Sun, 10 December 2017
Jeremy Welland, PhD is the Global Head of People Analytics at PayPal Holdings, Inc. PayPal is an American company with 18,000 employees, operating a worldwide online payments system that supports online money transfers and serves as an electronic alternative to traditional paper methods like checks and money orders. PayPal is one of the world's largest Internet payment companies.
He also serves as a faculty member in the School of Engineering and Computer Science at the University of the Pacific. Prior to PayPal, Welland was the Director of People Analytics at Pandora Media, Inc. He earned his master’s and doctoral degrees from the University of Michigan.
One of the ‘hot topics’ they’ve been working on at PayPal is the subject of diversity and inclusion. One area in particular was focusing on pay parity for women. They have been successful in this and will work to maintain it.
To find the truth of what drives people, why people leave, etc., they often will start with asking managers what they believe.
They find the results can fall into 3 responses:
One thing they learned about employees at PayPal is termed the ‘evangelist effect’. Looking in detail at employee responses and the surprising correlation between people that mark ‘satisfied’ and then leave the company versus those that marked ‘neutral’ or ‘very satisfied’.
Welland’s advice for others is to make friends with your CFO, pick a group or one early adopter who can help champion your product, and make friends with other departments
What you will learn in this episode:
Wed, 6 December 2017
So many us work for organizations where don't feel valued and appreciated. We only live once and we all deserve to work for organizations that genuinely care about us and create environments where we genuinely want to show up. Don't you want to work for this type of an organization?
Mon, 4 December 2017
Heather McGowan is the Co-Founder, Author and Advisor for Work to Learn. She speaks internationally on the future of work and the future of learning. She advises and partners with education and business leaders to most effectively prepare for rapid and disruptive changes in learning, work, and society.
In higher education, McGowan advises presidents and senior leaders to develop students’ learning agility as well as critical thinking skills in order to prepare graduates for jobs that do not yet exist.
McGowan also guides corporate executives to re-think and re-frame their business models, and their understanding of team and organizational structures, to be resilient and successful in changing markets. She is the co-author of the book Disrupt Together: How Teams Consistently Innovate and numerous well-received articles.
In looking at the future of work, which skills will benefit future students and educators? McGowan suggests seeking to understand, to learn and adapt. Work on upgrading your “Operating system” – the overall ‘you’.
How about the future of education degrees? Is there a ‘future proof’ field? McGowan believes in thinking like an ‘X’, so you can look at all disciplines (similar to ‘liberal arts degrees’), as opposed to focusing on one specialty in depth.
When it comes to the 4th industrial revolution, McGowan says, “we are seeing this merger of cyber physical systems and the internet of things where everything around you has some form of intelligence--anything mentally attained or predictable can be achieved by an algorithm--and it’s no longer just the physical labor that gets replaced by non-biological intelligence but it’s cognitive labor as well”
Because of the fact that cognitive labor is now being affected by this 4th Industrial Revolution, we have to move towards learning agility as well as becoming more adaptable and empathetic, to ensure that we stay relevant in the workplace.
There are 3 interlocking factors that are transforming work, called the “3 A’s”:
Atomization – a job being broken into job components –the ‘thing’ that needs to be done ‘gig work’, working 24/7, working around the work
Automation – work done entirely by non-biologic intelligence – like software that schedules in a life-like sense
Augmentation – using something to extend the human potential – like the robots used in surgery
McGowan’s advice for people who want to stay relevant is to step into a community such as LinkedIn or another group that are learning communities as these groups learn a lot from each other, really connect with these groups and make a commitment to learn something new everyday.
What you will learn in this episode:
Mon, 27 November 2017
Ep 161: The Chief People Officer Of GSN Games On Corporate Culture, Employee Experience And Annual Reviews
Peter Walmsley, the Chief People Officer at GSN Games, is an experienced and committed leader with extensive Executive Human Resources experience in multi-national organizations across the USA; Europe; Asia and North Africa. He has a track record of success in setting the strategic direction, driving organizational change, providing leadership for the function, developing and influencing critical business relationships and delivering results aligned to business goals in places such as American Express and Fidelity.
