This is not another horrid example of mixed metaphors but what sprung to mind when I read a recent contribution to the 100-Year Life website, which we created for Lynda Gratton and Andrew Scott’s book The 100-Year Life: Living and Working in an Age of Longevity. We ask website visitors to submit their stories about either how their longer lives are panning out or how they expect to see them pan out.
The contribution that sparked my Dinosaur in the HR Room reaction was as follows:
“I am an IT Consultant. I have just been asked to go back to a client I worked for last year doing the same job with the same people. It took me four hours to complete the HR pre-employment questions and evidences.
I have worked for almost 40 years and have three degrees, completing my last one over five years ago.
I can now afford to retire and do not need to work just for the money. As well as taking time for holidays and family life I do some voluntary work.
For any gaps in my employment record of more than 2 weeks they want me to provide details of a friend that I have known for more than five years who can explain these gaps.
They also make it mandatory to provide at least one lecturer reference and one academic qualification from the last five years.
I am afraid they the corporate world in the UK certainly has no understanding of a flexible life so far.”
I thought this was a painfully clear illustration of why as organisations we need to do more than talk about engaging easily with new ways of working, from contractors to freelance workers. We would be wise to appreciate that it’s no longer ‘the future’ – it’s happening now, and by making engaging with our organisations cumbersome for freelance talent, we stand to lose out on great individuals, or at the very least, appear like dinosaurs and as such send the wrong signals.
Here at Hot Spots Movement we call these cumbersome approaches ‘sunset processes’ – that is, processes that were established possibly many years ago when the nature of work and workers was different, or perhaps came with an acquired company and were deemed too complicated to discontinue it at the time. These ‘sunset processes’ have reached the end of their valuable life and the challenge for HR is to remove them so that they do not end up constraining the business.
In short, people processes can be illustrated by showing an excavation site where you can see the different archaeological ages, layer by layer.
Removing sunset processes is just the start. As HR professionals we need to decide rather urgently if we want to lead how our organisations engage with freelance talent. If the answer is yes, then we need to design the engagement journey for freelancers with two important outcomes in mind: (1) ensure that freelancers want to work with our company (yes, you will want to be a freelance ‘employer’ of choice) and (2) ensure that the company benefits in all respects from engaging with freelance talent.
If HR doesn’t take the lead, line management will procure freelance talent directly, and our organisations won’t benefit from a signature ‘Freelance Experience’. Over the past years, HR functions have spent much time designing their Employee Experience, with the smartest companies appreciating that this experience begins well before the first working day and all the way through to how their people leave the company. I can’t think of any reason why you wouldn’t put as much effort into designing the Freelance Experience as you do for the Employee Experience. The reward – and the risk – is no less substantial.
Maybe now is the time to let the dinosaur move to the museum and say goodbye to processes that are not fit for purpose, or plainly unnecessary, for the age of agile working and longer careers.
The other day I was thinking about the benefits I’ve experienced from living in three countries in the past decade. Meeting people from the U.S. to China, and Norway to South Africa has allowed me to build a wide range of networks with weak ties. Here at Hot Spots Movement, such diverse networks form a core part of our research, particularly in terms of their importance for sparking innovation and creativity, and helping individuals make transitions into different roles over longer working lives. In fact, diverse networks are becoming increasingly important for two reasons.
Firstly, we’re living longer and as a result will be working longer too. This means that our careers will look more like 50- or 60-year marathons than the 30-year ‘sprints’ of previous generations. Longer career spans will require us to move between roles, organisations and even industries at various points. Diverse networks are essential for achieving this, as they provide us with insight into other opportunities and help us make the leap when the time comes.
Secondly, technological advances mean that the roles or professions we have trained for – for example, accountant or lawyer – are likely to be disrupted over our longer careers. We are already seeing this with automation displacing the more routine work of paralegals and book-keepers. This means that we will need to be prepared to make more transitions in preparation for, and in response to, technological innovation in our industry. Here again, we will need a diverse network to help us navigate our way through this complexity and into new opportunities.
A great way of assessing the diversity of your network is by asking some very simple questions about who you spend time with, who you connect with over email or LinkedIn, and who you go to for advice or inspiration. Do these connections have the same cultural and academic backgrounds as you? Are they in similar industries? Or, do you have connections with people with quite different backgrounds, educational profiles, and from entirely different lines of work?
Having assessed the diversity of your connections, you might then be thinking to yourself, ‘how can I further strengthen the diversity of my network?’
