From Y to Why Understanding Generation Flux

Hiring and Selection in the Age of Gen Flux

5 Ways to Manage Talent in Times of Rapid Change

2

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September 2013

Executive Letter . . . . . . . . . . . . . . . . . . . . . . . .5Member Profile . . . . . . . . . . . . . . . . . . . . . . . .6Michele Alanis HR Manager, Jan Marini Skin Research

Continuing Education Calendar . . . . . . . . . .8From Y to Why: Understanding Generation Flux . . . . . . . . .10By Mario Vasilescu

Hiring and Selection in the Age of Gen Flux . . . . . . . . . . . . . . . . .14By Jack F. Smalley, SPHR

Hybrid Approach: 5 Ways to Manage Talent in Times of Rapid Change . . . . . . . .18By Colleen Murray and Ailene Lee-Sutton

New Members Welcome . . . . . . . . . . . . . . .21Buyer’s Guide . . . . . . . . . . . . . . . . . . . . . . . . .22Index to Advertisers . . . . . . . . . . . . . . . . . . .23

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5September 2013

executive letter

Danika DavisChief Executive Officer, NCHRA415.395.1911

It has been a little more than a year since a pervasive and compelling new buzzword was revealed by Fast Company — Generation Flux.

Described as a psychographic rather than a demographic, Gen Flux refers to a population of people, and by extension workers, who embrace chaos and dynamic change as a norm, not a disruption. People that change jobs and careers not only easily, but perhaps purposely.

In a furtherance of this new way of thinking, the generation can be any age.

Those of us who have seen a few summers recognize, even lament on occasion, the newfound norm of uncertainty and the technology-enabled speed of business cycles, communication and well, everything. It’s a brave new world full of many things, including opportunity and flexibility never before imagined.

Or is it? Sure it’s chaotic and fast. And I imagine that those who have lived through times of great social upheaval felt the same way over the millennia of human existence. It would seem that those who can adapt, learn and innovate have always led the curve — even in times of relative stability. What is absolutely new is the speed and the pervasive nature of connectivity to just about everything. And yet, I have to think, that we living through these times feel that way in comparison to other such shifts. And that when those earlier shifts were occurring, it felt much the same. After all, Heraclitus, writing in 500 B.C. observed that “nothing is permanent but change.”

Critics of the “fluxer” movement, such as blogger Christopher Butler, acknowledge the new dynamics of a faster, mobile, technical, opportunity-filled world, and at the same time call for some common sense around planning, consistency and maintaining more “traditional” models. To paraphrase very liberally, don’t through the baby out

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

-Alvin Toffler

with the bathwater. Good business still takes discipline and purposefully thought out process to be optimally successful.

What is irrefutable is that many of our management and governance norms still lag woefully behind, and that even those who embrace the emergent dynamic face a dilemma in converting what has been to what will be.

The very definition flux means “flow.” We in HR know that going with the flow is a double-edged sword at best. As business leaders, we need to go with and direct the “flow” simultaneously — adapting to new without losing the best of what was.

A recent list of desirable, even necessary skills for our times included, in part: embraces instability; learns to recalibrate thoughts, actions, attitudes based on what is being presented; learns continuously from multiple sources of information; understands global, mobile and technology trends; ability to work collaboratively; ability to work with and solve complex, ambiguous problems; has a passion for learning new skills; open mindedness; and future focused.

Whether you believe in Gen Flux or think it is just another fad business trend that sells articles and books, that is a compelling list. Combined with the best of the “past” and solid business knowledge, one could build an amazing career — and organization — using it as the next iteration of KSAs.

Wishing you a wildly successful career,

6

member profile

What led you to Human Resources as a profession? I entered college as an Accounting major, but during my junior year several of my friends introduced me to Human Resources. I was quickly intrigued by the variety of HR functions necessary for an organization to operate — inspiring me to change my major to HR. The more involved I became with organizations such as the SJSU Human Resources Management Association (HRMA), NCHRA and SHRM, the more confident I felt about my decision to pursue a career in HR.

In your opinion, what is the future of HR? With the many changes occurring in both California and Federal health care laws, I believe this will be an area of significant focus for some time to come. It will be critical for HR to be well informed and prepared to strategically navigate through The Affordable Care Act and any other changes in the future. HR will continue to be an integral part of organizations moving forward as businesses and regulations evolve, and companies seek to maximize success while maintaining or increasing employee satisfaction.

What would you recommend to someone just starting out in HR? Network, network, network. The more HR professionals you know, the more your opportunities increase. Join your local Human Resources Association right away and attend their seminars to meet and network with other new and established HR professionals. If you are attending college, join the HR Association on campus and attend HR seminars in your region, which often offer student discounts to attendees. I also recommend expanding your networking through multiple online networking groups such as LinkedIn, NCHRA and SHRM. And finally, start building your resume and credibility while in college by completing an HR internship, volunteering for a non-profit organization that has a need for an HR professional, and becoming involved in regional HR associations.

Michele Alanis HR Manager, Jan Marini Skin ResearchMember Since 2002

7September 2013

What do you find is the greatest reward working in HR? Two words: Employee satisfaction.

What role has NCHRA played in your career? NCHRA has played a very significant role in my career. I became a member during my undergraduate time at SJSU. I met many HR professionals through their seminars and was voted into office as the president of HRMA. During my senior year, I attended the SJSU Business Department annual banquet where I met an HR manager from a well-known high-tech company. This opened the door to my first HR internship, which later became my first full-time HR position and the start of my HR career. HR

Michele Alanis holds a bachelor’s

degree in Business Administration

with a minor in Psychology from San

Jose State University. She has been a

Human Resources professional for over

15 years. Currently, she is responsible

for the overall operations of the Human

Resources department at Jan Marini

Skin Research, where she has worked

for the past 8 years. Michele serves on

the board of directors for San Andreas

Regional Center, also known as SARC.

