function enhancements, as will those like security and compliance that need frequent content updates. Conversely, firms might be less inclined to care about new functionality in mature, stable spaces such as accounting.

R E CO M M E N D AT I O N S

SMART CONTRACT NEGOTIATION STRATEGY CAN INCREASE THE VALUE OF CLOUD APPS

Sourcing executives can help their organizations get even more value out of cloud purchases by:

• Determining the right deal length. Sourcing executives should consider planned usage as  well as the evolving vendor landscape to determine the right deal length. If they are making a significant bet on the application, they should favor longer deals. They also may like to lock-in a low rate through a longer (three to five year) deal in a maturing market like CRM. If they are in fast-growth mode or have other significant variability, sourcing executives should opt for shorter deals that give them room to change course. Similarly, in markets that are still quickly evolving, sourcing executives should sign shorter deals; new options and acquisitions mean that they will want to consider alternative options more frequently.

• Opting for the best-value license category. Cloud applications now offer more advanced pricing. Some vendors offer multiple tiers of applications (that vary by functionality or performance and disaster recovery commitments) and multiple licensing options, such as enterprise wide license options that eliminate explicit user-based pricing. With price tags getting into the millions annually for more complex cloud deployments, sourcing executives should help their firms navigate the licensing options to figure out which will create the best deal overall. They also need to consolidate contracts and put an end to one-off contracting by business, which prevents organizations from getting volume discounts.

For more information go to Forrester.com for the complete study and survey. 

Make Communications Clear & Understandable From the Start!!!

I thought I would post a comment on communications. For those in HR who read my blog, you will undoubtedly understand the meaning of clear and concise communications. So I thought I would tell a story on how potentially unclear communications can ruin a friendship or change the course of a relationship, be it at work or in your personal life. 

A friend of mine decided to move to a new location where an old friend of his lived. They were best of friends in college and each working in different fields. My friend decided to pull up stakes where he currently lived to move to the town where his friend lived. His friend said he could move in with him until he got settled and found a job. What a great thing. 

He moved in and about a month later his friend said, why don't we just be roommates and split the rent. Even better right? So to top it off, my friend got a job within a a month and started work. They had a great time doing things together in their off time until 1 day my friends friend said, " I think you should find your own place". This isn't working out. What a surprise to my friend. Hurt was not the word for his feelings and especially when his friend said "find your own place". 

You can imagine the wedge that is now between these two people. one feeling like he is getting thrown out, and the other feeling his best friend really didn't hear what he said initially when he moved in. You can figure this complex issue out but the moral of the story and especially for HR practitioners is "make sure your communications is clear, concise and that people understand at the outset what you mean". If not, you will have many problems with your constituents. 

SortBox Replaces Email As A New Way To Review Job Applicants

With a down economy, and an overwhelming number of job applicants to any open position (well, maybe not in tech startups, but everywhere else), there’s a real need for tools that help businesses better sort through their over-crowded inboxes to find the best candidates from among thousands of emails with attached files, photos, resumes and cover letters. A new company called SortBox wants to help address that problem by getting rid of the email inbox altogether. Instead, it’s offering a simple, customized inbox designed just for the purpose of moving through job applications quickly.

The SortBox inbox was created to be very easy to use, however it joins a crowded market of companies innovating the talent acquisition/hiring space : there’s The Resumator, HireRabbit,Firefish Software, Jobvite, Ovation, and Sendouts, to name just a few, and Oracle acquired top competitor Taleo at the beginning of the year.

But a lot of the companies that are designing tools related to hiring are offering something robust, with a lot of features and configuration options. Obviously, that serves a need in this market, but SortBox wants to provide an alternative for businesses that don’t need that level of complexity. Its target market is not the enterprise, but rather the mom-and-pops, the small businesses, recruiters, and yes, even startups who are just looking to keep their actual inbox clutter-free.

Explains SortBox founder Justin Sherratt, “we purposefully removed many features, both on the scope and even commented out code because we wanted to come to market with an MVP product that was super easy to use,” he says. “In time we are going to add products and functionality.”