My approach has involved living in different countries though this is of course not an option for everyone. Instead, perhaps there are small adjustments you can make that will increase the likelihood of you meeting and forming connections with people who are different to you. It could be as simple as spending time with other teams in your own organisation – organising social events where teams from different departments get together. Another approach could be to think more consciously about from whom you seek advice on your next work project. Do you have friends who can connect you with others in their network to provide a new source of advice and inspiration?
These are simple actions, but the results may be dramatic. So over the course of this week, perhaps consider how diverse your network really is. Then commit to making just a few new connections with people you don’t naturally spend time with. Who knows, you might stumble upon a new opportunity for your next career transition.
Gratton & Scott, Hundred-Year Life
Shifting Identities, The Strength of Weak Ties, Mark S. Granovetter, American Journal of Sociology, V.78 I.6, 1973
Working Identity, Herminia Ibarra, Harvard Business School Press, 2003
The Future of Retirement, Life After Work, HSBC, 2014
Here’s what sport can teach us about diversity in business.
Could you win a football game with 11 goalkeepers? Or, maybe a netball match with 7 goal shooters? Ok, how about a rowing race with 9 coxes?
Of course not, is clearly the answer. But whilst these may seem like flippant examples, they hint at the challenge we often face in organisations: creating diverse teams, with each member bringing a different skillset, or way of thinking that elevates group performance.
Diversity (or the lack thereof) in the world of business is something we look at a great deal here at Hot Spots Movement. Whether that’s gender diversity, ethnic diversity or neurodiversity – it’s clear that boardrooms and offices are just not diverse enough.
There are obvious and significant ethical issues around discriminating over gender, race, sexual orientation or mental health. However, there is another reason why companies should be sitting up and taking note: Lack of diversity is impacting on the bottom-line. There is a growing body of research showing that the more diverse a team is, the greater the chance for innovation. Which whether in the context of the smallest start-up or the largest multi-national, means a competitive edge.
This may sound like common sense when said out loud. But it’s surprising how few organisations fully grasp or truly act upon this information. As such, I wanted to support this claim by taking examples from the world of sport – whilst sport without doubt has its own diversity issues, examples of the benefits of diversity are easily quantified and for many plain to see.
Academic studies of the world of sport provides concrete evidence in support of the notion that diversity positively affects performance. Researchers from Duke University tested the theory within the UEFA Champions League (Europe’s elite club football competition) and found that heterogenous teams significantly outperformed their less diverse opponents . So substantial were these findings that even when player’s transfer value and quality ratings have been adjusted for, even relatively small increases in cultural diversity could double a team’s goal difference.
Now let’s take this concept across the pond to one of the world’s most lucrative sports leagues, the National Basketball Association. Interbasket analysed the performance of the league’s most and least diverse teams over a five-year period. When comparing the 10 most against the 10 least demographically diverse teams in the league they found that teams with the highest number of foreign players won on average 11 games a season more than those who measured poorly on diversity . This is a particularly impressive result, when considering that those 11 games account for 13% of wins available for a team across a whole season. What business leader would not want to see a 13% increase in performance from their teams?
Diversity then can clearly have an extraordinarily positive impact on performance of teams, increasing creativity, innovation and flexibility. So, I challenge you the next time you’re hiring someone to look beyond someone who shares your background. Perhaps ask yourself, ‘Am I creating a team full of goalkeepers, or have I got every position covered, ready for the big game?’
Need help with your diversity strategy? Find out how Hot Spots Movement can help by checking out our website here: http://www.hotspotsmovement.com/
 Malesky, E., Saiegh, S. and Ingersoll, K. (2014). Diversity and Group Performance: Evidence from the World’s Top Soccer League. APSA 2014 Annual Meeting Paper.
Being the newest member of Hot Spots Movement, a key focus in my recent job search was to join an organisation which celebrates diversity. Not only do I have a diverse background in terms of my heritage, (being Jamaican, Finnish, Pakistani and English!) but I’m also – like everyone, really – diverse in the way I think and feel. And it’s this latter type of diversity that many organisations are only now beginning to understand and act upon.
One element of this ‘diversity of thought’ is mental health. This is something we all come into contact with, either personally or through the experiences of friends and family. However, it consists to be a pervasively silent culture. In fact, with 3 out of 4 employees experiencing a wobble in mental stability at some point, it is one of the biggest workplace issues, costing UK employers £30 billion alone, through lost production, recruitment and absence. And yet, conversations and initiatives around mental health are conspicuously absent in many organisations.
From my own experience, speaking with others and through readings, implementing a successful mental health strategy alongside changing attitudes and cultural expectations, is of course challenging and does not happen overnight. It can prove difficult to merge the law, practice, training, evaluation and management into one company-wide policy.
