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Employees Need to Learn Freelancing Skills

February 21, 2017 by Sharlyn Lauby 3 Comments

I read a Wall Street Journal (WSJ) article recently titled, “The End of Employees”. It’s a good read and you should check it out when you have a moment. The article talks about the growing number of companies that are using freelancers, contractors, etc.

Freelancing is more than a trend. It’s a business dynamic that deserves attention. There are lots of different terms for it – some call it a contingent workforce or the gig economy. The Bureau of Labor Statistics (BLS) defines a gig as “a single project or task for which a worker is hired, often through a digital marketplace, to work on demand.” Regardless of what you call it, there’s a lot of it going on.

According to the Freelancers Union (and yes, there is one), freelancing is a $1 trillion industry (that’s not a typo – trillion with a t). Freelancing represents 35 percent of the U.S. workforce. And probably one of the biggest things to know is that a growing number of individuals are choosing freelancing as a career (63 percent). We need to shed the stereotype that freelancing is this thing people do when they can’t find a job.

As the WSJ article mentions, organizations are benefitting from using contingent workers. They can tap into specialized talent when they need it. They can flex up or down their operations easily. This is the “borrow” component of a buy, build, and borrow recruiting strategy.

But there are a few things that I would add to the WSJ article. If you’re an organization looking to develop a contingent worker strategy, or an individual wanting to start freelancing, here are a few things to keep in mind:

Organizations that want to hire freelancers:

Put a process in place to source, select, and onboard freelancers. If you’re bringing on freelancers because they have specialized skills, then this isn’t a “lowest fee” hire. Do your homework and understand the market. Select a freelancer who will work well with the team. And give them the tools to be successful. If they will need to attend an internal training session, let them know that in advance.

Engage your freelancers. The goal of developing a contingent workforce is to have people who will drop everything and help you when you need it. The way to accomplish that goal is to keep them engaged with the organization. We’re not talking about dangling an occasional carrot. Engagement can be keeping them informed about what’s happening. Possibly inviting them to an internal gathering. Or sending them a thank you note for a job well done.

Individuals who want to freelance:

Learn the critical skills associated with freelancing. Being an employee and freelancing are two different things. They both have their advantages. But freelancing includes acquiring reliable technology, having a workspace to be productive, and budgeting for your own professional development. Freelancers must know how to price, sell, and service what they do.

Get comfortable with the unknown. Freelancing involves not getting a paycheck every week. There’s no such thing as paid health insurance. On the plus side, you also don’t have to ask anyone for a vacation day. Freelancers should be comfortable with working on their own, with little guidance at times. They must budget their time. And they need to be okay with occasionally not having a client.

The real success of the gig-economy isn’t how many people are using it. It’s how many people are using it successfully. Individuals need to learn the skills to be successful freelancers. And it could make some sense for organizations to teach employees how to become successful freelancers. Because if that’s the direction we’re heading, then organizations will want people to have those skills long before they need them.

Image captured by Sharlyn Lauby after attending the Great Place to Work Conference in Austin, TX

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Being a Leader and Tacit Approval in Today’s Workplace

February 14, 2017 by Sharlyn Lauby 2 Comments

I’ve mentioned before that I used to work for a boss who had me issue the same memo every year about tacit approval. The memo was designed to remind everyone of their responsibilities as a manager and leader as well as the basic principles of business.

I was reminded of tacit approval recently and dug out the memo. Believe it or not, some ten plus years later…I still have it. Not only does it apply to our roles at work, but in other places like our volunteer and civic roles. Here are a few key takeaways I see every time I read it:

The word tacit means “expressed without words or speech; implied or indicated but not actually expressed.” It represents silent consent and acceptance. In our workplaces, tacit approval is given whenever a manager fails to speak out about existing conditions. Tacit approval leads everyone to assume that existing conditions are acceptable, will be tolerated and allowed to continue.

Not only does tacit approval work against improving performance, it makes it unlikely that standards will be met. Let’s use a simple example, like when a supervisor doesn’t say anything about an employee who’s wearing something more suited for clubbing. What’s going to motivate the employee to wear the proper attire in the future? The supervisor’s silence implies that it’s okay to wear unprofessional clothing. Other employees will see this and, before long, the office has turned into a Pitbull concert. (No offense to Pitbull fans. I like his music too, but we probably don’t want the office to look like that.)