GSN Games is a leading provider of cross-platform entertainment, including social casino games and skill tournaments designed to fuel every player’s inner winner. They are based primarily in the US and India. Part of GSN, - Wheel of Fortune on TV. About 500 people, it is the design and development of these games. Founded in 1999 as skill games site WorldWinner.com, the company has evolved into a premier social, mobile and online games company.
Working at GSN involves an open workspace with game consoles all around. It is an open and transparent culture. Upper management is available to questions and conversation with employees. Unlimited vacation times with good benefits are also some of the perks of working at GSN. Additionally there is an emphasis on a healthy culture balance of work and private lives.
How do you budget for the ‘perks’ – such as free food or redesigning the office - often found in the office?
How do you ensure shareholder value at the studio level?
How do you deal with different offices and their cultures in different parts of the world?
Walmsley’s advice for individuals is to embrace change and reinvent yourself periodically
His advice for executives is to listen and hear, move away from personal discomfort, and have the courage to take risks.
Things you will learn:
Mon, 20 November 2017
Jenny Dearborn is the Chief Learning Officer and Senior Vice President at SAP, a global software company. Dearborn leads an internationally-acclaimed and award-winning team recognized as the #1 performing corporate learning department in the world by eLearning Magazine. As global Chief Learning Officer for the 67,000 employees at SAP, Dearborn is accountable to design, align and drive SAP’s overall learning activities to enable measurable business impact. She is also an author of a new book, The Data Driven Leader.
Before SAP, Dearborn began her professional career as a high school teacher. After a brief stint in that role, she moved into education in the business world. She was Chief Learning Officer at SuccessFactors for two years where she won numerous industry awards for the measurable business impact of her sales enablement initiatives. She was at Sun Microsystems for 6 years where she was the global Chief Learning Architect across all corporate content and was the Chief Learning Officer for the Americas. Dearborn was at Hewlett-Packard for 8 years where she started as an instructor and instructional designer and progressed to executive positions as the Learning & Development leader for Global Sales & Enterprise Marketing, Global Technology Services and Global Corporate Learning Strategy.
According to Dearborn, people analytics is crucial for leaders to use the data to understand the best way to use their time. First, look at the goals you are trying to achieve. From there you identify data that you need to assess properly.
Suggestions for a smaller company to use data to form change:
How does a person become a human leader in a world driven by data? Data allows you to be more human. It gives you the opportunity to focus on what people truly need to make a difference in their lives or performance. If we spend our time in a variety of programs or conversations that aren’t targeted – without knowing what will make the biggest difference in their lives then we aren’t being productive.
In 5 – 10 years Dearborn believes that organizations will have more tools to support productivity, more voice triggered support systems, more voice to text in our everyday environment and there will be more robots in our lives.
What You Will Learn In This Episode:
Mon, 13 November 2017
My conversation today is with Rebecca Chandler, the Chief Learning Officer and Global Director of the Learning Group at Steelcase. We are talking about real life examples of what Steelcase is doing to promote learning and development, how learning has evolved over the past few decades and how leaders and managers can role model the desired learning behavior in their organizations.
Rebecca Chandler is the Chief Learning Officer and Global Director of Learning and Development at Steelcase. Steelcase is a global organization that provides furniture solutions that reflect what they’ve learned about human behavior. It employs about 14,000 employees.
Chandler is charged with making Steelcase the pacesetter for learning organizations worldwide. Steelcase looks to her team for learning solutions that are linked to the needs of the business, and to progress in creating learning that is globally integrated and holistic in nature. Learning is embedded in the culture of their organization, Steelcase views it as just another way for their employees to "love the way they work".
A Chief Learning Officer is usually with tasked thinking about the learning infrastructure to support the local culture and goals. They look at the curriculum, what the organization is focused on, how people share learning and how to speed up learning.