This is why I was particularly excited to come across an exciting, new approach to tackling mental health: Co-production. This method puts employees affected by mental health at the heart of planning, delivering and evaluating policies. Offering them the chance to come forward, not to label themselves, but to work alongside HR professionals, is extremely innovative and merges expert and lived experience. This creates active networks that both support those affected and better informs those who aren’t.
Co-production appears to have many positives, including being based on psychological research dating back to the 1950s, blurring the lines of distinction between authority and recipients and being economic in drawing on the wisdom of employees themselves. As a result, Co-production and involving those who suffer, may help them feel a better sense of belonging and reduced stigma – in turn, increasing their sense of competence, engagement and loyalty.
This collaborative approach to problem-solving resonates with so much of the work we do here at Hot Spots Movement, from our advisory practice, to the Future of Work Research Consortium and our crowdsourcing methodology, the ‘Jam.’ I cannot help feeling that co-production is an energising and innovative concept that could really move the needle on mental health in organisations and empower those most affected with ownership over the solution.
For more information on how you can collaborate with your colleagues on mental health challenges visit our website http://www.hotspotsmovement.com and contact one of the team.
Head of Admin & Community Management
In the last month, I’ve discussed gender balance with representatives of some of the world’s most recognised organisations – from oil and gas companies, to real estate, to professional services. I’ve been supporting clients with inclusion and diversity (I&D) for around five years now – it’s a core part of what we do at Hot Spots Movement– and I’ve covered topics from unconscious bias, to multiple identities, to neurodiversity. However, what I encountered for the first time recently was the issue of ‘what about men?’ One of my clients challenged me with the question ‘Should we have an International Men’s Day; after all we have an International Women’s Day’? Another asked what I thought about having someone on their I&D Board to represent white men… after all, they have a BAME representative, and several representatives for women.
While the questions themselves are interesting, what they hint at is perhaps more important: how we shift our discussion of important issues – from promotions in the workplace, to fertility – from centred around women, to more accurately encompassing the full human experience: male, female and everyone along the gender spectrum. Take for example a recent and, unusually for the BBC, poorly researched article about graduate women and their choices regarding fertility.
The headline boldly asserted: Women graduates ‘desperately’ freeze eggs over ‘lack of men’. Let’s leave aside for a moment, the way in which the article and its headline have taken something as progressive and empowering as egg freezing, and contorted it such that it now depicts women as passive and weak.
Instead, let’s look at the study that was the basis of the article and headline: interviews with 150 women who had frozen their eggs. Now, this fairly narrow and specific sample can only be useful in determining why women who have frozen their eggs have done so… and even then, from a research point of view, it would need a set of caveats longer than Apple’s terms and conditions. It certainly offers no insight into what graduate women as a group think, feel, or do, because it has only looked at a very small sample of the very small percentage (0.00004% in the UK) who decide to freeze their eggs.[i]
More interestingly, it presents no view of the male experience of fertility. What about professional men of similar ages? What are their choices, their concerns and the actions that they are or are not taking in response? It would be interesting, for example, to understand why graduate men are also delaying fatherhood at much the same rate as graduate women. And what choices they feel they have if they find themselves with a ‘lack of women’ when they reach the point at which they would like to have children. In fact, this would be an infinitely more interesting topic given men have far fewer options in this regard – adoption can be a difficult process and perhaps more so if you are a single male. What about surrogacy? If you are male and live in the UK, you will need to have a female friend willing to undertake this significant commitment for you as it is illegal to pay someone to do so. Essentially, where are the views and experiences of men in this conversation, and why are they still – to the detriment of all genders – excluded from the narrative, such that a topic as all-encompassing as fertility is presented as something only women need worry about?
Fertility is just one example, but take any topic from the ‘women’ page of most news websites (on The Guardian site you’ll find it under the ‘Lifestyle’ tab… groan), and it is quickly apparent that whether it is parenting, choosing no to be a parent, domestic violence, thriving at work, trying to look your best, or simply trying to get out of bed when depression hits, all of these issues are human issues rather than uniquely female. Furthermore, none of them can be addressed or resolved by framing them as women’s issues and excluding the male experience in how they are reported, and then received and acted upon. If we want to achieve gender balance for the benefit of everyone, then we need to start with how we present the issues that are so important to us all.
[i] Sources: Office for National Statistics and HFEA
https://www.hfea.gov.uk/about-us/publications/ Fertility treatment – trends and figures
I’m constantly struck by the cross-disciplinary learning that business can take from the arts. At our Masterclasses for the Future of Work Research Consortium, two of our most popular external speakers have been Kasper Holten and Farooq Chaudhry, formerly director of opera at the Royal Opera House and producer for English National Ballet respectively. They weren’t just popular with our audience of senior HR execs because they were something a bit different. They were popular for the meaningful and actionable takeaways they provided about leadership, discipline and innovative thinking.