And you can really fly through the job applications, thanks to SortBox’s color-coded “Yes,” “No,” and “Maybe” buttons at the top of each application. The system also supports multiple SortBoxes so you can advertise for more than one position at a time, and keep everything related to hiring in one central resource. Currently there’s no auto-posting feature included, but companies can post the custom link SortBox generates to places like Craigslist, Facebook, LinkedIn, or Twitter on their own. In the future, support for auto-posting will be added.

SortBox was founded in April 2011 during Sherratt’s participation in the Founder Institute program in NYC. His background includes time spent at startups (RxCentric.com, 300 Monks, NinjaFinder), at recruiting agencies, and in film (producing, directing, and cinematography). Having been involved with the hiring process directly in many of these efforts – and even building tools like NinjaFinder to fix the problem of finding creative talent – he knew first-hand how difficult the current hiring process is today. This experience inspired him to build a tool that could simplify the process for any industry.

Prior to today’s public debut, the company has been running a private beta test with under 50 customers, which included startups like Wello.co and Kindara.com, and restaurants like Mixt Greens and Split Bread. Pricing for SortBox has not been worked out, but it will be a freemium-based service. You can try it for free from here now.

by Sarah Perez - Sarah currently works as a writer for TechCrunch, after having previously spent over three years at ReadWriteWeb. Prior to becoming a professional blogger, Sarah worked in I.T. across a number of industries, including banking, retail and software.

Stress Relievers

The information below was provided by guest writer Rob Geller and is helpful information in managing stress in the workplace. 

How to Ensure Stress Relief at the Office 
When the level of stress in your office is weighing heavily on your mind, it will no doubt affect your overall health. Unfortunately, people have allowed unreasonable levels of stress affect them, so much so that in some cases, it can become irreparable. If you need to ensure that you are not experiencing too much stress at the office, you may need a new plan for stress management. It may take a good bit of effort, but it can be done. More importantly, it will keep you much healthier while working. 

Disposable Jobs
It is very important to to understand that all jobs are disposable. If it’s not this job you have now, it can be a different job. Tell yourself that your health and your personal mind are not disposable. You need to take care of your mind and health first, even if that means quitting a job.

Power Breaks
During your workday, stop and take a nice power break. If you are experiencing a work overload, or if a something at work is stressing you out, take a break. If you go outdoors and walk for 15 minutes, or go the break room and lay your head down for 15 minutes, or even take a 15 minute nap, it will likely help exponentially. Before letting it get to you, always walk away from stressful situations for a few minutes.

Working EnvironmentIf things just aren't working for you, then change or modify the environment you work in. Try to change whatever you can to ensure that you can handle it. Perhaps turn on some music, or invest in a new chair. Bring in pictures of loved ones. Don't forget to ask permission about some of these though, and also be sure that you're not distracting or otherwise affecting those around you. 

Organized Space
You may find this hard to believe, but the more organized and clean your working space is, the lower your level of stress will be. Organize the space you work in so that it’s never cluttered. You will be amazed at how much less stressed you feel when you do. 

Positive Attitude
A positive attitude while at work is often  the key to less stress. Always remember that you have a life outside work. You have a home, a sanctuary. You also won't work here forever. There are many things to look forward to, both big and small. Trust me, this is my favorite technique in combating stress.

Setting GoalsMake sure you only set only practical goals for yourself at work. Make sure they are realistic so that if you fulfill them, it will give you that extra confidence and boost to do much better again. Taking on a challenge is great, but don’t let them get you worked up and stressed. 

Humor 
Have a little bit of humor at the office. Humor plays a big role in reducing stress. Be sociable and laugh with your co-workers and have some fun. Cultivate good relationships with those you work with and smile often. You will be amazed at how less stressed you feel when you do. Don't be afraid to ask your co-workers if they want to spend a night on the town on Friday, and always say yes to social invitations!

It might be hard to believe, but Stress CAN be managed at work and YOU can be the one to manage it. Try some of the above tips when you are feeling stressed at work and see how much you can change it!

