Month: March 2018

When tech and HR combine: What I saw at #UltiConnect

I had the opportunity to speak at and attend the Ultimate Connections conference put on last week by Ultimate Software. This is the Little User Conference That Could – growing to a mighty 3,000+ attendance by those interested in learning more about how an HCM software solution can help them with their business, specifically the HR function.

As a speaker and Influencer at the conference, I got to talk to all sorts of people – product development, customers, potential customers, smart HR people, etc. Others have written some great posts already about what they saw coming out of the conference (like this one, or these). What I focused on more was how technology was impacting those who were just now starting to implement an enterprise solution. And what I learned was eye-opening.

Many of the customers I talked to were relatively new to having an HCM to help them with what they do on a regular basis. They were managing everything through disparate systems, or through no systems at all. There was a lot of talk about Word docs, Excel spreadsheets, and paper…so much paper. Now, you might think that what made everyone excited was the UltiPro Perception module that uses natural language processing to help you know what your employees are really thinking. Or Xander, the AI platform Ultimate Software has been developing to help managers make more informed people decisions. Or the ad-hoc reporting capabilities that allow HR departments to create their own reports and finally do analytics to run their business more effectively. And don’t get me wrong – these things are indeed exciting and cool, and people DID talk about them. But what I heard mentioned over and over again wasn’t really any of these things.

It was Payroll and Time and Attendance. 

Having a system that relieves the administrative burden for something so simple and so basic was a game-changer for these organizations. It meant employees could get paid accurately and on time. It meant timecards were correct and (fingers crossed) completed when they should be. It meant employees could finally go to one place – their dashboard – and know how many PTO days they have left for the year.

This is a big damn deal, people.

It made me realize that no matter how many bells and whistles technology may have, if people can’t and don’t use it, it doesn’t matter. And if the technology can’t do the basic things like payroll and timecards, HR doesn’t want it. So yes, advanced functionality is all well and good, but if it’s not grounded by a solid, simple solution to HR’s problems, it’s useless to them

In HR, we often talk so much about moving away from administration and to a more strategic role…and we need to. But the daily work in the organization needs to get done, too – things like paychecks and vacation and leave management and all the little things that employees take for granted because good HR people word darn hard to make sure they happen, no matter how manual the process may be. But the more manual the process, the less time available to be strategic. Now, these nice people I met will have TIME to cool work, and the TOOLS to start measuring the impact of that work. And they were so excited to start.

So next time you hear someone grumbling that HR is being to administrative, dig a little deeper – do they have what they need to get the blocking and tackling done efficiently? If not, then cut them some slack. And help them find a better way.

Author’s note: This user conference had some pretty amazing keynotes, and I’m sure I’ll revisit many of the themes I saw – from the humble CEO to the moving John O’Leary. And I can’t stress enough how grateful I am to have been asked to be a part of the Women in Leadership Panel. Originally conceived by Janine Truitt to be a discussion around women in the workplace, diversity and inclusion, and how HR can move businesses forward, it became an honest, open, and sometimes raw conversation with the women who came to be a part of the session. Thank you so much to all of those who shared, and thank you to Janine, Jason, Maren, Kate, and Micole who let me be a part of it. A recording of the live stream of the session can be viewed here. 

Customer service shouldn’t stop at middle management

I’m in Vegas this week for the Ultimate Connections 2018 conference and it’s at a VERY big hotel conference center (the Wynn/Encore, if you must know). I like to wander around a little bit the night before to try and get the lay of the land, which is a good idea when things are spread out like they are here. I stopped in front of a map to orient myself when one of the hotel maintenance workers noticed me and asked if I needed help figuring out where I was. He then helped me find some shortcuts to get around the property and made sure I was good before he continued on his way. I’m so mad I didn’t catch his name – he was so helpful. And he did it without anyone watching to make sure he did.

This, to me, was customer service at its finest. A person recognized a guest needed assistance and he gave it. It could be this person is just naturally helpful and friendly. It could also be that the Encore has a really good hiring and onboarding program. I think any service industry town like Vegas would try to focus on good customer service. My Lyft driver from the airport – Rodrigo (5 stars) – also works in one of the Strip hotels and he must have mentioned 3-4 times that it’s important you treat guests and people in general the right way. He got it. 

These two interactions got me thinking about how companies are always emphasizing the need for customer service – both internal and external customers. It seems to me that most front line employees totally get it – the interact with customers face-to-face (or phone-to-phone, even chat-to-chat), so there’s immediate feedback about their level of customer service. Then I think about the frontline supervisors – they’re typically on the ground with their people, so their customer service focus is usually pretty good, too.

 

But what about middle and upper leadership? How is THEIR customer service, typically? If you’re like me, your experience has been mixed – some are good, but so many seem to throw customer service (particularly with INTERNAL customers) completely out the window when they “need” something. How many of us have been working on a project for weeks, only to have the parameters change drastically at the last second because some executive had a thought? How many of us have witnessed inappropriate behavior at the middle to upper management level – whether it be unprofessionalism or outright bullying and harassment – only to hear it excused as “leadership ambition”?

None of this is okay.

If your organization says customer service is important, than it’s important at EVERY level with EVERY kind of customer. Don’t put all the pressure on your frontline employees – they’ve already got it. And if they don’t, they’re fired.

Maybe it’s time we hold our leadership – and ourselves – to the same standard.