Ten Action points from the #hrgcnz

Almost two weeks on from the fantastic HR Game Changer Conference I’ve had more time to reflect and revise on my thoughts during and post conference. What I’ve come up with here are my ten action points. 

Strangely, I’d been thinking about this post over the weekend and prioritising my action points and how to achieve them, then yesterday I received a letter from the team at Elephant Training and HR – asking me to do almost exactly that! Their letter reminded conference attendees of how Jason Judkins, CEO of Yealands, gave all employees a self addressed letter and asked them to fill in their goals at the beginning of the year. These were then sealed and opened at the Christmas party where they were asked to explain how they had gone about achieving their goals and received a $200 bonus. The results were exceptional, both personally and professionally.
So Elephant created a letter to each of us to capture our goals and actions post conference, with the intention that we bring them along to open at next years’ conference and collectively celebrate our successes and achievements. They framed the goals as actions to transform HR in my business, and actions to transform the HR profession. 

I’ve framed mine a little differently here as my focus has been on the ideas, wins, changes and initiatives developed during conference that I could takeaway and use in my business to transform the way we do things and as HR add more value to the business. Some have been instantly actionable and are relatively small changes, others will take some time to implement and require greater effort and dedication, but here are my top ten, in no particular order:

  • Instigate walking meetings and stand ups; movement stimulates.
  • Whilst treadmill working stations may be the dream, a great start would be non-formal and/or moving work stations promoting collaboration and collective / flexible working environments.
  • Use phones to record and share company stories.
  • Boost and promote the use of Yammer for internal communications; utilise more than one platform. Drive staff use of and interaction with 
  • Strategy on a page; simplify all communications, processes and documentation.
  • Use more visuals; in training, communications, recruitment…and so on.
  • Raise the profile of culture and embed into business strategy. Change culture along the way.
  • K.I.S. = In everything ask Keep? Improve? Stop / Start / Simplify?
  • Deliver, deliver, deliver.
  • Keep top of mind “What’s in it for them?”.

changing the hr game

I was fortunate enough to attend the #hrgcnz last week, and I can’t speak highly enough of my experience. I’ve come away excited by the new ideas, concepts and thoughts, so much so that it’s taken me almost a week including two days in an isolated Kaipara Harbour bach to unravel my thoughts and takeaways. I have developed an extended network of like-minded people, some new to me others I’d previously only known via social media; I have validated and benchmarked my own thinking through shared ideas and was more than a little star struck by the calibre of speakers we heard from. The conference itself was exceptionally well run by the team at Elephant HR & Training; providing a range of learning solutions and forums from speakers through facilitation and group work.

It’s thought to be a world first that as we were closing off the NZ conference each day, there was a UK contingent kicking off the beginning of their day. Simultaneous conferences, running concurrently – both with the aim of facing the future of HR, and changing the path as we know it. And both with group members tweeting and sharing the conference content in real time. Sharing so much in fact, that in NZ the hashtag #hrgcnz, was trending in the number two spot, vying for attention against the election and the Joan Rivers tragedy.

The conference concluded with the announcement of a new HR Institute for NZ – CHRI; the Chartered Human Resources Institute. Limited details at this point as to what it means for HR in NZ, but if the conference is anything to go by, I for one am excited to see what comes next.

My main takeaways from the conference are summarised under the three headings below:

 Change the game
To be game changing you must first seek to fully understand the game you’re in, from an industry, company and team perspective. Use technology such as the likes of social media for internal communications, building team culture, development of staff and recruitment; also as an avenue for leaders and CEO’s to connect with those on the shop floor. Create environments for staff to experiment and advocate right practice, forgetting best practice. Stop doing what you don’t need to and instead link up with what the business is trying to achieve and work to add value through collaboration. Hold yourself accountable, constantly ask why of yourself, others and procedures. Stop worrying about minimising risk and instead look to maximising potential. Get rid of anything that doesn’t add value or change the game.

“Celebrate when it changes something, not because you build it” Fiona Michel, NZ Police

Blaze your own trail
Take opportunities, grow, evolve, reinvent yourself and your organisational practices – embrace and drive change. Continuously look forward and focus on developing yourself, challenge and disrupt to create and enable transformation. Lead, don’t serve. Stop worrying about not being at the top table or otherwise, deliver, deliver, deliver and the results will follow. Spend time outside HR, get out of your comfort zone and establish a fundamental knowledge of the business values, goals and strategy. Think like a business leader. Seek innovation, get over yourself and stop naval gazing.

“Become infamous, not irrelevant” – Jan Bibby, Vodafone

Make people smile
Bring in fun; find ways to introduce fun through low and zero cost means to engage employees and create employee champions. Ask staff what rewards matter to them, and similarly in all dealings ask yourself what’s in it for them, and focus on delivering this. Showcase great experiences and results, after all culture drives performance. Encourage diversity and work to break down segmentations. Communication is key, so find new and innovative ways for HR and leaders to stay in touch with the people in the business.

“Make people’s lives better” – Nigel Latta