Rob Gellar writes about stress, management & more at www.grouphealthinsurance.org.

Salesforce.com To Debut 'Work.com' At Dreamforce

IDG News Service -  Analysts expect an initial product launch will be followed by a broader strategy for HR software.

Salesforce.com is planning to up its stake in human resources software with the unveiling of a new service called Work.com next month during the Dreamforce event in San Francisco.

The news first emerged in a Bloomberg profile of the company published on Thursday. A Salesforce.com spokeswoman confirmed the story's accuracy but declined to provide additional details.

Salesforce.com's interest in cracking the human resources software market is hardly a secret. Last year, the company purchased a startup called Rypple, which focuses on employee performance management. Fitting in with Salesforce.com's general theme of "social" enterprises, Rypple uses a social network-like approach that allows managers and co-workers to give ongoing feedback and recognition, in a departure from the traditional annual or quarterly review process.

But performance management is a fairly safe area for Salesforce.com to begin with in HR software, since it isn't subject to the same sorts of regulations and legal hurdles as areas such as payroll, benefits and training.

Work.com is likely to be a combination of Rypple's capabilities and the corporate-perks functionality Salesforce.com gained through the recent acquisition of ChoicePass, according to Forrester Research analyst China Martens.

That matches up with the Bloomberg report, which said Work.com "will let managers set organizational goals and recognize employees."

But it seems likely that Salesforce.com has bigger plans in mind as well, and will reveal them at Dreamforce.

"They're really trying to pull out all the stops and establish themselves credibly as doing something in [HR software], and they sort of have to," said analyst Naomi Bloom, managing partner of the consulting firm Bloom & Wallace.

It's not surprising that Salesforce.com is interested in this market, since HR applications reach many more potential users within a company than the CRM (customer-relationship-management) software that has made up Salesforce.com's core business since its inception.

HR software "touches everybody," Bloom said.

Salesforce.com will need to make serious investments in its underlying Force.com platform, given the complex requirements of HR software, according to Bloom.

Dreamforce showgoers can expect Salesforce.com to lay out "a fairly ambitious, interesting, new-age agenda" for HR software, but it's not likely the company's strategy will attempt to take established players like Oracle, SAP and fellow cloud vendor Workday head-on, Bloom added.

Martens sees a number of potential scenarios playing out.

For example, Salesforce.com could make a major acquisition, "perhaps picking up Saba, which is struggling with financial woes at present," Martens said.

The future might also see Salesforce.com build out a full-blown "HR cloud," with a combination of home-grown development, acquisitions and partner-built applications, according to Martens.

Dreamforce starts Sept. 18 in San Francisco.

Chris Kanaracus covers enterprise software and general technology breaking news for The IDG News Service. Chris' email address isChris_Kanaracus@idg.com

The Business BYO Craze: Has It Gone Too Far?

by SHARLYN LAUBY on AUGUST 12, 2012

One of the workplace trends being talked about is BYO (aka Bring Your Own). I can see where it can make a lot of sense…when it comes to certainthings. For example, given the popularity of smart phones, it could be a win-win to ask employees to bring their own. The company saves money by not buying a bunch of phones. They could give employees an allowance to cover a portion of the cost. Employees don’t have to carry two phones. And they use a phone they’re already familiar with.

I’ve also read a few articles about the changing face of education. The first was from Mashable “How Tech Will Transform the Traditional Classroom”. It’s a forward-looking piece about using tablets in school and how it will change teaching and even activities like homework.

The second was on The Huffington Post – “Technology in Schools: In Some Cash-Strapped Districts, Kids Bring Their Own Devices”. The article is exactly what you’d expect. Budget constrained school districts don’t have money to buy computers, so kids bring their own. On one hand, this is creative. On another, it’s setting a dangerous expectation that kids live in households that can afford tablet computers. I could understand if we were talking a $20 Texas Instruments calculator. But tablets aren’t cheap.

