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Category: human resources

HR 1.0 and Christensen’s Innovator’s Dilemma

Friday, 17 December 2010 09:55 Written by Eric Garland 0 Comments

Gautam Ghosh takes our idea that last-generation HR practices impede creative destruction a step further – saying that these practices are why entrenched companies fall into Clayton Christensen’s famed Innovator’s Dilemma.

In this era of mergers, acquisitions, bailouts, and too-big-but-I-guess-that’s-OK, we forget that large organizations by their very nature will tend toward self-defending bureaucracies. What these mammoths gain in stability, they lose in flexibility almost all of the time. And while you are in your 97th interview for a candidate with critical skills, there are hungry companies elsewhere in the world ready to hire TODAY so they can grow, innovate, and attack the incumbent without mercy.

I knew this had become serious when a Chinese partner of Competitive Futures complimented us that we worked at “China Speed.” When I demanded what this phrase meant, I was informed that these days, it took most Americans six months to have the meetings required to decide what to have for breakfast. In China, I was told, if you wait that long to decide on a fruitful opportunity, somebody else already has ten million invested and their logo pasted on everything.

History favors the bold.

Human resources at odds with the future of creative destruction

Wednesday, 15 December 2010 10:47 Written by Eric Garland 9 Comments

One of the reasons we practice foresight on an institutional level is that it takes time for our ponderous bureaucracies to catch up to a quickly moving reality. We simply need time to transform that which is resistant to change, lest we end up misaligned for the world.

One such institution these days is the department of human resources. First of all, let’s forget the somewhat Orwellian feel of that name, which sounds like something vaguely associated with Soylent Green or The Matrix. The function of human resources is fundamentally out of harmony with the way labor markets need to work today. Businesses need to be acquiring scarce talent wherever they can find it and making sure they get paid. That’s all.

Today, markets are so volatile, companies are encouraged and permitted to hire and fire essentially at will. Unless an employer has committed a serious workplace violation, in most places a public company need but declare the position eliminated in the next quarter and move on, without serious fear of reprisal. Actually, this isn’t a bad thing. Allowing employers to try new talent quickly without the fear of being stuck with unproductive or ill-fit workers is a way to motivate innovative new ideas. After all, if your idea doesn’t work out, you can send the quickly assembled staff to “flourish elsewhere,” in the nomenclature of one major industrial company.  This is actually how skilled labor worked under the guild system for centuries. Our most recent development of “lifetime employment” is actually the anomaly, forcing employee and employer alike to remain rigid where flexibility might serve them better.

Makes sense, right? If you want to try to build a new cathedral, you only get the masons and artists to come by while the project is on. And if your brand new buttressed wall, ultra-high dome design isn’t working out and you need to stop, you don’t want to be forced to keep the whole crew on retainer forever. Makes sense, even today.

This is where HR is poorly suited. From just anecdotal data we’ve received, HR departments still hire each job like they are selecting a new bass player for the Rolling Stones or something. Some companies subject candidates to more five hour interviews for a new job than many people require to choose spouses. Months can pass by with interviews piling up and no job offers sent. Why the fear? Why the morass?

Because HR departments are encouraged to choose employees as if they might be around forever.

We live in a world where some of our currencies might not even be around next year.

We live in a world where cheap oil won’t be around in a few years.

We live in a world where your business model might not be there in a few quarters.

Thus, we need less HR and more guilds. More easy come, more easy go.

Now, we just need to think about why healthcare is tied to employment in America…

August Jackson: social network analysis for intelligence – (part one of four)

Wednesday, 08 September 2010 16:34 Written by Eric Garland 0 Comments

Sure, your teenager may hear the word “social networks” and think of a great way to coordinate a social life. August Jackson, Competitive Intelligence and Strategy Professional, Tech Pundit and Social Software Evangelist working for Verizon, knows that social networks are the key to advanced competitive intelligence analysis and extremely relevant, accurate business forecasts.

In part one of this four part interview, August gives us the nearly fifty year background of this analytical discipline, how we can better understand competitors, partners and customers alike, and why you should NOT start with software but make your first attempts at this work just with your brains and pen and paper.

Labor trend: America slouches toward unpaid internships

Sunday, 04 April 2010 14:39 Written by Eric Garland 0 Comments

There is a broad trend, from real estate to finance to education, in overvaluing the future at the expense of the present. Even though you couldn’t possibly pay for your house on your current wages, the banks financed that property assuming that it would one day be worth more. Pensions offer defined benefits based on the assumption that the future looks much brighter than the present – often assuming sunny-yet-risky 8% returns even in the face of global recession. And nowhere is this more evident than education – with U.S. wages stagnant at around 1.3% growth per annum, university tuition has been growing in the double-digits for years. This means that we once again assume that the future will be a priori more prosperous than the present, otherwise educational institutions would simply have to admit to offering less education, less opportunity per dollar.

Along with our overvalued formal education market, the United States has also been overvaluing early job opportunities. According to the New York Times, more and more U.S. companies have been turning to unpaid internships for actual labor, enough to cause some state attorneys general to pursue them for violating minimum wage laws.

Internships, in principle, are opportunities for students to be exposed to professional situations, while forgoing both compensation and any real work responsibilities. The benefit is supposed to be in the direction of the student, primarily, largely an altruistic gesture on behalf of companies. In practice, though, many companies are taking advantage of the weak job market to get free labor in exchange for padding a candidate’s CV. These companies are failing to provide the educational side of the bargain, and often putting the young people to work in cold-calling, clerical work, and other jobs that are normally compensated in full.

“We’ve had cases where unpaid interns really were displacing workers and where they weren’t being supervised in an educational capacity,” said Bob Estabrook, spokesman for Oregon’s labor department. His department recently handled complaints involving two individuals at a solar panel company who received $3,350 in back pay after claiming that they were wrongly treated as unpaid interns.

Many students said they had held internships that involved noneducational menial work. To be sure, many internships involve some unskilled work, but when the jobs are mostly drudgery, regulators say, it is clearly illegal not to pay interns.

Washington DC especially works like this, but often the exchange is an entree into a highly specialized world – foreign policy, humanitarian work, affinity associations (“Federal Bass Players Association”) – that don’t just hire anywhere. The system is still often abused.

Companies may find this an easy way to get labor for the present, but since these workers are often overburdened with debt, the risk is in talent simply walking away to other endeavors, perhaps even other countries.

There’s a talent crunch coming, in case you haven’t heard.

Gregor Macdonald on the future of energy, economics, and society

Tuesday, 02 February 2010 12:46 Written by Eric Garland 1 Comment

For those of you who know Gregor MacDonald, you know you’re in for a treat with this podcast- a full hour of some of Gregor’s latest forecasts on energy, economics and society, insights you simply won’t get anywhere else.

For those of you who haven’t discovered Gregor yet, he is one of the top energy analysts in the world, and in our minds, one of the top analysts of anything, period.

This podcast covers sweeping ground:

  • Why we’re at peak automobiles
  • The end of cheap oil
  • Coal’s role in the development of the world economy
  • The return to human capital and small towns
  • Why waterways are the future
  • Our current period of “late phase economic decadence
  • Why PAKISTAN holds the key to the Copenhagen Protocol

Crazier still, we could have spend ANOTHER hour talking to him and still not exhausted him of insight.

Enjoy.

Competitive Futures Podcast with Gregor Macdonald Play Now | Play in Popup | Download

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About the blog

This is the official trend blog of Competitive Futures, a management consultancy that provides trend research and analysis for business and government around the world. Here, we update you on interesting trends we see as part of our work for our clients.


For managing partner Eric Garland's new author and speaker blog, please consult and bookmark http://www.ericgarland.co

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