SARC is a community-based, private

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people with developmental disabilities.

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September

continuing education calendar

S M T W T F S1 2 3 4 5 6 78 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30

September 20139/3 Measuring Success: Metrics for HR Practitioners:

eProgram Series Begins (4 Online Sessions)9/5 Effective Negotiating Techniques (San Francisco)9/5 HR in CA: Complying with Document Retention

Requirements: eProgram Series Begins (4 Online Sessions)9/6 Successfully Navigating Workplace Transitions: eProgram

Series Begins (6 Online Sessions)9/6 Essential Tips for Writing Employee Handbooks: eProgram

Series Begins (4 Online Sessions)9/10 Managing Up: Create Impact, Leverage Your Capabilities

and Accelerate Your Career Growth (San Francisco)9/10 Managing Talent for Organizational Success –

HR Business Partner Series (Santa Rosa) 9/11 Moving From Cost Center to Strategic Partner –

HR Business Partner Series (Pleasanton)9/11 HR 360: Developing a Revenue-Driving HR Strategy

(Milpitas) 9/11 Human Capital Assets: How Do People Create Value?:

eProgram Series Begins (5 Online Sessions)9/12 HR as Architect: Building a Culture of Success and

Innovation (South Bay) 9/12 Untangling the Overlap of California Leave Laws

(Sacramento) 9/12 Managing Talent for Organizational Success –

HR Business Partner Series (San Mateo) 9/17 Developing First-Time Managers (San Francisco) 9/17 Elevate Talent! When HR and Marketing Join Forces

(Santa Cruz) 9/18 Conducting Effective (and Legal) Workplace

Investigations (East Bay)9/18 Developing Core HR Competencies: eProgram Series

Begins (5 Online Sessions)9/18 Designing Strategic Initiatives –

HR Business Partner Series (San Francisco)9/19 Total Rewards Conference (San Francisco) 9/19 Linking HR Functions to Organizational Goals –

HR Business Partner Series (Oakland)

9/19 Santa Clara Region Fall Networking Social (San Jose) 9/24 HR in CA: Addressing Complex Time Off & Leaves of

Absence Challenges (Oakland) 9/25 Driving a Project from Start to Finish (San Francisco) 9/25 CA Health Exchanges: A Deep Dive into Plans, Rates, and

Open Enrollment (Free Member Webinar) 9/25 Leveraging Influence and Motivating Others –

HR Business Partner Series (Santa Cruz)

October 201310/1 DISC Certification (2-day program) (San Francisco) 10/1 Creating the Future Perfect Workplace through

Generational Differences: eProgram Series Begins (4 Online Sessions)

10/3 Practical Accounting and Finance for HR (San Francisco) 10/3 Linking HR Functions to Organizational Goals –

HR Business Partner Series (Fairfield)10/7 6-Week Online CA Certification Preparation Course

Begins (Online) 10/8 HR in CA: Top Ten Mistakes in Leaves of Absence

Administration (Sacramento) 10/8 Successful Change Management Skills for HR

(San Francisco) 10/8 7-Week Online GPHR Certification Preparation Course

Begins (Online)10/9 Establishing a Robust Career Development Program

(San Francisco) 10/9 Moving From Cost Center to Strategic Partner –

HR Business Partner Series (San Rafael)10/10 Leading Assertively and Other Essential Leadership Skills

(Milpitas) 10/15 Leveraging Influence and Motivating Others –

HR Business Partner Series (Santa Clara)10/15 HR Technology Summit (Santa Clara)10/17 Designing Strategic Initiatives –

HR Business Partner Series (Napa)10/17 Managing Talent for Organizational Success –

HR Business Partner Series (Sacramento)

S M T W T F S1 2

3 4 5 6 7 8 910 11 12 13 14 15 1617 18 19 20 21 22 23

24 25 26 27 28 29 30

S M T W T F S1 2 3 4 5

6 7 8 9 10 11 1213 14 15 16 17 18 19

20 21 22 23 24 25 2627 28 29 30 31

October November

September 2013 continued...

9September 2013

continuing education calendar

Because of our commitment to your development, and possible through our status as a non-profit, NCHRA offers nationally recognized training and development courses for less than

half the rate for the industry, all with recertification credit for those who are certified.For a complete up-to-the-minute list and to register, please visit:

www .nchra .org > View All Events . (Below event list subject to change)

10/17 HR in CA: Ensuring Successful Hiring & Termination Practices (San Francisco)

10/17 Behavioral Based Interviewing: eProgram Series Begins (5 Online Sessions)

10/18 4-Day PHR/SPHR Certification Preparation Begins (San Francisco)

10/18 2-Day California Certification Preparation Begins (Petaluma)

10/22 HR in CA: Effective Wage & Hour Management (Santa Clara)

10/22 Designing Strategic Initiatives – HR Business Partner Series (Walnut Creek)

10/23 Mastering Workplace Mediation (2-day program) (San Francisco)

10/24 Bullies, Abrasives and Tyrants: Dealing with Tough People at Work (South Bay)

10/24 Greater Tri-Valley Region Networking Social (Pleasanton) 10/25 2-Day California Certification Course Begins (Santa Clara) 10/29 HR in CA: Handling Time Off & Leaves of Absence

Requests (San Francisco) 10/30 PERM Labor Certification and Pathways to Permanent

Residence (South Bay)

