Posts Tagged ‘Destruction’

Cross-post from BadConsultant:

Well, it wouldn’t be the first time that BadConsultant was riding a trend before it had even become a spark in the eye of an in-utero idea emergent at an innovation incubative blue-sky research fantasy novel land far, far away, would it?

Yet now, some 4 years later, what does BadConsultant read in the comments section of an update on LinkedIn?

“… Let’s pretend that the role of a Chief Performance Officer is to: 1) identify dysfunctions in bot-human, bot-bot, and human-human performances; 2) determine the hidden costs of those dysfunctions (ain’t no line item for ‘shit’s not working’ but there’s damn sure a cost and it’ll be huge for the next 20 years, because a LOT of shit’s not going to work); 3) save the company a LOT of money money by eliminating the dysfunctions; 4) convert the cost savings into investments in sustainable growth via new revenue generating activities….”

Well, who is this BadConsultant to be meek, mild and self-effacing.

You might not remember DestructionHR.com, but we do…

DestructionHR was always intended as a safe haven for those HR and OD professionals who seriously believed the rule-book needed to be torn apart. It started, but very quickly went into suspended animation

[we think of John Hurt, Sigourney Weaver, et al sleeping in their pods on the Nostromo]

mainly because, in every discussion where the title was shared, the knee jerk reaction to that word

Destruction

was absolute

[almost as interesting was the fact that HR representatives actually thought we didn’t take that into consideration when designing the concept]

We were told there was NO WAY that DestructionHR would ever make any sense.

So we let it sleep.

[but, of course, held onto the domain name]

4 years passed

[4 long years of seeing the need for DestructionHR at most clients and at every networking event]

then suddenly we see that comment on LinkedIn.

And just for a second, BadConsultant was seen to do the Snoopy happy dance.

So… Are you a HeRetic?

A bientot

BC

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By rigorously defining specific channels and skill-sets, competency frameworks stifle the spark that leads to innovation.

Discuss…

Those organizations maintaining twentieth-century practices and mindsets have to compete with this:

Our small team is growing and is in need of a full time current or future rockstar to help us get to the next level. You’ll work with a team of 5 which includes two experienced ruby/rails developers, a front end developer, a creative director and a U/I developer/designer/specialist. Here are the details:

this is what we do for 80% of our week-

we make web sites, web apps, and mobile apps for clients ranging from pre-funded startups to fortune 500 companies. there is variety in the tasks our team performs, which allows everyone to learn new things and hone their skills while not getting bored.

this is what we do for 20% of our week –

our backgrounds are very entrepreneurial, and as such, we’re always tinkering on new problems to solve and itches to scratch hoping we’ll stumble upon the next big thing. Our team spends (at a minimum) 20% of our time working on these ideas. Each team member (and future team member) will be an equity partner in any of our ideas that we launch.

work environment –

casual, in a very cool office space in historic downtown durham close to bars, restaurants, theatre, baseball stadium…and bars.

our ideal candidate –

some experience is a must, but we highly value attitude and mentality. if you want to solve problems and grow, then we’ll consider all levels of experience. Our ideal candidate is a team player who is interested in the thrill and rush of a startup yet realizes the benefit of working hard and doing a great job for a client to pay the bills.

Lastly, this is a full time position in house in durham, nc. we will consider remote opportunities but they will be prioritized lower than someone who can come to the office.

our goal for every team member –

to create the dream job that pays well, provides a fun atmosphere and comraderie, and allows everyone to pursue bigger goals.

Where are the statements on pensions and benefits? Where are the ‘minimum years experience’? Where are the ‘minimum academic qualifications’?

More importantly, where do you think the next generation of talent would rather work?

[Note: this was an actual job spec posted by North Carolina-based Smashing Boxes – if you’re interested contact nick@smashingboxes.com]

Somewhere along the march to compliance, someone decided that mandating the specific actions of all managers was the preferred route to protect against a very small proportion who might damage people or performance.

It was never going to work.

And leads to the infantilization of managers, as captured in the common HR resistance to change:

I can’t let managers do that, they don’t know how and will get it wrong

The vast majority of managers are decent human beings who want to see their teams flourish, perform and grow. The vast majority of managers know how to manage better than anyone in HR. The vast majority of managers carry huge organizational tax complying with HR’s impossible premise of mandating the many.

Destruction HR is about demolishing that unnecessary tax burden.

Discuss…

… so destroy anything that displaces/dilutes accountability for an individual and the team in which they work. Some examples:

  • Cascading goals
  • HR-managed performance plans
  • Manager ‘scripts’
  • Compensation calibration
  • HR authorization of job offer salary
  • Finance-controlled budgets
  • Balanced scorecard that doesn’t have individual/team metrics
  • Rolled-up engagement survey data

Discuss…

… in search of THE ANSWER, thinking:

When we understand enough, we’ll act

Someone needs to tell them:

Only by acting will you learn to understand

Could that someone be you?

Let’s run some numbers:

  • Company size: 10,000
  • # of managers: 1,500
  • Ave. span of control: 8 direct reports
  • Ave. hours per direct report: 3h (for self-assessment, review discussions, final documentation)
  • Total hours spent on performance management cycle = (1,500 x 8 x 3) = 36,000h
  • # hours per year = 2,000h
  • Full-time-equivalents dedicated to Performance Management = 18 FTEs*

Without factoring in lost productivity and/or questionable/negative impact upon engagement

[and resulting death spiral for performance]

by even conservative estimates, this company pays the equivalent of 18 people just to comply with the annual performance management cycle.

Run the numbers for your company. Then, walk into a business leader’s office tomorrow and offer her 18 people for no extra cost, increased engagement and less distraction from meeting customer needs. We think you’ll get backing to demolish the performance management cycle.

And, if not, what a discussion you’ll begin.

Discuss…

* Note: the calculation does not include any HR resource dedicated to performance management, which is as it should be; managers manage and HR gets in the way.