Back to the story. Trying to re-institute the policy at this point requires a major retraining effort not to mention an internal public relations campaign. To avoid this situation, the supervisor should be vocal, but not in an overbearing, sarcastic or caustic way. A timely comment can bring general awareness and serves to remind everyone of the policy.

Some other common examples of tacit approval in the workplace include:

Passing the buck. Someone in another department has an inappropriate screen saver on their computer. Because this employee is in another department, the manager figures it’s not their responsibility and doesn’t address the issue. Even though they realize the screen saver could offend a co-worker or even a customer. The assumption that someone else will handle it is misconceived. Meanwhile, the employee has the silent approval from a member of the leadership team.

Setting a double standard. Let’s say an employee doesn’t arrive at work on time. The employee must be coached on the need to be punctual. Failure to say something would be silent approval of tardiness. But this also means that the manager needs to be punctual as well. The hypocrisy of enforcing one standard while demonstrating another will cause resentment and more problems.

Tacit approval takes many forms and arises for a variety of reasons. It can often result from fear of conflict or rejection, lethargy, or misguided intentions. All that really needs to be done to eliminate tacit approval is to recognize the reasons that tempt us to overlook a situation that we know needs attention.

Leaders must become comfortable speaking up in every case that warrants it, despite our apprehensions. Before long, the reasons for remaining silent will cease to exist. Our feelings about speaking up to correct something that’s wrong becomes less important to us. It becomes about something being wrong that shouldn’t be.

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The Customer Is the Customer

February 5, 2017 by Sharlyn Lauby 4 Comments

Someone recently left a comment on HR Bartender with a mention of the old saying, “The customer is always right.” I think my opinion of the saying has changed over the years.

There are times when the customer is absolutely right. The company messed up big time and they need to take responsibility for their mistake. Organizations have a huge opportunity to win a raving fan, instead of gaslighting the customer into thinking it was their own fault or simply apologizing without accepting responsibility. Organizations should invest in customer service and problem-solving training to help employees work directly with customers. I don’t believe customers expect perfection. They do expect to be treated with respect; and ignoring service challenges isn’t the way to do it.

There are also times when the customer is wrong. Often, it’s because the customer doesn’t understand the rules. Great examples are industries like health care, telecommunications, and government. They have unique regulations, lengthy contracts and forms, and it takes some time before we get the hang of working with them. Don’t get me wrong, I’m not bashing those industries. It’s who they are and, as a consumer, we need to educate ourselves on how to work with them. We have an obligation to understand what we’re buying.

But at the end of the day, the customer is still the customer. And there’s not an unlimited supply of them.

So, organizations need to listen to their customers. If an organization sees an increase in complaints about a particular topic, maybe they need to address it upfront with customers.

Years ago, the HR department I worked in tracked the number (and subject) of complaints we received each month. A complaint was defined as something an employee came into HR to discuss. If an employee stopped me in the ladies room to complain – and yes, that does happen – it wasn’t registered as a complaint. Whether it was right or wrong, we decided that if you took the time to come to HR, that it must be important and it would be logged.

Back to my point. What we discovered was that we could start to see trends. One meeting here and another meeting there didn’t look like much on their own, but you could see that there was an issue. It told us to pay attention and start doing some research.

Businesses need to do the same thing. If they make a mistake, fix it. If they see a trend, address it. I believe as a general rule, people want to be good consumers. They don’t engage with your organization because they’re looking for a fight. Complaining isn’t fun. So companies should figure out how to let the customer be the customer. It’s a win for everyone.

This customer’s image captured by Sharlyn Lauby outside the Tequila Museum in Cabo San Lucas, Mexico

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Managing Organizational Hierarchies In a World of Networks

February 2, 2017 by Sharlyn Lauby 2 Comments

During KronosWorks 2016, I had the opportunity to hear keynote speaker Seth Mattison of FutureSight Labs talk about the future of work. One of the things that I found intriguing about his session was his comment that, “You can’t talk about the future without having some perspective on the past.”