Steelcase education is on an evolution. They offer a lot around active learning. They understand that people need to engage in a variety of ways. They have a “Think, Make, Share” program.
The ‘Think’ gives people a chance to do pre-work. This is often called a ‘flipped classroom’. This leverages the time when people are together.
‘Make’ includes the time together which provides opportunities of creating projects with feedback from an expert.
‘Share’ is about learners/employees going back and teaching others. This solidifies the knowledge they’ve gained. Other times they may be asked to do some sort of action project.
Steelcase’s learning programs fit into one of these 4 buckets:
Technology in education – learning systems push content to the organizations. There is a need to understand how people are using technology and then design from that perspective. Technology should enhance the learning.
Role of culture in learning- Culture and learning go hand and hand. We like to develop curriculum that aligns with culture
Role of physical space in learning – Providing opportunities for people to use space creatively. At Steelcase they consider the entire building a living laboratory.
What you will learn in this episode:
Sun, 5 November 2017
Marc Goodman is one of the world’s leading authorities on global security and the New York Times Bestselling author of Future Crimes: Inside the Digital Underground and the Battle for Our Connected World —selected by the Washington Post as one of the 10 Best Books of 2015 and by Amazon.com as the best book of 2015 in Business & Investing. Goodman founded the Future Crimes Institute to inspire and educate others on the security and risk implications of newly emerging technologies. He also serves as the Global Security Advisor and Chair for Policy and Law at Silicon Valley’s Singularity University, a NASA and Google sponsored educational venture dedicated to using advanced science and technology to address humanity’s biggest challenges.
Beginning his career as a police officer, over the past twenty years Marc Goodman has built his expertise in next generation security threats such as cyber crime, cyber terrorism and information warfare through work with INTERPOL, the United Nations, NATO, the Los Angeles Police Department and the U.S. Government. For over a decade, Goodman trained numerous expert working groups on technological security threats while serving as a Senior Advisor to INTERPOL’s Steering Committee on Information Technology Crime. He has worked with various UN entities and was asked by the Secretary General of the United Nations International Telecommunications Union (ITU) to join his High Level Experts Group on Global Cybersecurity.
Crime has changed drastically over the last few decades. One major change is the ‘location’ factor. Previously, crime was local – a bank robber or a car thief who lived locally, committed the crime locally. Now, the internet has changed that and the location of the crime can happen anywhere. For example, someone in Russia can attack someone in San Francisco. This requires law enforcement to work very differently. “You no longer have co-location of victim, criminal and evidence.” This factor has broken the criminal enforcement system.
How does hacking work? Cyber attacks are automated. This is another thing that is different than the past. Previously someone had to do the crime. Now it’s automated. There is ‘crimeware’. It can be programmed to do identify theft, attack data, etc. Only a small percentage is customized. Those are often the state sponsored attacks.
Identity theft is more serious than credit card theft. A person takes over your credit cards but also mortgage, Facebook, medical records and so on. This can take years to clear up.
Additionally, there is the hacking of video cameras – for instance through baby cameras. Perhaps you take your cell phone into the bathroom – you don’t want someone to hack into that while you are there. Every computer is hackable. Your phone, your camera, your car are all ‘computers’ and, therefore, hackable.
Ninety-five percent of all data breaches can be linked back to human error. If employees are not aware of ways this can occur they are putting their company at risk of being hacked. Companies are being proactive training their employees. For instance, they are sending out fake phishing emails to assist with knowing which employees might click on a bad email and then using it as a teachable moment.
A few things people can do to protect themselves:
· Increase laws, public policy and regulation. Regulation could be useful. For example, CA first to have mandatory data breech hack notifications. As the result everyone in CA was notified. People in the other states were not notified. Good data breech notification is important and strong penalties. · Check out to see if your accounts have been hacked @ haveibeenpwned.com · Go to Goodman’s website: futurecrimes.com – tips
· Be careful what you ‘click on’
· Consider changing the account in your computer that you are using in the ‘administrator role’ to a ‘user’ role.