November 201311/1 Employment Law Update: Stay in the Know

(Free Member Webinar)11/5 Linking HR Functions to Organizational Goals –

HR Business Partner Series (Santa Rosa)11/5 HR 360: Developing a Revenue-Driving HR Strategy

(North Bay)11/7 Moving From Cost Center to Strategic Partner –

HR Business Partner Series (San Mateo)11/7 2-Day California Certification Preparation Course Begins

(San Francisco)11/7 Solano/Yolo Region Winter Networking Social (Fairfield)11/13 Managing Talent for Organizational Success –

HR Business Partner Series (Tri-Valley)

11/13 Marin Region Winter Networking Social (Marin) 11/14 Leveraging Influence and Motivating Others (South Bay)11/15 4-Day PHR/SPHR Certification Preparation Begins

(Santa Clara)11/15 Strategic HR & Leadership Conference (San Francisco)11/20 Leveraging Influence and Motivating Others –

HR Business Partner Series (San Francisco)11/21 Linking HR Functions to Organizational Goals –

HR Business Partner Series (Santa Cruz)11/21 Managing Talent for Organizational Success –

HR Business Partner Series (Oakland)

December 201312/2 Core Competencies for Practicing HR in CA: Part Two:

eProgram Series Begins (5 Online Sessions)12/4 Peninsula Region Winter Networking Social (Peninsula)12/5 Designing Strategic Initiatives –

HR Business Partner Series (Fairfield)12/5 3-Day PHR/SPHR Review Begins (Oakland)12/5 3-Day PHR/SPHR Review Begins (Santa Clara)12/5 East Bay Region Holiday Networking Social (Oakland)12/5 North Bay Region Holiday Networking Social (North Bay)12/10 Designing Strategic Initiatives –

HR Business Partner Series (Santa Clara)12/11 Managing Talent for Organizational Success –

HR Business Partner Series (San Rafael) 12/11 San Francisco Holiday Networking Social (San Francisco)12/12 3-Day PHR/SPHR Review Begins (San Francisco)12/12 Linking HR Functions to Organizational Goals –

HR Business Partner Series (Sacramento)12/12 HR in Wine Summit (North Bay)12/17 Leveraging Influence and Motivating Others –

HR Business Partner Series (Walnut Creek)

S M T W T F S1 2 3 4 5 6 78 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31

December

October 2013 continued... November 2013 continued...

10

Are you familiar with the term “Generation Flux”? Coined by FastCompany Editor Robert Safian, it quickly became the new “it” term the past year

– and for good reason. For a change, it does not obsess over a single demographic (hello, Gen Y!), but instead focuses on a broader and more appropriate psychographic: rather than focusing on intergenerational challenges, it acknowledges that we are all experiencing change in the way we work, whether Boomer, Gen X or Gen Y. Too often are today’s trends dismissed as Generation Y biases, hurting our ability to have honest conversations to help us properly adapt, whether as executives, managers, or general employees. Work is changing, and it is changing because we are changing — Generation Flux is merely a collective representation of this change.

As initially intended, Generation Flux is an open classification referring to workers that thrive in the high-speed chaos of 21st century professional life. The typical member of GenFlux is multitalented, thanks to a diverse and often randomly associated educational and professional history; and their current path is equally diverse, as they are proactive job-hoppers, changing jobs and job types frequently.

Understanding Generation Flux

By Mario Vasilescu

From Y to Why

11September 2013

More broadly, however, Generation Flux represents a bigger change: a collective transformation in attitudes and expectations — and it is this part that we need to focus on as organizations and professionals. The prototypical professional is changing, and it is essential that we know why.

The Shift: MacroThere are two lenses through which the emergence of a new workplace and Gen Flux worker can be viewed: economic and societal. As Alvin Toffler put forth in his seminal 1980 book, The Third Wave, the societal factors are just elements of the macro shift from the Industrialized economy to an Information economy.

The macro change is the root: if the focus of work shifts from finite, physical production to infinite, intellectual problem solving, then the way the work is done — from structure to communication to management — must be overhauled. Though this seems like common sense, the majority of non-manufacturing companies are still clinging to the industrial archetype of rigid hierarchies, limited visibility and restrictive specialization. The focus of work today is information management applied to complex problems through a network of human capital. Force-fitting people to this focus through an industrial archetype is evidently problematic — and it is why companies are struggling externally to compete, and internally with satisfaction and retention.

From this grander economic perspective, the emergence of Generation Flux — and the way they are seemingly at odds with traditional business practices — is the living proof. Gone are workers craving stability; gone are workers who will submit to purely extrinsic motivators like money and benefits; gone are workers with only a traditional career path in mind.

The Shift: Micro Technology, its emergence and omnipresence, has fundamentally changed us as people. The various smart devices we use have been essential, but it is the information medium — the underlying Internet and its social media offspring — that has changed us most. We are now not only information hungry, but information dependent, and as a result we have become masters of information search who prize speed, openness and collaborative validation above all else. We expect this in our work environment, not just in our private lives.

Entrepreneurship has gone, in the past 5 years, from fringe to nearly mainstream, both culturally and professionally. Culturally, the dominance and leadership of startups in the digital space (Facebook, Twitter, Pinterest, Spotify, Groupon — the list is long) has made them a well-known type of entity, and spawned enormous interest and media coverage. Professionally, it has never been more attainable to turn your passions into a profitable opportunity, creating a clearer correlation between the two. Beyond this, startup best practices — whether the Eric Ries’ Lean Startup model, or Alexander Osterwalder’s Business Model Canvas, for example — have not only become accepted, but a necessity in the professional world.