Now, there’s talk about Bring Your Own Learning (BYOL). Jane Hart penned a piece about developing a BYOL strategy since “smart, social, autonomous workers are already doing their own thing and solving their own learning and performance problems much more quickly and more easily by using their own tools and devices.” I found Jane’s post to be really thought-provoking and it brought back what I had been reading about BYO from others.

As a training consultant, I have to bring my own devices to my client engagements. And I have to figure out my own professional development needs along with making learning opportunities happen. So I get itconceptually. But it seems like the only way BYO initiatives will really have impact is if they are scalable. One school doing BYO is good – but entire school systems doing BYO is great. Scale offers the opportunity to create strategy.

Which raises bigger questions: Are individuals ready to accept responsibility for bringing their own? Has the education system taught people the principles so they can be successful bringing their own? And are corporations supplying the resources – both financially and otherwise – so employees have the means?

Talk about business BYO needs to be more than a “trend of the day” conversation. And it should center around more than just “technology is our future”. In order for it to be successful, there are serious questions to be resolved.

Image courtesy of HR Bartender

Talent Turnover is Increasing - What Are You Doing to Stop It?

Well it is beginning, the talent turnover cycle again. Why, because there are more opportunities out there today than there has been in the past three(3) years for talented and highly skilled individuals. The voluntary turnover rate from 2010 to 2011 increased from 7% to 8.2% according to Pwc Saratoga reports.  What that means is there has been a latent urge for top performers to leave their current companies. 


I would guess based on the report that you will see an increase from 2011 to 2012 as well and my projection is 9.0%. So what will you need to do in the meantime you ask?

• check on your employee engagement
• do a internal survey to really get the pulse of the population
• invest in training and development
• don't over engineer your performance management system. Make it simple and employee friendly
• review your spot bonus and incentive awards programs
• make sure you are challenging your Millennials and Gen Y population
• make employee more visible and connected to the business

I hope these ideas and your current practices get a fresh review and since it is close to 2013 budget time make sure you plan for these and other employee programs that engage your talent pool. 

The Rules of Employee Engagement

The other night I was at an event with dozens of my former employees. As we chatted about what’s going on in our lives, I heard a recurring theme. One woman told me about her most recent job, “I was hired to replace two people who left.” She started out handling the workload of two people, and did it so well that she eventually got handed the workload of three.

Another friend told me how the more successful he is at his job, the more responsibility he gets. Of course, that’s normal, but what was happening to him seemed a little extreme. He started out overseeing 20 websites for his employer and now handles 96, “I’m just glad they hired some people under me.” But with his duties increasing exponentially, he’s struggling to keep up.

These employees are singing a familiar song, one I heard echoes of in the latest Global Workforce Study by Towers Watson, a global professional services firm. The study, which found almost two-thirds of U.S. workers are not fully engaged in their work, defined three types of engagement:

1. Traditional engagement: Employees’ willingness to expend discretionary effort on their jobs.
2. Enablement: Having the tools, resources and support to do their jobs effectively.
3. Energy: Having a work environment that actively supports physical, emotional and interpersonal well-being.

Overall, just 37 percent of U.S. workers are highly engaged in what Towers Watson defines as a “sustainable way” (meaning they scored well on all three elements of engagement). Here’s a more specific breakdown:

• About one-fourth (27 percent) are unsupported, meaning they are willing to go the extra mile but don’t have the necessary enablement and/or energy.
• Thirteen percent are detached, meaning they feel enabled and/or energized but aren’t willing to go the extra mile.
• Nearly one-fourth (23 percent) are totally disengaged, meaning they score poorly on all three aspects of engagement.

Why the lack of engagement? Towers Watson says it’s:

“The result of almost a decade of pressure to do more with less and respond to the challenges of global competition, ever-evolving technology and the ongoing need for strict cost management.”

Sounds familiar, right? More specifically:

• Only 43 percent of disengaged employees say their supervisors have removed obstacles that prevent them from doing their jobs well.
• Just 26 percent say management involves employees in decisions affecting their lives.
• Less than half (48 percent) feel the amount of work they are required to do is reasonable.
• Only 40 percent say they have enough staff on their team to do a good job.

