Monday, 6 August 2018

Guest Article: Here’s What AI Means for Your Leadership by Jennifer Miller

woman as robot

Will artificial intelligence change the way you lead? Yes, and probably in ways that were unthinkable even a few years ago. There’s a lot being written right now about how AI will affect the white-collar workforce. Jobs once thought immune to automation due to their extensive need for human analysis are now seen as AI’s next target.

Career coach Dana Theus says the bots are already poised to change the game for leaders. In her article “Managers, Are You Ready to Hire Bots onto Your Teams?” Theus predicts, “Whereas a year ago I would have told you that the experts were saying such advancements wouldn’t mean major job changes for most office workers, today the experts are saying that almost every job will be affected in the next decade, or sooner.”

What does all of this mean for the everyday leader in the trenches? Before anybody runs through the streets like some workplace version of Chicken Little, yelling, “the bots are coming!” let’s consider what an AI workplace really means for you and the team you lead.

It’s part of the workplace’s evolution. When you view the discussion of artificial intelligence as nothing more than a continued exploration of the workplace, it becomes less threatening. Think of any technological advancement that you’ve personally experienced over the past decade or so. At its inception, there were most likely enthusiasts and naysayers. But over time, the new technology settled in and became part of the workplace fabric. Adding AI to the mix is just the latest iteration of an ever-evolving discussion of how humans get work done.

To survive, develop the whole person. It’s the very quality of being human that still sets us apart from AI. Even though bots continue to advance their ability to mimic the human mind, we still have the edge on soft skills such as collaboration and empathy. Now, more than ever, team members need to develop their technical and their interpersonal skills. Are you developing people to their fullest human potential? Given that the World Economic Forum estimates that 10 of the 16 most critical skills for the workplace are soft skills, savvy leaders will continue to place equal emphasis on job-specific skill development as well as interpersonal skills.

Reflect on how you lead. Leadership, while typically already seen as a wholly human endeavor, will still need to adapt. Nobody will be immune to advances in technology. What’s a leader to do? Tech expert Paul Roehrig sums it up nicely in this Fast Company article in which he advises, “to beat the bot, you need to be more human.” And the more human, the better. Qualities such as compassion, mindfulness and selflessness are now seen as the foundation for effective leadership. Give consideration to how you stack up in these often overlooked leadership traits.

Get ready for a bot/human team. Theus advises leaders to “future-proof” themselves and their team members. Rather than being merely tools that humans use, bots will soon be part of a hybrid team of machines and humans.  “To stay ahead of the curve on these kinds of market shifts, you need to start thinking about how you produce results using both human and automated team members,” she writes. As unsettling as it might be to think about a bot as a team member, the way to stay ahead of the game is to double down on helping your human team members do what they do best: create, connect and bring human energy to their work endeavors.

AI will soon affect how you lead. Are you ready? Use these four tips to stay ahead of the curve and capitalize on the one element a machine has yet to master: your humanity.

A modified version of this article appeared as a SmartBrief Original and is published with permission.


Article source:Jennifer Miller - Here’s What AI Means for Your Leadership»

Tuesday, 31 July 2018

Guest Article: We’re Only Human 39: Ohio Living Serves 70,000 Clients Annually with Core Values by Ben

Do you know the core values of your business? Do your employees? More importantly, do they live them?

In today’s episode, Ben interviews Dana Ullom-Vucelich, Chief Human Resources Officer and Ethics Officer at Ohio Living. Ohio Living provides services to a range of individuals, reaching more than 70,000 clients per year. The company’s 3200 employees are guided not just by policy and procedure, but by a strong sense of ethics and core values that permeate the culture and atmosphere of the firm.

In the discussion, Ullom-Vucelich gives her insights into what it takes to engage employees and get their best. In addition, she gives a variety of business and clinical/healthcare impacts of having engaged employees, going beyond the “pat on the back” to more substantial value that engagement and recognition can bring. If your business is looking for ways to create more engagement and drive better business results, this is the show for you.