With such a shift in fundamental expectations in the world of business, there should be no surprise that GenFlux has emerged as a fast-moving, enterprising group. Is it any wonder it’s increasingly difficult to retain workers in jobs they don’t feel connected to? Can we really be surprised that speed and innovation are now primary drivers?

The decline of the traditional, fail-proof corporation is the final, perhaps most fundamental factor. There is a deepening awareness that the corporation that we

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knew growing up — the kind that could promise generous benefits and unshakable security — is gone. Not only are employees no longer nearly as swayed by large payouts and long-term security, but many companies can no longer provide them like they used to. There is no longer the same temptation, from either side of the table, for long-term lock-in. GenFlux, a byproduct of this environment, banks on flexibility and avoiding professional stagnation through continual learning and seeking diverse opportunities. It is said that GenFlux thrives in chaos, but perhaps the truth is that it is merely a survival response.

It is this combined environment that defines the professional profile of Generation Flux: built for speed, expecting openness and collaborative feedback; inherently enterprising, seeking intrinsic satisfaction, and innovation-mindful; and career-path agnostic in the way they grow, and in the way they maintain an independence from the employers they engage with. These are the traits to be mindful of when managing and engaging employees, as well as attracting and interacting with candidates. Though not every current or prospective employee is a member of Generation Flux, they will be interested in how a company treats those that are.

Technology as Band-AidThough perhaps extreme, Evgeny Morozov’s recent book, To Save Everything, Click Here: The Folly of Technological Solutionism, addresses the trend of over-eagerly throwing technology at our problems. With efficiency the bedrock of all business, the professional world is perhaps the best example of this: there has been an explosion of enterprise digital offerings. Unfortunately, rather than targeting core, systemic issues, they latch onto narrow and therefore relatively superficial factors. While social media, and gamification — and Generation Y’s implication in these — are all extremely important, they are not cure-alls or cause-alls.

While technology — both devices and digital platforms — are an invaluable advantage when applied, they alone cannot fix work. How can a new technology turn a steeply hierarchal organization truly flat, networked and open? How can a platform alone transform multiple corporations into a Free Agent-friendly professional network? These are the types of drastic changes that need consideration. Otherwise, we will continue to eagerly pile new technologies one on top of the other until our companies and workflows are suffocated by a teetering pile of surface-level “solutions” that never hit home. Nobody wins then.

The real question is not “how can we engage the employees with technology (within the same framework)?” but “what are the roadblocks to work success and happiness for employees, and how can solutions be delivered through the advantages of digital technology?” Many of the current solutions appear to start with digital applications and work their way back to the employee, rather than vice versa. There is a misguided focus on enabling technology, as opposed to what technology can enable.

Moving ForwardIf so much is changing, with an emerging GenFlux workforce to show for it, what are we doing about it? New approaches are needed.

Structure. Serious discussions are needed on how the dynamism of GenFlux can be captured and encouraged. Micromanagement needs to transform to macro-management, where low-level job descriptions, hierarchies, and dictated tasks are replaced by high-level frameworks that allow for a flat, fluid network, encouraging self-driven work that addresses work as needed as well as desired, not as dictated. Generation Flux needs to feel more in control to feel more personally involved, and they need more flexibility not only to be more comfortable but to better capitalize on their often diverse talents.

Process. More effort needs to be put into making it easier to find useful information, the right people, and working

13September 2013

with both. Too often is information lost, unnecessarily off-limits to employees, and hard to find — instead of organically arising as work is done, relative to the task at hand. Similarly, being able to collaborate or coordinate with coworkers should not feel like a sign-up process, but a quick and interactive pop-in driven by the context of your objective. Finally, work needs to be made more context-rich, by emphasizing big-picture relevance and impact. This aids GenFlux's ability to adapt and invent effectively, while providing the "meaning" they seek.

Talent Management, more than ever, will make or break a company. As GenFlux emerges, they will need to be assured that they have both the flexibility and opportunity to grow as their professional passions dictate. More needs to be done to capture the broad interests and ambitions of workers, and subsequently use data and collaborative monitoring to ensure at more frequent intervals that they are moving in their desired direction. This will better address the growing desire for meaningful feedback and more open opportunities, helping to increase satisfaction, effectiveness and reduce turnover.

Technology. How can enterprise offerings better address the core issues of work? Executive leadership — particularly HR-related and Managerial — need to get involved, and they need to get aggressive by better reaching out to digital agencies and existing big-box SaaS provides to see what can be done. Though one-size-fits-all, surface solutions are easy, they are not the long-term answer.

GenFlux is defining a new workplace. If companies do not adapt, they will likely become talent-starved and irrelevant. It is easy to misunderstand Flux as superficial dynamism as opposed to masterful agility, and to underestimate its value as a psychographic label. Flux is not only about specific factors, but rather representative of a collective

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ability to grow, adapt quickly, and thus be masters of the complex problems that define the knowledge economy — and that is what the leaders of the professional world need to focus on. HR

Mario Vasilescu (B. Eng. & Mgt.) is your typical member of Generation

Flux: he is CEO at Rewordly.com, a seed-stage startup that turns

writing and reading online into branding and business opportunities;

Partner at www.corei.us, a young Toronto-based think tank and

consultancy spun out of an award-winning vision of the future of work;

and he consults in Paris on HR 2.0, digital strategy, and leadership with BPI group.

He splits his time between Toronto, Paris, Bucharest, and London, and has his eye on

New York City. Connect with him at www.mvas.ca/connect.