I totally agree with his statement. Understanding where you came from and what makes you successful can be a huge asset for your future success. The key is not clinging to the past so tightly that you miss out on what’s coming next, which I will admit is often hard to identify. I’ve said it before, the world is moving so fast – is the “thing” we’re being exposed to a passing fad or a legitimate trend?

One trend Mattison touched on was the value of networks in business. Today’s digital world is full of networks (i.e. social media networks, web communities, etc.) These networks have been created so we can learn from each other, whether that’s via a YouTube video or a TweetChat. Our networks provide us with information – powerful information – because networks embrace openness, trust, and transparency among the members of the network. Networks provide an exponential reach where everyone has a microphone and anyone can have a platform. Power comes from sharing, not hoarding, information.

Networks provide us exponential reach. Power comes from sharing information.Click To Tweet

However, the challenge both individuals and organizations face is that we work in a world built on hierarchies. A perfect example is the organizational chart. Organizational charts are more than simply a diagram you might find in the employee manual. They speak to how the company operates. They’re about policies, procedures, etc. Mattison even pointed out common phrases like, “The higher ups have a meeting in that room.”, “She worked her way up.”, and “We need to communication this information down to the troops.” that accentuate the point.

As organizations adopt more technology, they will have to figure out how to balance those old-school hierarchies we’ve been accustomed to with new world networks. I don’t want to say replace because I can see where both have their advantages. Hierarchies can be helpful in communicating information and establishing authority. Networks can encourage collaboration and team development. Dr. John Kotter wrote an article in Harvard Business Review several years ago, suggesting that organizations need to support two structures (hierarchy and network) under the same roof. He added that it’s the network structure where big ideas and innovation will happen.

Chances are that most, if not all, organizations have the hierarchy structure in place. It’s the network structure that will need some planning and discussion. And it’s important to note: network doesn’t mean anarchy. Network structures involve leveling the playing field where job titles don’t matter.

Some organizations might tend to think that the fastest way to build a network structure is with technology. But Mattison says the first and the most important component is MINDSET. He defines that as employees being courageous and making the intentional choice to decide how they’ll show up.

I don’t want to minimize the mindset point. This can be difficult. Individuals have worked hard for their titles. This isn’t about ignoring what went into the title. It’s about understanding the audience and learning how to process change so you can adapt to both the hierarchy and network structures as necessary.

Organizations that want employees to be skilled in multiple structures will benefit by investing in training and giving employees the ability to practice in a safe environment. Self-management will give employees the tools to help the organization accelerate their growth.

Image captured by Sharlyn Lauby at the 2016 HR Technology Conference in Chicago, IL

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The 3 Key Metrics in HR Predictive Analytics

January 31, 2017 by Sharlyn Lauby 8 Comments

For the past few years, every HR related trends post included predictive analytics. So, what exactly are predictive analytics? I like to think of it this way: HR metrics tell you what happened in the past. For example, time to fill. Or they’re focused on cost-containment, such as cost per hire. Both of these metrics are valuable, but it’s not all the information we might need to make business decisions.

Predictive analytics offer insights into the future. It’s focused on probabilities and impact, so it provides flexibility to the organization’s needs. I know, that sounds like a tall order. I decided that I wanted to learn more about predictive analytics so I picked up a copy of the book “Predictive Analytics for Human Resources” by Jac Fitz-enz and John Mattox. (Fitz-enz’s book “How to Measure Human Resource Management” is my go-to book for HR metrics.)

Why should HR pay attention to predictive analytics?

There are times when today’s business environment is moving so quickly that we cannot always be focused on what’s happened in the past. We have to give equal time (and some might argue more time) to what we think is going to happen in the future and plan accordingly.

That’s where predictive analytics comes in because it’s what you do with the information you gather. Predictive analytics measures the three things business people talk about the most: efficiency, effectiveness, and outcomes.

Efficiency measurements include some we already calculate such as average number of days to fill a requisition and cost per hire.
Effectiveness measurements might contain new hire performance ratings, engagement survey results, and exit interview data.
Outcomes measure profitability, productivity, and retention.