This got me thinking about the lessons I’ve learned from a lifelong passion of mine, ballet. Whether watching the prima ballerinas at Sadler’s Wells and Covent Garden, or sweating away at my own amateur ballet practice, here’s what I try to bring to the workplace from this disciplined art form:
Routine breeds excellence
Ballet is the living and breathing embodiment of the old adage ‘practice makes perfect’. Dancers pirouette their way to around a 100,000 hours of practice before they can even begin their professional careers. This impressive number of hours is made up of the same exercises year in-year out eventually culminating in exquisite, seemingly effortless performances. And it’s not a huge leap to apply this to business. In terms of a process or delivery style, routine practice enables us to deliver more, faster and with increased confidence.
Prioritise your time management
A good friend of mine went to ballet school, and at the age of eleven was skilfully juggling school work and punishing practice schedules, all the while maintaining a positive mindset. This ability to prioritise and manage your time alongside your positivity is crucial in our workplaces today. I see clients balancing increased workloads with less discretionary time, while being expected simultaneously to produce creative thought. This means they have to balance their focus on both hard and soft skills.
Strive for positivity and build resilience
In terms of knocks to confidence and the need to survive tough feedback, ballet is an undeniably punishing career. Even the likes of Darcey Bussell of Royal Ballet fame and Carlos Acosta, who’s meteoric rise to excellence has been well-documented, have suffered failed auditions and crippling injuries. It amazes me then to see dancers dart through the air as though they don’t have a care in the world. This is something I try to apply at work. Even with the most well-practiced routines and brilliantly prioritised schedule, we will experience times that test us. Remembering these are just moments on the much bigger picture of our careers will help us build a positive mindset and maintain resilience.
To learn about other cross-disciplinary learnings we can apply in business, contact email@example.com
While a growing number of organisations are working hard to implement programmes to harness a diverse and inclusive work environment, many are still struggling to identify obvious improvements in the metrics they hoped to see changes in. The rhetoric of diversity has outpaced the reality and an increasing number of people are beginning to express ‘diversity fatigue’.
According toa team of world-renowned social psychologists, led by Harvard University Professor Dr. Mahzarin Banaji, the root of this disconnect between rhetoric and reality may lie in the unconscious mind. Most leaders would agree that it is unfair and unwise to choose a CEO because of height, overlook a manager for promotion solely because he is gay, or penalize employees for working flexibly. Yet these are real examples of how we unconsciously make decisions every day in favour of one group, and to the detriment of others, without even realising we are doing it. Even when leaders declare a commitment to fairness in their organisations, unconscious bias causes them to evaluate equal performers differently, as Emilio Castilla, of Massachusetts Institute of Technology, and Stephen Benard, of Indiana University, have demonstrated in their research on the ‘paradox of meritocracy’.
It is essential to understand that unconscious biases are not deliberately created; the human brain is hard-wired to make hasty decisions that draw on a variety of assumptions and experiences. Consider this: we are exposed to as many as 11 millionpieces of information at any one time, but our brains can only functionally deal with about 40. So how do we filter out the rest? We do it by developing a perceptual lens that filters out certain things and lets others in. As a result of these pre-established filters, we see things, hear things, and interpret them differently than other people might. Only occasionally do we realise how subjective those determinations are, and how much they are impacted not by what is in front of us, but by what we interpret is in front of us.
Can we outsmart the brain? According to the renowned behavioural economist, Daniel
Kahneman, it is very hard to eliminate our individual unconscious biases. Hundreds of studies have examined the relevance of interventions for reducing bias. It turns out that the positive effects of diversity training rarely last beyond a day or two, and a number of studies suggest that people often respond to compulsory courses with anger and resistance, with many participants actually reporting more animosity towards other groups afterward.
So what can we do? I will be exploring some concrete strategies for overcoming unconscious bias in my next blog. Till then, I would love to hear your diverse perspectives on this important topic!
- Levy Paluck, E., and Green, Donald P. (2009). Prejudice Reduction: What Works? A Review and Assessment of Research and Practice. Annual Review of Psychology, 60, 339-367.
- Dobbin, F., & Kalev, A. (2016). Why Diversity Programs Fail. Harvard Business Review, 94(7), 14.
- Howard Ross, 2008. Proven Strategies for Addressing Unconscious Bias in the Workplace, Cook Ross
- (2013). Outsmarting our brains. Overcoming hidden biases to harness diversity’s true potential. EY.