HIRING ANDSELECTION

GEN FLUXin the Age of

14

By Jack F. Smalley, SPHR

For the first time in history, scholars, educators, and business leaders are predicting the outcome of Generation Flux as a single word—chaos. I compare Generation Flux to a spinning top. We hope it goes the direction we choose, but we have absolutely no idea of the final

resting place. Generation Flux is a new generation of employees who embrace and tolerate instability. It is a generation that is not solely based on demographics, including age. Anyone, any age, can choose to belong. The skill set is the ability to acquire new skills quickly. Most organizations today are not equipped for the Flux Generation. For years, successful businesses have delivered an orderly life, from how we grow and progress to how we promote executives. We have embraced the concept of rewarding loyalty with the promotional ladder of security.

In the last few years, I do not believe one individual or organization could have predicted online education taking a front seat over which university you attended, nor how Twitter and other social media outlets would reshape the global political landscape, or that General Motors would go bankrupt. The topple rate of long-term successful organizations that have reached the number-one position in their industry only to be knocked off has more than doubled in recent years. Prior to Gen Flux, the goal was to reach number one. Today’s goal is to remain number one. Anyone can reach their industry’s top position by introducing a new product, service or even a “gimmick.” Remaining number one in the world of Flux is a challenge most of us have never faced. We are going to witness businesses rise and fall faster than ever. Jim O’Leary, a great leader and mentor during my career with Mobil Oil would say, “The worst mistake of a leader is when they don’t know what they don’t know.”

15September 2013

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2013California Total Compensation Survey

the organization, decisions can be made faster and smarter. It supports the theory the fast will eat the slow vs. the big eating the small.

Recruiting for Generation Flux requires accepting the unexpected as the new norm. We can no longer coast in a world of predictability and social similarity. One size no longer fits all. The greatest threat to organizational success continues to be losing the knowledge of your engaged workforce. We will have to prepare for turnover by constantly targeting and attracting new talent. For organizations to thrive in this uncertain economy driven by constant change, they must balance the stability of promoting from within, with the necessity of bringing in new talent to challenge to status quo.

The Flux generation has overwhelming sent a strong message of embracing job change. Cradle-to-grave employers, along with cradle-to-grave employees, have become extinct. Fluxers have left their engines of job change running while not slowing down. Their desire to change jobs and industries (even with geographical restrictions), along with their perception of being mistreated during their first recession, will prove difficult to manage as they are firing out resumes. As millions of Boomers transition out, opening the doors for this transient workforce will create new challenges for employers. Recruiting via social media outlets continues to dominate how we reach and attract qualified candidates.

Organizations must prepare and accept turnover during the uncertainty of Generation Flux. This will prove more challenging for traditional employers requiring specific skills sets who have relied on a stable workforce along with consistent employment levels and high retention. Organizations with the ability to adapt quickly to constant innovation and change will be better positioned to attract a mobile and innovative workforce.

At the same time, employers must create and maintain a culture attracting all generations. There will no longer be an opportunity to target one or two generations specifically. They must have benefit choices for all, such as flexible work schedules and medical options, long-term 401k choices, creative vacation and PTO plans, enhanced educational opportunities, and most importantly, best practice social media policies. And organizations with progressive employee referral programs will continue to enjoy recruiting successes.

Excellent Job Preview programs designed for each generation provide an advantage in your recruiting markets. This includes aligning your candidates of choice with a fully engaged employee from the same generation to preview the position during the normal activities. Prospective employees want to see exactly how the position is performed vs. hearing

So how do we identify, select, hire, and retain a workforce in the age of Generation Flux? Answer: carefully, very carefully. First, we must prepare for a workforce that requires a new skill set. As non-skilled jobs continue to be outsourced to maximize profits, the majority of positions in the new economy will require a much higher level of skills with emphasis on the latest technology—much of which has yet to be invented! Successful organizations must continue to invest in the training of their workforce and reinvent their culture to attract Millennials and Generation Z (born after 1995).

The first step in culture change is to transition away from the traditional, bureaucratic, pyramid leadership model with top-heavy management and the employees being squeezed at the bottom. Instead of employees having little access to leadership and being given restricted information on a need-to-know basis, implement a new and improved model with a small leadership hub in the center. This model has less leadership and more employees empowered as decision makers. Thus, employees have instant access to leadership and information is exchanged 24/7. Employers embracing this model value that information equals knowledge and knowledge equals power. Organizational culture is based on communicating everything to everyone — good news and bad. It also encourages leadership exchanging ideas with employees. With trust and honesty rampant throughout

17September 2013

it from a professional recruiter. It has been proven that prospective employees relate better to an employee from their own generation and similar skill set.

Employers must take full advantage of every segment of the recruiting process, especially the interview and initial 90 days of employment. From the minute you make your first contact, you want the candidate to have a memorable experience. Then, once you have secured the acceptance, quickly change focus to provide the new employee with the best treatment they have ever witnessed during the first three months. The majority of employees, both exempt and non-exempt, make their mind up in the first 30 days regarding their long-term commitment to their new employer.

Patrick Lencioni’s bestselling book, Three Signs of a Miserable Job, confirms a common mistake in the employment process. Once the candidate becomes an employee, many supervisors and leaders fail. Leaders need to become more proficient at avoiding anonymity (taking the time to build a “personal” relationship with the new employee); irrelevance (not informing the employee how critical their position is to the success of the organization); and “immeasurement” (not providing and re-enforcing the measures of success for the position). These are critical components for growing and strengthening the professional relationship between leader and employee.

In order to close the back door on turnover, we first must narrow the front door of hiring. We must match the skills, competencies and behaviors that the candidate offers to our culture. The days of making employment offers based solely on qualifications are gone. Today, it is a combination of being a great fit in the organization, along with the qualifications. Fit first, qualifications second. You can teach knowledge, but not style.

