What is the Role of HR in Building More Social Businesses?

POST*SHIFT LEE BRYANT

POST*SHIFT - FOUNDRY / ADVISORY / VENTURES

The clue is in the name...

Humans (and some ducks) are resourceful, not resources

We went too far with the idea of scientific management

From hiring onwards, we are managing talent poorly

From hiring onwards, we are managing talent poorly

From hiring onwards, we are managing talent poorly

Process & structure can be barriers to getting things done

Trust is cheaper (and more effective) than control

Beyond Taylorism: productivity has gone quantum

Meanwhile, what is HR doing?

Meanwhile, what is HR doing?

Yet there are so many potential areas for HR to shine

Social Business: potentially transformational, but software alone cannot do the job

Social business is not just a technology solution...

But new tech & sharing culture create new possibilities

We now have many alternatives to cascading hierarchy

Some examples of extraordinary organisational structures thatalready exist:

Morning Star: efficiency through self-management

Kyocera: de-centralised ‘amoeba management’

Haier: another successful, adaptive Asian challenger

The Valve story: no management required

The Valve story: no management required

The Valve story: no management required

“Valve has no formal management or hierarchy at all ... Now, I can tell you that, deep down, you don’t really believe that last sentence. I certainly didn’t when I first heard it. How could a 300-person company not have any formal management?”

“... it takes new hires about six months before they fully accept that no one is going to tell them what to do, that no manager is going to give them a review, that there is no such thing as a promotion or a job title or even a fixed role...”

“... it is their responsibility, and theirs alone, to allocate the most valuable resource in the company – their time – by figuring out what it is that they can do that is most valuable for the company, and then to go do it.”

How do we get there from here?

Protected spaces provide a low-risk starting point

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Leadership is even more vital, but management is not

This is not your father’s ‘change programme’

Fractal structures and resilience at scale

A strong social fabric is needed for ‘tight & loose’ to work

Why is this not job #1 for HR professionals today?

Credits and references

Images: !http://i.imgur.com/5mHPnj9.png http://www.thepoke.co.uk/2013/09/25/contest-over-here-is-worlds-coolest-duck/njmlc4n/ http://www.flickr.com/photos/tinkerszone/3948664111 http://i.imgur.com/Qr3xx.jpg http://www.flickr.com/photos/lancefisher/4704384949 http://www.flickr.com/photos/featheredtar/2302651444 http://www.flickr.com/photos/dce76/159422716 http://www.flickr.com/photos/davegray/8194170066 http://www.flickr.com/photos/67705205@N00/790277620 http://weareus.co.uk/portfolio/human-chicken http://www.flickr.com/photos/davegray/8194170066/ http://www.current.com.au/2012/09/26/article/Haier-Learning-An-inside-look-at-Haiers-short-marriage-to-Fisher--Paykel/NFZBKHSEQP !!Other references: !http://pro.gigaom.com/blog/a-major-wave-of-hr-software-buying-going-on-but-its-just-a-repeat-not-a-revolution/ http://www.forbes.com/sites/jeannemeister/2013/01/03/2013-the-year-of-social-hr/ http://blogs.valvesoftware.com/abrash/valve-how-i-got-here-what-its-like-and-what-im-doing-2/ !