The employees who reported being highly engaged were far more likely to be positive about these areas.  When you look at what sustainable engagement requires you to give employees, it’s really pretty simple:

• Enough support from their supervisors to do the job well.
• The tools and resources they need to do the job well.
• Enough staff to do a good job.
• Mental, emotional and physical downtime so they can come back and keep doing their jobs well.

What is at risk for your business if your employees aren’t engaged? This isn’t just a feel-good thing. In some related research, Towers Watson looked at sustainable engagement scores for 50 global companies and found that companies with high sustainable engagement had operating margins almost triple those of organizations with a largely disengaged work force.

There are other risks, too. Remember my friend who was doing the work of three people? When she found out her employer was about to take on another huge project that she’d be in charge of, that was the last straw. Not ready to do the work of four, she quit and is now her own boss for the first time in decades. “I’m so glad I did it,” she told me.

How engaged do you think your employees are – and what are you doing about it?

Help Photo via Shutterstock

From Small Business Trends

Read more: http://feedproxy.google.com/~r/SmallBusinessTrends/~3/3TAhxLH14go/rules-of-employee-engagement.html#ixzz21weF1Xyo

Who Holds the Real Keys to the Organization, Anyway?

What is the narrative of your movie reel?

The rank-and-file workforce had weathered layoffs, had their commissions slashed, and on top of that, their salaries had been frozen over the past five years.

However, the chief executive’s decision was this — let’s have the senior management team take a lavish trip down to Bermuda and live it up.

That was the story over at Benjamin Moore, where the CEO and top executives recently took that fateful trip.

How does clueless look?

The results were not pretty. Warren Buffett, who owns Benjamin Moore, made the decision to oust the CEO basically for being clueless. He flew in a group of officials and they fired Benjamin Moore CEO Denis Abrams on the spot. They even humiliated him by giving him just a few minutes to pack up his things before escorting him from the building.

Incredulously, it was noted that he kept asking what he’d done wrong. ”They told him to clear his stuff out while they stood and watched every move he made.”

It has gotten to the point that I have become jaded with corporate behavior. Nothing fazes me anymore. I heard the Benjamin Moore story on the radio as I was driving home. My reaction? I just shook my head and moved mentally to something else.

Reality and the new world order

The company is in bad shape. No salary increases, commissions slashed, and the decision as soon as the first quarterly sales increase since 2007 comes into view: Fly the senior team down to Bermuda, charter a yacht, have a sumptuous meal, and live large to celebrate.

That is the way it used to be done, but welcome to reality and the new world order. Those types of celebrations are relics of the “Mad Men” era.

I had a friend call me during the past Christmas holiday. His firm had just gone through another round of layoffs. He told me how despondent everyone was and that the CEO had just taken a seven figure bonus. Although their company was really struggling, this leader still took the money.

In a divorce, I have always said there are three sides: husband, wife, and the truth. In the corporate world there are also three sides: CEO, HR, and the employees. Instead of assuming what your employees want, just ask them.

Assumptions can no longer be made

It seems that there is no connectivity between the three aforementioned prongs of an organizations. CEO’s and their team see it one way, while HR has another view — and the key to it all is people.

Want to know who has the keys?

• Employees matter, more than any other entity within the organization — be it products or hard assets.
• Employees are the ones that will innovate and build the products.
• Employees are the ones that support and serve the organization’s customers.
• Employees create value.
• Employees undermine value.
• Employees cultivate relationships and, by the same token, can kill relationships. Employees drive success but they can also undermine success.

The power of energized & motivated employees

Regardless of what the organization’s goals are, if they are in the hands of mistreated, misinformed, and forgotten people in the process, it is not going to happen.

There is no comparison to being in the hearts and hands of energized, informed, and motivated people.

Organizations are ever-changing and are dependent on the engagement, talent, and energy of their people to operate successfully.

At a companies own peril, they can ignore the mental well-being of your people and culture. Step inside any company, no matter the size, stage of development, or level of success, and the culture is either driving the strategy or undermining it.