Generation Flux has dealt employers a hand of uncertainty and chaos. Those who survive and thrive are preparing now, and not waiting to see where the cards will fall. Creating various strategies and counter-strategies now will ensure you maintain your position as an industry leader during the most chaotic and uncertain times we have ever faced. HR

Jack Smalley serves as Director of

Learning & Development for Express

Employment Professionals international

headquarters. He provides leadership,

human resource training and consulting

for over 600 Express offices and their

clients in the U.S. and Canada. Jack offers

clients extensive leadership guidance

from a progressive career as a Human Resource executive

for the last thirty years.

A HYBRID APPROACH:

18

19

The world is changing faster than ever. This makes life extremely difficult for anyone trying to grow a business. Most organizations have established hierarchical structures and processes in place that are great for running day-to-day operations — even ones with tremendous complexity. However, these systems just aren’t great for fostering growth in our ever-changing world. Even worse, they can actually hold organizations back from identifying new opportunities, staying competitive, or preventing disruption from new competitors.

The best and brightest organizations create systems where front-end “innovation training” or employee skill-building work in concert with the back-end systems, tools, and processes. In the absence of this, traditional Human Resource systems are put under tremendous pressure. As HR professionals, we recognize this need for taking an integrated approach and revamping our talent management systems to align with our organization’s desire to be creative, nimble, and better able to adapt.

Ambiguous times demand a hybrid approach Taking a hybrid approach means creating methods at the intersection of culture, design, and business. Hybridity allows us to see across silos, see around barriers, and see new opportunities that others might miss. By integrating expertise from the social sciences, design, and strategy, it’s possible to define profitable growth platforms in highly ambiguous spaces, as well as build HR systems, cultural practices, physical space, processes, and metrics to consistently produce results. Here are five ways to manage talent systems and thrive in times of rapid change.

1. Recruit hybrid thinkers The war for talent is fierce. Most HR departments battle for top graduates from top programs to join their teams.

But success in any one academic program isn’t always an indicator that someone will be great at tackling highly ambiguous business challenges. Instead, constantly hunt for hybrid thinkers. These are folks who can connect the dots between what’s culturally desirable, technically feasible, and viable from a business point of view. For example, at Jump we hire folks with chemistry degrees who are also skilled artists; anthropologists who previously worked as design researchers; and engineers with MBAs. All of these people have the ability to make previously unseen connections, within their own mind, across disparate fields of knowledge. They are all one-part humanist, one-part capitalist and one-part technologist. These experiences — and these individuals’ ability to make connections between them — are an asset rather than a distraction.

2. Build teams of multidisciplinary peopleIt’s popular these days for companies to put “multidisciplinary teams” together to work on high-profile projects. If we put on our traditional HR hat, we might approach this by putting an MBA, an engineer or designer, and an anthropologist on a team together. Each specialist would contribute in their area of expertise and pass their work onto the next person. However, hybrid thinking is more than just having multidisciplinary teams. It’s about having multidisciplinary people — hybrid thinkers — and putting them together with two to three other multidisciplinary people to build teams of hybrid people. Collaboration in this setting tends to look a lot like improvisational theater, with each individual listening and building on others’ ideas to make them better, rather than hand-offs from one person to another. This intense collaboration allows us to see patterns and challenge the status quo in a way that’s necessary to solve big, ambiguous questions of growth.

A HYBRID APPROACH:5 Ways to Manage Talent

in Times of Rapid Change

September 2013

By Colleen Murray and Ailene Lee-Sutton

20

3. Foster a culture of learningMany HR departments create policies for employees to attend conferences or external training programs. These events are great for employees to have a fun week in Vegas, but likely less effective at providing true learning that positively impacts job performance. And while there isn’t any one school or program or experience that trains someone to be a great hybrid thinker, fostering a culture of learning leads to success with using a hybrid approach to problem-solving. This looks like teammates sharing articles, books, observations, and experiences from the world with one another. It’s creating the environment where it’s ok to take risks, and fail — as long as something is learned from the experience. And it’s about setting up the structure for ongoing skills building.

4. Put everyone on the hook for cultureHR is often responsible for organizing company picnics, off-sites, along with other social and team-building activities. For many companies, this is the extent of their cultural program. More often than not, any positive team-building effects of these isolated get-togethers are short-lived because there isn’t reinforcement or constant practice of the underlying principles behind these activities. Instead, create and roll out cultural tools and practices that foster direct communication and feedback. Expect misunderstandings and uncomfortable disagreements to be resolved immediately by the individuals themselves, not someone from HR.

Put your cultural practices to work by evaluating people on how well they model your organization’s values. Set up new hire onboarding to make these cultural practices and expectations explicit, as soon as a new person joins the organization. This not just takes HR off the hook for policing poor behavior, but establishes an environment of trust and positivity where true collaboration thrives.

5. Create space that inspires great thinkingA great environment lifts us up, makes us better at what we do and inspires great thinking. A lousy space can leave us depressed, tired, and dying to go home. Unfortunately, most corporate spaces do just that. HR and facilities groups responsible for space planning face challenges ranging from cost-cutting measures that limit investment in design or remodel efforts, to surface-level changes like painting a wall orange, that just aren’t nearly enough to make cultural change happen.

The reality is that for very little investment, you can make your space more inspiring. At Jump, we’ve created dedicated “Project Rooms” where teams immerse themselves in a visual persistence of information and find patterns across

different types of data. Open plan “Neighborhoods” adapt and change as the size and needs of the group changes, such as normally stationary desks that can roll on castors as needed. Our “Café” acts as a social hub where sharing ideas and information is as easy as grabbing a snack. And the underlying design principles in our offices support our hybrid approach to problem solving and help work become more enjoyable, productive, and effective.