What you will learn in this episode:
· How crime has evolved over the last few decades
· Steps you can take to reduce your risk of being hacked
· Find out how your online dating site might give away more info that you want it to
· How the Equifax hack happened
· The connection between terrorism and technology
Mon, 30 October 2017
Susan Steele is the former CHRO at Millward Brown, the former CHRO at Deloitte Consulting and currently she is an Executive Partner of Global Talent & Engagement at IBM. Steele has had repeated success at building and turning around the HR function, driving new sources of revenue, enhancing client care and improving business results.
With IBM’s more than 350,000 employees around the globe, there is a great deal of innovation in HR. For example, when a candidate is using a cognitive tool called Watson – a job finder or candidate fit tool - it can assist them in the application process. In fact, anyone can use Watson, just go to IBM.com and look for the career site. Watson is part of the career page.
Most recruiters are working on filling 10 -15 roles at any one time. Using Watson to prioritize the candidates is very useful. Recruiters also use Watson to use to see which candidates will be successful. Even with all the Watson technology, it is still only making recommendations to humans. It isn’t handing over all the decisions on a cognitive tool, people can overrule or go beyond it. “The tool makes recommendations rather than taking over the recruiting function.”
Once people are employed by IBM, internal mobility is encouraged. They use a tool called Blue Matching. It is a cognitive tool to assist locating different roles that might be a good fit for current employees. It is great for lateral or other internal moves and might include positions they haven’t thought of. It is widely used. However, this isn’t a matter of just getting technology and plugging it in. It also needs the support and culture of leaders that believe that internal mobility as a positive, rather than the employee leaving the organization.
A current focus at IBM is learning agility. Every organization is challenged to develop new skills quickly, be able to pivot and address new opportunities and market disruption. So, taking Watson and transforming the learning opportunity has been very beneficial. Imagine using your phone to get personalized learning opportunities. Like podcast? It would know that and recommend some of those. Prefer books? Again, it would use those in ‘bit size’ pieces. If someone had 5 minutes to listen to the learning as they are waiting in airport, etc. then serving it up in a using a very user friendly format improves access to the learning. “IBM learning is through the roof”. Everyone is expected to have 40 hours per year and many are going beyond that because it is so engaging. “Learning is being turned on its head because of cognitive technology.”
One of the current challenges at IBM is finding the right talent with the right skills. To help solve this, they are taking a broader perspective. Their CEO is talking about a ‘new collar job’ – don’t need a college degree. This describes about 10 – 15 % of their employees in the US that they have recruited in the last few years. They have technical skills, coding, etc., but they not roles that require a full breadth of a college degree.
Things you will learn:
Links from the episode:
Mon, 23 October 2017
Bill Schmarzo, author of “Big Data: Understanding How Data Powers Big Business” and “Big Data MBA: Driving Business Strategies with Data Science”, is responsible for setting strategy and defining the Big Data service offerings for Dell EMC’s Big Data Practice. As a CTO within Dell EMC’s 2,000+ person consulting organization, he works with organizations to identify where and how to start their big data journeys. He is a University of San Francisco School of Management (SOM) Executive Fellow where he teaches the “Big Data MBA” course.
Big Data is a term. The adjective ‘big’ has no meaning. Most companies are interested in looking at the ‘boat load of data’ they have but are not sure what to do with it. Right now, companies are only looking at the data to see ‘what happened’. “The biggest challenge from IT side and business side is to understand how they can understand data to effectively power their business model.”
Dell is using data to do predictive maintenance on their equipment. The goal is to fix devices before they break. They do this with employees and health care. “We try to drink our own champagne – use data internally, so we can be credible in the marketplace.”
Why have data if you aren’t going to use it? “Data by itself is a glob of nothing. You need to have an analytic strategy to tell what data is needed.”
Organizations need to know what problems they are trying to accomplish then can make analytics on those. If you know the problem to solve, you know the analytics and data you need. Then it becomes easy. Ask the questions first. Business has to drive IT. Data is a business conversation about economics. Then you can exploit the use of data.
