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UPCOMING
HR Tech, Las Vegas, 10/8-10/2014
HR Tech Europe, Amsterdam, 10/23-24/2014

PAST BUT AVAILABLE FOR REPLAY
Workday Predict and Prepare Webinar, 12/10/2013
CXOTalk: Naomi Bloom, Nenshad Bardoliwalla, and Michael Krigsman, 3/15/2013
Drive Thru HR, 12/17/12
The Bill Kutik Radio Show® #110, 8/12
Webinar Sponsored by Workday: "Follow the Yellow Brick Road to Business Value," 5/3/12 Audio/Whitepaper
Webinar Sponsored by Workday: "Predict and Prepare," 12/7/11
HR Happy Hour - Episode 118 - 'Work and the Future of Work', 9/23/11
The Bill Kutik Radio Show® #87, 9/11
Keynote, Connections Ultimate Partner Forum, 3/9-12/11
"Convergence in Bloom" Webcast and accompanying white paper, sponsored by ADP, 9/21/10
The Bill Kutik Radio Show® #63, 9/10
Keynote for Workforce Management's first ever virtual HR technology conference, 6/8/10
Knowledge Infusion Webinar, 6/3/10
Webinar Sponsored by Workday: "Predict and Prepare," 12/8/09
Webinar Sponsored by Workday: "Preparing to Lead the Recovery," 11/19/09 Audio/Powerpoint
"Enterprise unplugged: Riffing on failure and performance," a Michael Krigsman podcast 11/9/09
The Bill Kutik Radio Show® #39, 10/09
Workday SOR Webinar, 8/25/09
The Bill Kutik Radio Show® #15, 10/08

PAST BUT NO REPLAY AVAILABLE
Keynote, HR Tech Europe, Amsterdam, 10/25-26/12
Master Panel, HR Technology, Chicago, 10/9/012
Keynote, Workforce Magazine HR Tech Week, 6/6/12
Webcast Sponsored by Workday: "Building a Solid Business Case for HR Technology Change," 5/31/12
Keynote, Saba Global Summit, Miami, 3/19-22/12
Workday Rising, Las Vegas, 10/24-27/11
HR Technology, Las Vegas 10/3-5/11
HR Florida, Orlando 8/29-31/11
Boussias Communications HR Effectiveness Forum, Athens, Greece 6/16-17/11
HR Demo Show, Las Vegas 5/24-26/11
Workday Rising, 10/11/10
HRO Summit, 10/22/09
HR Technology, Keynote and Panel, 10/2/09

Adventures of Bloom & Wallace

a work in progress

Reprise — When Bank Branch Managers Are Called President

1/31/2012 — Shortly after I launched my blog, I published the post below.  I’ve thought about it often since then, but never more so than today.  So what set me off enough today to make me republish a two-year-old blog post?   A very new HR technology blogger published a reasonable blog post that highlighted some vendors that interested him but with a title that included the word “leading.”  Nothing in the post suggested that some type of exhaustive research had been conducted nor that there was anything methodical about how the mentioned vendors had been selected.  In fact, selected is so much more formal than anything about the blog post that started this chain of events.  Then one of the mentioned vendor’s team tweeted about having been named a leading vendor by this analyst, and that was retweeted from the vendor’s primary twitter account.  You can imagine my response on Twitter (here in order of tweets and stripped of identifying information):

“This is absolutely misleading.  Blog post highlights items of interest to author.  There’s no research-based ranking here.”

“And you don’t serve your employer well by attempting to mislead followers.”

There’s nothing that screams more for a republishing of this blog post than when someone from a vendor tweets about the great award/commendation/analyst positioning/vague compliment/etc. that their product/service has garnered when there’s nothing more to report than that they were one of a group which was invited to participate in something or, even worse, when they were mentioned casually in a list of products/services of interest by a new blogger just getting familiar with the space.

So, without further ado, an oldie but goodie blog post that definitely bears repeating. 

When Bank Branch Managers Are Called President

Dilbert CPO 74152_strip Frame IToday’s wonderful Dilbert strip got me thinking about how easy it is to use words that mislead, manipulate, and generally obscure the truth.  In Lake Woebegon, where all the men are handsome and the children are above average, we dance around performance issues, letting the person in question think that things are going pretty well when, in fact, we’re already planning how to get rid of them via those convenient transfers, promotions and “special projects.”  With work plans and estimates based on unachievable assumptions, we cross our fingers and make a wish over how long and at what real cost that ERP upgrade will be done, perhaps protected by the thought that such projects are invariably rescoped/repositioned/restaffed before they’re completed — or at least after we’ve left them for the next project.  Confronted with the unpleasant task of balancing unbalanceable budgets, building sales plans to support unsupportable growth targets, creating pie-in-the-sky marketing plans, swallowing hard to swallow organizational changes, and the list goes on, we avoid the hard work of telling it like it is and cloak our discomfort in the weazle words of paradigm shifting, innovative differentiation, the “cloud” will handle those details, and Chief Whatever Officer. As in so many things, Dilbert has our number.

Renaming the job of branch manager to President of the Fort Myers area (where there’s only one such branch in the Fort Myers area) does not increase by one jot the decision-making authority or autonomy of the new, so-called President.  Calling time and attendance software, which does the heavy lifting for hourly workforce scheduling, wage calculations, and timesheet-based labor distribution, talent management software does not make it so.  Claiming that the 22% maintenance fees paid by licensed/on-premise software customers are being used entirely for the benefit of those customers, is only believable by those folks still buying swamp land in Fort Myers (where we have no swamps for sale, not even in this depressed market).  Having a corporate values statement that says that our workforce is our greatest asset defies credulity when the organization just did a 10% across-the-board layoff because they didn’t know enough about their work or workers to know what part of the workforce asset was most important to retain.  And calling single tenant software that the vendor hosts and for which the customer subscribes your SaaS offering is intentionally misleading.  So why are these practices, and many more like them, so commonplace?

The easy answer may be that human nature abhores plain truths, shies away from unpleasantness, avoids being the messenger who may get shot after delivering the bad news, and is riddled with similar character flaws.  Or it may be that we love the plain truth but only when it’s spoken “off the record,” “without attribution,” or “for deep background only.”  I’ve built something of a reputation for being blunt-spoken, for not shying away from conveying the hard truths (at least to the best of my knowledge and, hopefully, with enough humility to know the limits of same), for pushing myself, colleagues and clients to do more and do better, and for calling out those who don’t, at least in my little corner of the world.  That reputation and behavior have certainly closed doors, and I’m mindful that I’ve had the luxury, as a solo, of not needing the clients and projects on the other side of those doors to feed a large team (or a family) as I did before I went solo.

The bottom line. I’m convinced that the next big leap at the crossroads of HRM and HR/IT will come not from any breakthroughs in either but rather from the positive impact that social networks and networking are having on our continued ability to mislead, manipulate, and generally obscure the truth in both areas.  Just as customer service fails, product quality issues, and new movies are discussed openly and in real time on Twitter, so too are the full range of HRM and HR/IT issues, products, services, vendors, providers, individual leaders, etc.  No place to hide anymore.  Doing a layoff?  Everyone knows very quickly.  Crap software?  The word is out.  Fluffed-up LinkedIn profile?  Someone will notice.  Not in Lake Woebegone, Fort Myers or wherever you dwell are all the men handsome or the children above average, and today everyone knows it.

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November 21st, 2009 | Category: Debunking/Calling Out, HRM/IT Intersection, Ruminations

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