Learn more: https://www.ohioliving.org

If you enjoyed this, be sure to check out episode 20: Growing a Business with Your Heart


Article source:Ben - We’re Only Human 39: Ohio Living Serves 70,000 Clients Annually with Core Values»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Thank You, May I Have Another? by Jay Kuhns, SPHR

What was your first reaction when you read the title to this post?

"Thank you, may I have another?"

Did you "go negative" right away? Did you think I would be discussing HR leaders getting dumped on by their colleagues, the employees, and a long list of other ungrateful souls?

Wait Just A Second
How about we try this approach instead...

"Thank you, but I would prefer the high risk project"

"Thank you, however, I would like to take the lead on that new initiative"

"Thank you, but I would really like to be a part of that expansion project"

There is is huge difference between the "regular" HR folks who default to a "whoa-is-me" professional existence...and then there are those that...

...well, they go for it!

They don't fall into the trap of hubris, excuses and arrogance.
They don't chase glory and extra squares on their org chart.
They don't wait until every plan is so perfect, that it is actually too late to execute (if they know how to execute at all.)

Old HR is Dead...Welcome to the New World
I don't always get it right in my work. I also make mistakes...regularly. But I can honestly tell you this my friends...

I am not afraid to do what's right.
I am not afraid to stand up to the bullies.
I am not afraid of the nay-sayers who are living in their self-indulgent arrogant past.

It is 2018. It's time to be more than you ever thought possible!
It's time to go for it!



How About You
Who are the weak links in your world that are living in the past? Perhaps it's time to stop giving them any airtime, and simply push your organization to the next level? They wouldn't understand how to lead the way, so why waste precious company resources on old school slow-movers?

Go for it friends. 
Today!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Thank You, May I Have Another?»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: PHR/SPHR Course Update [Announcement] by Ben

If you aren’t studying for the HR certification exam then feel free to ignore this or share it with someone that is studying. Thanks! :-)

Earlier this summer I set a really big goal for myself and the team that’s working on the development of the new PHR/SPHR course. I wanted to have the new course fully up and running by August 1st to coincide with the new HRCI changes. However, this is still in development and it’s looking like we will miss the deadline for rolling out the new course.

With that in mind, I’ve decided to take an intermediary step and adapt the materials we’ve been using and updating for the last 10 years to help test takers to bridge the gap. These changes should be done this week and I’ll post again letting everyone know. The changes HRCI has made are fairly minor and mostly revolve around changing the titles of the sections and moving around some of the content, but as I’ve told students for years it isn’t like HR is suddenly new and different (we just make up different names for some pieces of it on a regular basis to keep things fresh).

That said, we are still pushing the development of the new materials. I am really excited to see where this goes and would love to have a handful of beta testers to try it out for free as we finalize development in August in exchange for feedback. If you’re interested in this please reach out to me!


Article source:Ben - PHR/SPHR Course Update [Announcement]»

Check out more of Ben Uebanks' work at Upstart HR

Monday, 30 July 2018

Guest Article: Using Job Titles Instead of Pay to Compensate Employees by Ben

Writing a lot about compensation today! I also have a piece up about 3 ways compensation policies can cause employee turnover as well in case you want to check it out. . 

This past week I was talking with a friend and he explained that his job title had recently been changed from “XYZ specialist” to “XYZ manager.” He laughed and said that, of course, it didn’t come with a pay raise. I know those kinds of “promotions” are common, but I also explained to him that even if a raise didn’t come right away, having a title like that could lead to higher pay down the road.

For starters, even if there is no pay change, the recognition of your hard work with a title change can give you a sense of satisfaction with your work. Dan Pink’s book Drive talks about the three areas we need to hit in order to create an engaged workforce: autonomy, purpose, and mastery. This recognition hits squarely on the mastery piece, especially if the title change is conveyed appropriately. We want to feel like masters of our own domain, and that transition in job title can be one way of realizing that.