Predictive analytics is about the connection between these three types of measurement. Here are a few examples:

Number of open hires (efficiency) – Quality of hire (effectiveness) – Length of employment (outcome)

Average cost per hire (efficiency) – Cultural fit (effectiveness) – Contribution to product quality (outcome)

Amount of training attended (efficiency) – Hi/lo potential status (effectiveness) – Increased profit margin (outcome)

HR metrics aren’t going away. Neither are predictive analytics.

A few months ago, I wrote a post about the need for HR pros to focus on their analytical abilities. If you’re looking for a way to increase your skills, wrapping your arms around predictive analytics might be a good place to start.

An increasing number of HR departments are designing analytical roles. If you’re looking for a job in human resources, knowing something about predictive analytics will be important.

HR wants to be on the front-end of this trend. Because it’s not going away anytime soon. If ever.

Image captured by Sharlyn Lauby near the Wynwood District in Miami, FL

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Quick Shots for #HR and #Business Pros – Goals Edition

January 13, 2017 by Sharlyn Lauby

There’s a statistic that only 8 percent of people actually achieve their New Year’s Resolutions. I happen to think part of the reason is because people don’t set good goals in the first place. Here are some resources to help you set better goals in 2017.

“How to Set Relevant Goals” shares some resources for starting off with achievable goals.

And “3 Types of Goals You Should Set” reminds us that all plans and objectives are not created equal.

“Are Learning Goals Better Than Performance Goals” focuses on another aspect to goal-setting that’s really important – goal priorities.

I’m a big fan of S.M.A.R.T. goals. Here’s an article on how to use them for goals, projects, and meetings.

Once you create a goal, staying focused is a challenge. There’s always some shiny, new thing that can distract us. “Use Gumby to Keep Employees Focused on Goals” might encourage you to keep a green clay figure on your desk.

There are several ways to track goal progress. “Work Journals Help Employees Accomplish Their Goals”

Finally, remember that the conversation about goals isn’t only for individuals. Businesses need to be good at goal setting as well. Check out “Why OKRs Are Going Mainstream in Business” to see how you can use the methodology of Objectives and Key Results (OKRs) to turn plans into reality.

So much of our work is attached to goals. Being able to set, manage, change, and evaluate a goal is key to our success. The good news is that goal setting isn’t a one-size-fits-all activity. You (and your organization) can find the process that works best.

Image taken by Sharlyn Lauby after speaking at the Healthcare Human Resources Association Conference in Stillwater, MN

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You Can’t Ignore Customers – Friday Distraction

January 6, 2017 by Sharlyn Lauby

(Editor’s Note: Today’s post is brought to you by our friends at Kronos, a leading provider of workforce management and human capital management cloud solutions. Every year, The Workforce Institute at Kronos identifies the top trends impacting the global workforce. Check out the 2017 list and see the P.S. below. Enjoy the post!)

A few times in my human resources career, I’ve had responsibility for payroll processing. This meant that I needed to understand a few things about month-end and year-end closing procedures. A lot of stuff happens during “closing “ and it requires a tremendous amount of concentration and detail.

But one of the things I remember our accounting department being criticized for was their lack of responsiveness to the operation during those “closing” times. This Time Well Spent cartoon from our friends at Kronos reminded me of the balance we need to have between getting our work done and serving our customers.

Whether they’re internal or external, customers don’t always have great timing. They might call or stop by when you’re deep in thought. But they’re the customer. I sometimes joke with the companies I do business with, “I’m trying to be a good customer.” Consider putting some plans in place to educate customers:

If you need to close yourself off to work on a project, set times when you’ll be available to respond to questions. That way customers know when they can expect to hear from you.

Provide options. I love it when websites have a HELP or FAQ page. I can often find my own answers. Consider putting answers to common HR questions in your employee self-service portal.

Remember the importance of delegating and designate your backup. Sometimes emergencies happen. If you absolutely, positively cannot be disturbed, designate someone who can answer questions on your behalf.

This is one of the great ways we can use technology to our advantage. We can give our customers answers with minimal interruption to their work. So, we can confidently move on with ours.

P.S. Mark your calendars for Tuesday, January 10 at 12n Eastern! Join me and The Workforce Institute for a Twitter chat about the 2017 predictions and other workforce trends. Follow the hashtag #kronoschat.

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