There is a new position, the Chief Data Officer. It’s a good idea, but there has been poor execution. What has been happening is taking a CIO and giving them a
new title of CDO. However, it should be the Chief Data Monetization Officer. The job is to determine how to monetize the data you have available. This should be an economics person rather than IT person.
Schmarzo’s advice for people who are thinking about big data?
Business people: Read his book written for business people. Also, check out his blog as he frequently blogs about big data. He recently wrote about how to become intelligent like Netflix.
Everyday people: You need to understand the basics. Start reading, attending the free online classes, read blogs. Begin to understand what is machine learning and AI is all about. Don’t be afraid; just spend 15 minutes a day to become more familiar.
What you will learn in this episode:
● Why the term Big Data is a misnomer
● How Dell is using data
● The ‘mindset’ of data
● Why big data is about economics, not technology
● How much of a CIO’s background should be in technology vs. business and economics
● What role data plays in AI, wearables and machine learning
Links from the episode:
● Blogs: infocus.emc.com/author/william_schmarzo/ (Blog)
● LinkedIn: linkedin.com/in/schmarzo
Mon, 9 October 2017
Ep 155: Employee Experience, Preparing for the Future of Work, The Importance of Building a Human Company, and more
Jacob Morgan is an author, speaker and futurist living in the Bay Area. He recently started a new Facebook group called, The future if. This group is a global community of business leaders, authors, and futurists who explore what our future can look like IF certain technologies, ideas, approaches and trends actually happen.
Jacob is also working on a new course called The Future of Work Crash Course. This will go live in a few weeks. It is a companion course for his newest book, The Employee Experience Advantage.
He is looking at writing another book, sometime in the next few years. In addition, Jacob is looking at creating more interesting podcasts and interviewing new, fascinating guests.
What themes have stood out for Jacob from hosting this podcast?
First of all, Jacob says he’s learned a lot in the past 3 years and it turned out that a lot of people also enjoyed learning along with him. The podcast gets about 4000 – 5000 listens per episode, about 30,000 downloads per month.
One thing Jacob loves about the podcast is that the guests are honest. In conferences, events, etc. the information that comes across is often sanitized. The guests don’t get an advanced list of the questions, so it feels like it is a coffee shop conversation.
Jacob shares that he is amazed the future of work and the employee experience is getting so much traction. From HR to IT, a lot are paying attention to this. Jacob likes to think he had a hand in driving some of that. He is pleased that companies are thinking about this. Jacob is always amazed to hear how far companies have come along. From workspace design to corporate culture and where employees want to show up.
What is Jacob’s vision for the future of work? He believes that in 5 years – 10 years out, not much will be different. There will be some evolution but it won’t be unrecognizable. In 50 years, he feels there will be a heavy and strong emphasis on AI. Perhaps androids. Maybe.
What should Jacob encourage leadership to think about? First of all, remember it’s People 1st, Technology 2nd. There is no substitute for people. No company can exist without people
It is also important to build a company that people want to work for.
How do you create systems to prepare people for the future of work? Jacob says you have to start by understanding the purpose of schools; schools don’t do a good job of preparing people for the future of their work. The purpose of schools is changing.
What threats will companies face in the future around the subject of compliance and integrity? One thing is transparency – companies need to be aware that both positive and negative information is out there. Another threat is the pace of business (for example, Uber). And also putting the right people in positions of power
What does Jacob feel is hype and what is reality? He says the most hype is around augmented and virtual reality and AI. He doesn’t believe we will see massive job displacement. Wearables are cool but they are on the fringes.
There are some things that Jacob feels are likely to happen and the ideas and technology are there but we are the barriers to these changes. In 10 years or so out - Jacob expects scalable virtual assistants, autonomous vehicles (10 years or so out). Also, we will rely more on voice commands. But Jacob sees that there is a lack of discussion around timelines for these things.
What You Will Learn In This Episode: