You can hear about digital transformation and innovation everywhere. Transformation and innovation: from the virtual reality to the blockchain technology, through the automation of processes. The digital transformation is a philosophical and technical movement that influences businesses, departments and teams… including HR. The technological innovation, the new methods of collaboration and ways of doing are at the centre of this change.
We need to talk about the change. Choosing an innovative technology does not equal starting an innovation/transformation change. To understand what you need to change or work on, you need to understand your values. The values are not the ones that were present at the creation of your organisation or your team. If you do not understand what are the current values and the current way of doing things, the change will never happen. Relying on rewriting values and creating power point presentations on the corporate mission does not mean working on change.
The organisational culture creates unique workplaces. Why? Companies are built by individuals. For example, two companies of the same sector and with the same organisational structure are different due to the social component.
When you think about your career, it’s important to understand to which kind of organisational culture you belong to. Not all organisations are the right fit for you and you are the right fit for them… yes, even if the role your applying for matches your experiences. You have to think about the type of supervision you want (autonomy in the role vs close collaboration with your manager), the visibility (work in a client role facing or not) and the collaboration required in the team. It is important also to say that these aspects (autonomy, visibility, and collaboration) vary during your career. You need to evaluate these aspects in the specific period of time and in relation to your career development goals and ambition.
Finally, remember that the cultural context in your organisation changes over time. It changes and evolves as you do.
Working in a positive environment is fundamental. In order to enjoy your day, you need to feel comfortable and having positive relationships. The culture that surrounds you is important as the content of your job is.
I often say that eight hours of work are always eight hours of work; however, the perception of these 8 hours is different when you feel comfortable with yourself and with your colleagues.
You have surely heard that you need to have friends at work. Are we sure? As mentioned before, it’s crucial to be in a positive workplace to live it at its best; however, if you do not want to make new friends at work, you do not need to. Forcing yourself means modifying your behaviour and work attitude. The important thing is having positive work relationships. Having friends at work does not have to be a cultural norm (or a best practice) in your organisation. On the other hand, you’d need to have sponsors and allies.
I often write about the importance of collaboration. It has been said that companies should invest and have invested in technology, projects and programs (for example team building or mentorship) to improve collaboration between and within teams. Technology has changed the way we collaborate and exchange information. Conference calls and emails have completely revolutionised our way of working.
There is an aspect of your work that remains isolated and you should keep it isolated and personal.
What is it? Your career management. Receiving advice from colleagues or your manager is clearly important; however, your career path definition needs to be a personal investment and you cannot rely on collaboration. Managing your career path does not mean undermining colleagues or diminishing other people successes. Managing your career means creating your own path with your efforts. Take risks, join new teams, have different experiences and think about these experiences.
We can exchange and receive information in real-time; this dynamic and multiple sources’ network boosts innovation, knowledge sharing and relationships’ building.
The organisations have to embrace this revolution and their efforts are focused on (virtual) collaboration and cooperation. The results of this revolution brought also the organisations to be more open: they have opened their doors to the external world. For example, the recruiting function has been affected by this cultural change; think about LinkedIn, the meetups and Glassdoor. You can search about the company using different media and get to know better the company culture. If you want to reach out a recruiter, it is super easy.
So, why are you using Facebook? Why would you contact a recruiter via Facebook? Why would you move a contact from the professional level to the personal one? A recruiter might decide to do not answer a message. Additionally, your message might not show up because it has gone to the “spam folder”. So, I would not do it…and if you ask, the recruiters should not use Facebook to find candidates for the same reasons.
There will be new candidates to be interviewed, feedback to be delivered and you will surely have to organise (or reorganise) one or more recruiting processes.
You have to remember that your relationship with the hiring manager is very important. You have to work on it, you have to listen and you have to understand the recruitment needs; however, do not forget to have opinions. Being available and responsive with a manager does not mean always that you need to agree with her/him. If you do so, well, apart from creating problems in the recruiting process itself, you will always be considered as a support and never as a partner. A recruiting process is only successful if there is a true collaboration between the recruiter and the hiring manager. Remember that having opinions is a good thing; a recruiter without personality or opinions will be always an average recruiter.
Finally, what is the worst thing to tell to your hiring manager? This role is difficult.
What would the answer to the question if I was the manager? Well, what are you doing here then?
As a recruiter you know that you are providing a service; you have the mission of delivering a great service to your customers. Your customers are not only external ones (the candidates) but you have also internal clients (the business leaders and your team for example). However, the usual recruiter’s approach is focused only on the candidate experience. The candidate experience is the result of the interactions between the candidate and who is providing the service (the recruiter and/ or the interviewers). As it happens with other services, the attention to the details is fundamental to reach a good level of customer satisfaction. For example, the recruiter needs to provide a close support during the recruiting process, needs to be responsive and give to the candidates punctual and detailed feedback.
As mentioned before, we must not forget who is providing the service; in this case, the recruiters and the interviewers. The candidates have surely their priorities and their needs; the business stakeholders (who are interviewers in this case) have them too. Providing a good service is linked to an old rule; no, the rule is not “the customer is always right”, because it is not true. The old rule is treating other people like you’d like to be treated and understand the importance of a request. A request can come from the business or the candidate; as recruiter, you need to evaluate what is the most important one in that specific moment; it is not always the case that is the candidate’s one. It is just common sense approach based on mutual respect and prioritisation. The respect for the candidates, the interviewers, their commitments, their time, the recruiting needs and the respect of your time and priorities as recruiter are just a few things that you need to consider. It is true that the candidates choose a company also for what they have seen during a recruiting process; however, as recruiter, you need to remind yourself that a recruiting process is not only about the candidates.
We often think that a great presenter is the one who always uses a specialised and technical language. On the contrary, when we use simple words we think that we are showing a lack of knowledge.
In order to impress the audience, we tend to overcomplicate our way of presenting. I did it too, of course. We want to impress the audience and we want to be perceived as subject matter experts. Are we sure that it is the right approach?
When we feel that we are losing the attention of the audience, we change our strategy. Completely. How? We try to simplify our messages using examples and speaking slowly. We need to keep in mind that when we explain a process, we present slides or when we are just telling a story we are appreciated only if understood.
When I interview candidates, it often happens that they try to impress. However, the result is not always great. Being specific and giving details is clearly good. Extremely good. Unfortunately, when we are under emotional and time pressure, we risk losing our focus. In these cases, the answers result too complicated and full of not relevant details. Answering in a simple way is often much more effective.
We often hear that there is a magical formula to be a great manager. There are managers who adopt a very sympathetic approach and other ones who are much more demanding. There are managers who prefer to delegate and empower their teams; there are other ones who prefer a direct and close supervision (the so-called micromanagement style).
Are we really sure that there is the magical formula for being great managers?Generalising is always difficult. Organisations are built by people, their relations s, the structures and processes. However, there is something that all people managers should pay attention to.
What is it? As a people manager, you need to adapt your managerial and leadership style considering the people of your team.
How can you do it? You need to know your team. Very well. It requires a lot of effort, time and energy; however, you need to discover more about your team members’ needs of supervision, coaching, freedom and collaboration. Your role as manager is understanding and listening to them before doing things. For example, if one person of your team is extremely process oriented, is it worth checking if she/he is following the processes? Probably it should not be your priority as a manager.
It is clear that each manager adopts one style or approach; however, people managers need to enable and empower their people following different and adaptive approaches. The secret? Before embracing a magical formula, you should know your team.
What is one of the most important value which create a positive organisational culture? Transparency. Having clarity about the organisational structure, the work streams, the career plans and the recruiting processes is fundamental. Considering that organisations are open systems built by their employees, the transparency is the result of the human interactions and the processes’ implementation.
You can create social links with your team members, external stakeholders, colleagues of other departments and your manager. Let’s talk about the importance of the relationship with your manager. We always expect a full transparency from our managers. We expect transparency; however, are we always direct with our managers? I do not think that it is always the case. If you do not have an open and direct relationship with your manager, I definitely advise having one. Why? It allows you to work with a greater confidence and it makes easier to discuss a mistake. Having an open dialogue enhances trust and empowerment for both sides. Creating this link allows you to manage and think about your career in a more responsible way.