Perhaps even more importantly is the future potential value of that job title. If my friend was looking for a job and has “XYZ specialist” on his resume, employers and recruiters will assume he’s earning in a specific range. However, with “XYZ manager” on the resume, recruiters will assume that his range is even higher, potentially increasing job offers and opportunities. For example:

  • Specialist market range is $60k to $80k
  • Manager market range is $70k to $90k

That job title change could be worth up to $10,000, depending on how it’s leveraged in the future. This is a pretty significant bump for the receiving individual!

I do want to caution you that I am not promoting title inflation at the expense of the workforce. This isn’t about throwing titles at people that haven’t earned them or trying to avoid paying someone what they have earned by changing a few letters in their job title.

Instead, I see it as just one more tool we have to help create more connectivity between the employee and the company by recognizing their contributions. This is a one-time opportunity and can’t be used year over year to avoid paying someone for what they’ve accomplished.

What do you think? Have you done this? Would it work for some of your high performers? 


Article source:Ben - Using Job Titles Instead of Pay to Compensate Employees»

Check out more of Ben Uebanks' work at Upstart HR

Tuesday, 24 July 2018

Guest Article: Why You Should Always Discriminate in the Workplace by Ben

Discrimination isn’t necessarily a bad thing.

I overheard a conversation the other day between two employees at a local restaurant. One of them said:

“I am so sick of our boss. He is always discriminating against me for coming in a few minutes late or not getting my work done as fast as Joe.”

The second employee turned to the first and responded:

“It serves you right. Show up on time. Do better work. It’s not really that hard.”

Because I’m incredibly mature and kindhearted I held my laugh in until I was out of earshot, but it seems like I hear this kind of thing more and more. People feel like all kinds of discrimination are bad/wrong/evil.

Not true.

See, we won’t discriminate against you for your age, gender, etc. Those things are protected (as they well should be). But work performance? I can discriminate against you all day long.

“Discrimination” isn’t a blanket defense for poor work habits. Just an FYI. In the words of the young man who is wise beyond his years: show up on time and do better work. It’s not really that hard.

Share this with a friend or leader that would appreciate it today!


Article source:Ben - Why You Should Always Discriminate in the Workplace»

Check out more of Ben Uebanks' work at Upstart HR

Thursday, 19 July 2018

Guest Article: It's Time to Suffer by Jay Kuhns, SPHR

"I'm not good enough."

"I'm not going to get that new job."

"I really messed up that relationship."

"It's my own fault...I just can't handle all this pressure."

"I'll never have an opportunity to get ahead here."

Our Mind: Friend or Foe?
The often discussed - and even more frequently "heard" - minds of ours can be so powerful that we sometimes get lost, literally, in them.

I try to use my self-talk machine to help me stay positive, fired up for each new day, and to keep moving forward. I'm obsessed with constant motion.

However, that does not mean that those voices in my head don't do their best to derail me and turn me into a quivering mass of jello.

Self-talk is powerful. 

No, We Aren't Supposed to Suffer
For some reason when we stumble, the thought comes into our heads that we must be punished. Why is that?

Guilt?

Sadness?
Resentment?
Disappointment?
Embarrassment?

It doesn't make any sense. Yet, I completely understand why someone might feel that way...because I have felt that way too.

What is it about "not being perfect every time" that makes us think we need to experience emotional pain or stress? 

Have we set such unrealistic expectations of ourselves that each mistake or wrong decision must be punished?

Whoa! That is a lot of pressure!


How About You
How do you handle setbacks or disappointments, particularly when you have contributed to them? 

Does your mind kick in to overdrive and begin the attack on...you; or, have you developed a way to sidestep that very human reaction, and follow a different path?

I'd love to hear from you.


No Excuses.

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Article source:Jay Kuhns, SPHR - It's Time to Suffer»

Check out more of Jay Kuhns' work at No Excuses HR