Most organizations are still stuck using archaic structures, processes, and systems to run their business. Over time, many of these companies will find it harder and harder to stay competitive. There are alternative ways to design, organize, and manage a business. Human Resources, when truly integrated with an organization’s business needs and values, is an ideal activator for making this happen. While there are endless varieties of systems that can be built, taking a hybrid approach can be the anecdote to surviving ambiguous times — and the means to achieve impact and long-term business results. HR

Colleen Murray is VP of Strategy and Head

of Talent at Jump Associates, a strategy

consulting firm focused on growth and

innovation. For over a decade, Colleen has

helped Fortune 500 companies and their

visionary leaders to create new businesses and reinvent

existing ones by tackling highly ambiguous challenges. Along

the way she has helped create a unique and compelling

workplace culture that is recognized as one of the best in

America. Colleen holds a Master’s degree in Design Planning

from the Illinois Institute of Technology and a B.F.A. in

Graphic Design from the University of Illinois. She regularly

speaks, writes and leads workshops on creating a culture of

innovation.

Ailene Lee-Sutton is the human resources

lead at Jump Associates, where she

works to maintain the firm’s compliance

with federal and state employment

regulations while also taking care of the

everyday HR issues for Jumpsters. Prior

to joining Jump, Ailene worked in various HR roles for

the University Affiliated Research Center at NASA Ames,

the Undergraduate Admissions and Financial Aid office at

Stanford University, and at Kaiser Permanente San Francisco.

She was also a Senior Consultant at KPMG in Singapore.

Ailene holds a Bachelor’s degree in Psychology from the

University of Melbourne, Australia and a Graduate Diploma

in Business Administration from the Singapore Institute of

Management.

21September 2013

new member welcomeNCHRA would like to welcome the following new members who joined in the months of June & July 2013.

As our numbers grow, we become stronger in our ability to support the profession. Thank you and welcome!

Claire AmslerDave AndersenMary AndersenBecky Christian ArcangelJenni Baca, SPHR - CALinden Barajas, PHREarl BarronRizza BautistaMaurice BellMaria BerbanoVictoria Bidwell, PHRJosh Blackburn, PHRMia Blanc, SPHR - CANaomi BosticTimothy BroughtonJennifer BrownConnie BurkeMycile Cahambing, MBARuby CallaryEllen CampbellColleen CarmichaelNancy Cassity, SPHRNicholas CecchettiAshley CeraKa Lam ChanEvelyn ChiokLaura Chuck, PHR - CATina ClarkeGretchen Coker, PHRHelen ColganCharlene CunCharlene CundyKelda DaviesAisha Davis CalderonStephanie DentonJoanna DiazVictoria DillonLeticia DischUrsula DonahueRichard DuDarlene DuffJanice DuisRenee DuranDeborah Duren, PHRYasmein ElazazyBelinda EspinozaAbigail EvansTami Evans

James Eziashi, PHRDayris FanaChristie Farren, CCPMaria FigueroaGreg FongPamela FongSachi Gahan, SPHRAmanda GallinaNatalie Gann, SPHRBheeni GargSherman GeePia GheenMaura Gill, MBA, SPHRRebecca GlazierKristin GluntAlanna GoldDiana Gonzalez, PHRDave GrecoErik GundersenRashmi Gupta, MBADavid Gutierrez, PHRRochelle Haber-LoefflerHolly HannemanTiffany HartMaggie HarveyMichael Hayes, SPHRMary Henderson, PHRAmalia Hernandez, MBARoxana HernandezKelly HoppensteadtLan HuynhLucinda IpAllegra IsbellUma Iyer, SPHRNaz JabbarMax JacobsonTiffany Jewett, PHRRenee JohnsonAlina KabakovaRussell KaltschmidtMatthieu KohlmeyerStuart KohlstedtBrendon KroutTodd La GuardiaElizabeth LaberCatherine LeNgan Le, PHRTracy Leisek, SPHR - CA

Celeste Lemen, PHRDiana LiangAmy Lin, CCPElizabeth LunaYen Sang MakMichele Mantynen, GPHRMaria MastrokyriakosLinda MatthewsMichelle Matthews, PHRMary Mauck, PHRMaureen McGrawKimberly MeekerBimi Menegatti, PHR - CAJennifer Miller, PHRJelena MiticElaine Miyamori, SPHRDenise MooneySara Morales, PHRMark MunleyAnna Lis MunroDonna Murphy, PHRTracy NemiroClaudia Nerio, PHR - CABelinda NguyenJennifer NguyenTrung NguyenKristin NiemeyerBeverly NunesMichelle Oberes-PadreEleni O'ConnorElsie OlmosJulio OrozcoJennifer Ortega, MBAJames OrthLucinda O'SullivanKristyn PasanaChristy PaulinAngela Perry, MBAKim Peterson, SPHRMollie PettitBetty PhamDeena PrasadMichelle ProehlAmy Puzder, PHRTodd ReslyLaura RiceSophie RigaultRamona Rivera

David RobertsDeborah RobertsonJulie RochaLeslie Ann Rodarte, PHRRoger Rogge, GPHRKelli RyanMaryLou SavageKushagra SaxenaAlicia SchoolcraftStephanie SetoJamie ShayeghCadres SheltonLaura ShraderVictoria SiksnusAndrea SlugenovaJasmine SmithMartha SmythePatricia SpiglaninMonica SpurlockAngelia TealMichelle Turner, PHRClaire Ucovich, SPHR - CAAndrew UehlingPhoua Vang, PHRLeigh Vardaman, SPHRDebbie VillanuevaSteven Wallace, SPHRDiane WangLinda WattersJoshua Westbrook, SPHRDebra WhitakerKarin WibornGina WilcoxFrances Wilder-DavisLaurie Williams, SPHRMonica WilliamsonChi Kim Wilson, PHRShirley WooErica WoodSusan WozniakJudy WuEkim Yucel, MBABetsy Zamora-LozaCarla ZhaoMiranda Zhu HR

22

buyer’s guide

22

HR & PAYROLL RESOURCES

Bloomberg BNA 1801 S. Bell StreetArlington, VA 22202800-372-1033www.bna.com/HR

HR, benefits, and payroll professionals turn to Bloomberg BNA to get fast answers to the challenging questions they face every day. Bloomberg BNA’s musthave resources help professionals like you create effective policies, keep up with the latest developments, and comply with federal and state laws and regulations.

CORPORATE RELOCATION SERVICES

The Move Management Center 1650 Borel Place Suite 203San Mateo, CA 94402www.mmcrelocation.com888-668-3411

The Move Management Center provides global relocation solutions for you and your transferring employees. Our services include relocation counseling, policy development, expense management/reporting, real estate management, home finding assistance, household goods move management, and temporary housing. Operating for 45 years, our programs result in high quality, cost-effective relocations.

AFFIRMATIVE ACTION PLANNING AND CONSULTING

371 Bel Marin Keys Blvd., Suite 240Novato, CA 94949415.883.7058info@malyconsulting.com

Simplifying amative action program ffir(AAP) compliance for government contractor companies since 1986. Doing all the work for you. MALY clients sleep at night knowing their AAP compliance is taken care of. Services include:

• Compliant AAP statistics, documents• OFCCP audit prep/management• Employment discrimination analysis• Compensation equity studies• Reduction-in-force analysis• EEO/AAP training

Need answers to EEO/AAP questions? Visit www.malyconsulting.com

AFFIRMATIVE ACTION PLANNING AND CONSULTING

1340 South De Anza Boulevard #104San Jose, CA 95129Ph: 408.517.1117 Fax: 408.517.1119Joanne Snow, Presidentjoannesnow@jsaconsulting.comwww.jsaconsulting.com

JSA designs and develops custom affirmative action plans (AAP’s) that comply with Executive Order 11246 and pursuant regulations. The AAP’s also make good business sense and include customized narratives, easy to read and use statistical reports and analyses. We assist clients in creating straightforward processes for managing and ensuring fair employment practices.

EMPLOYEE WELLNESS

Get More From Your Health Plan.

Look inside your HMO plan for Hill Physicians Medical Group. When your company offers health insurance options that include Hill, your employees get advantages beyond the health plan.

Learn how Hill Physicians can help at: www.HillPhysicians.com/AtWork

Contact: HillatWork@hpmg.com

Call: (800) 445-5747

We can help you:

www.compensation.com925-298-9239

Your pay plan should support strategic compensation decisions that will benefit your bottom line.

Since 1980, we’ve created custom,innovative, pragmatic pay plans for hundreds of clients in a widerange of industries. Let us help you.

Are You Paying Your Employees

Too Much or Too Little?

• manage pay cost-effectively• be competitive: attract & retain top talent• keep pay levels equitable• motivate your employees • determine appropriate base p base pay adjustments• remain legally compliant

Compensation & HR Consulting

23September 2013

index to advertisers

RECOGNITION/AWARDS

The TharpeRobbins Company 149 Crawford RoadStatesville, NC 28625Phone: (800) 634-5320 Fax: (704) 872-3652ALuciano@TharpeRobbins.comwww.TharpeRobbins.com

TharpeRobbins solves business problems with outsourced, web-based recognition and reward solutions that increase employee engagement throughout all levels of an organization. We provide measureable program results for Onboarding; Years of Service; Retirement; Safety; Wellness; Peer-to-Peer; Performance; and Training. In addition to proprietary technology, we utilize custom emblematic manufacturing and logo application capabilities. TharpeRobbins is ISO and SAS70 certified.

HR & Payroll ResourcesBloomberg BNA . . . . . . . . 22, Outside Back Coverwww.bna.com

Education/TrainingGolden Gate University . . . . . . . . . . . . . . . . . . . . 13

HR Certification InstituteHR Certification Institute. . . . . . . . . . . . . . . . . . . 17www.hrci.com

RBG MarketingHill Physicians Medical Group. . . . . . . . . . . Inside Front Cover, 22www.hpmg.com

Human Resource ServicesMerit resource Group . . . . . . . . . . . . . . . . . . . . . . 12www.merithr.com

Compensation & HR ConsultingCompAnalysis . . . . . . . . . . . . . . . . . . . . . . . . . 16, 22www.compensation.com

Affirmative Action Planning & ConsultingJSA Consulting Inc.. . . . . . . . . . . . . . . . . . . . . . . . 22www.jsaconsulting.comMaly Consulting . . . . . . . . . . . . . . . . . . . . . . . . . . 22www.movecenter.com

Recruiting/StaffingHR Solutions- Eastridge Group of Staffing Companies. . . . . . . 11www.hrci.com

Recognition/AwardsTharpeRobbins Company . . . . . . . . . . . . . . . . . . 23www.TharpeRobbins.com

Credit UnionsAlliant Credit Union . . . . . . . . . . . . . . . . . . . . . . . . 3www.alliantcreditunion.com

Corporate Relocation ServicesMove Management Center, Inc. . . . . . . . . . . . . . 22www.mmcrelocation.com

InsuranceWoodruff-Sawyer & Co. . . . . . . . . . . . . . . . . . . . . . 7www.wsando.com

240313-JO9914 © 2013 The Bureau of National Affairs, Inc.

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