Defense against the ‘Dark Arts’ of Job Evaluation: A Crash Course!

Let me start with a confession. I have made a living out of job evaluation – both as an external consultant (who conducts job evaluation and trains/certifies the client team on job evaluation) and as an internal process owner. I have had the opportunity to get trained/certified in three different job evaluation methodologies and practice two of them extensively. Job Evaluation can be a very useful tool to establish the relative size of jobs in a systematic manner and this can serve as an input to various processes like organization design, job banding, rewards, career pathing, talent movements etc.

Now, the question is “why would anyone need to defend against such a useful thing?”. It is because job evaluation requires the investment of time and money and because one can be at the ‘receiving end’ of job evaluation as a Business Leader, HR Business Partner, People Manager or as an employee – when job evaluation becomes more of a hassle than a help. For a Business Leader who values flexibility job evaluation can comes an unnecessary hurdle to pass (See Paradox of HR Systems for a related discussion). In such a case, the business leader might just take a decision on the grade fitment of an employee and ask the HR Business Partner to ‘push it through the HR system’ somehow. Similarly, for a manager (who is trying to keep an employee motivated by providing vertical career growth) or for an employee (who looking for a promotion), job evaluation can become a serious impediment to what one wants to achieve.

Job evaluation is not an exact science. While the job evaluation providers might claim that their methodology has been successfully applied across countries and industry sectors, it is indeed possible that a particular methodology (especially one with fixed factors and factor weightages - most of the popular job evaluation methodologies fall into this category) favors certain types of jobs. This can lead to situations where the job evaluation scores don't accurately reflect the contribution various jobs make to a particular organization. It has been argued that job evaluation is a 'rationalized institutional myth' - 'rationalized' because it has a clearly articulated methodology and a 'myth' because it is accepted as true because it is believed.

Job evaluation involves a significant amount of judgement (which can be subjective, even when guided by a well-defined framework and quality checks). In a way, job evaluation is more of a ‘negotiated agreement’. In such a situation, if one doesn’t have political power, one might be at a significant disadvantage as compared to people who have such power. In extreme circumstances, job evaluation can become a tool for ‘powerplay’. Yes, there are also situations where the job evaluation process owner gets a bad name even when he/she hasn’t done anything wrong.

So, what are some of the options for defending against job evaluation? The following discussion can give you some ideas.

Avoid it if possible

Job Evaluation takes significant time and resources. Job Evaluation makes practical sense only if the jobs are relatively stable. So, if the jobs in your unit haven’t yet stabilized, you have a good case for arguing that job evaluation shouldn’t be applied to your unit at this stage. A similar argument can be made if your operating strategy involves recasting jobs frequently (requiring frequent reevaluation of jobs which can be expensive and time consuming). Also, if job evaluation is not very commonly used by the companies in your industry segment, that can give you a good argument against the applicability of job evaluation.

 There are indeed ways to implement job evaluation in the above-mentioned contexts. It is just that it is a bit more difficult to do so and that the case is less compelling.

Create a lot of exceptions when you can

Here the idea is to be a bit generous with the grade-fitment of the employees before job evaluation becomes applicable to your unit. Sometimes, this happens automatically. For example, for a new unit that is doing a lot of hiring, this helps to attract better talent.  Once job evaluation takes place, these employees will become ‘red circled’ (exceptions where the jobholder's grade is higher than what the job is evaluated at). However, it is very unlikely that the organization will reduce the grade of an existing employee in such cases. Therefore, it continues till the employee continues on the same job. Another option here is to get a ‘powerful leader’ (competent authority) to grant exceptions – to allow an employee to be hired/fitted at a level that is higher than that indicated by the job evaluation results. If there are a very large percentage of exceptions, it adversely impacts the credibility of job evaluation process. Therefore, each exception can make the next exception a bit easier!

Of course, these kinds of strategies can create long-term issues and inefficiencies for the unit and hence they can backfire from a long-term point of view.

Rob Peter to pay Paul but do pay Peter back with interest when Peter’s job is being evaluated

This involves shifting some of the responsibilities handled by one employee to another employee when the latter’s job is being evaluated and then more than reversing the process (by moving even more responsibilities back to the former employee) when the former’s job is being evaluated!  Yes, this can be a complicated process and lead to ‘red-circled’ employees if the job evaluation is practiced in the company in a strict manner (which involves reevaluating all the impacted jobs when there is a change in responsibilities of a particular job/when a new job is created necessitating the job evaluation). However, this takes a lot of effort to track changes and reevaluate on an ongoing basis – especially if these changes are done carefully over a period of time.

Such a complicated process is required as ‘simply inflating the responsibilities’ is unlikely to work. Job evaluation supposed to be done based on approved job descriptions and hence just being creative about the job responsibilities won’t do -unless there is no such validation/approval process for job descriptions in place. Also, job evaluation is done top-down and a job is evaluated in the context of the constellation of jobs surrounding it (especially the job of the reporting manager) and hence inflating the job responsibilities can lead to easily noticeable overlaps that serve as a red flag to the person evaluating the job. 

If you can't convince them confuse them

If the person doing the job evaluation doesn’t put in enough effort to understand the organization context and the responsibilities of the other jobs around the role being evaluated, one might have a decent chance of getting a higher job evaluation by confusing the job evaluator on the contribution the particular job makes! A liberal use of organization-specific jargon might not also be a bad idea!

Other tricks of the trade

Positioning the job as a clear successor position to the manager’s job and arguing that the overlaps with the manager’s role are by design (because of the requirements of the particular context) might work in some cases! In most of the job evaluation methodologies, some of the factors tend to be hierarchical and hence the evaluations on those factors are constrained by the evaluation of the manager's job on the same factors). Hence, this approach is not always so easy. 

Most of the job evaluation systems work in such a way that ‘stealing responsibilities from the jobs of the subordinates’ won’t have any beneficial impact on the job evaluation score of the job being evaluated. Hence the attempt to steal responsibilities from the jobs of the peers and the manager!

Being in the good books of the ‘job evaluation overlord’ can also be highly beneficial because of the judgement and discretion involved in job evaluation. This might reduce the chances of the 'overlord' exercising his/her 'negative power' (the power to block) in the cases of imperfections in the job descriptions and/or in the rationale to justify a particular evaluation. In most contexts, often there are imperfections in the job descriptions and the rationales and even the ‘job evaluation overlord’ has to pick and choose the battles he/she wants to fight to avoid being seen as too bureaucratic/unrealistic. 

In lieu of a conclusion

So, where does this discussion leave us? Job evaluation, like most things in life and work-life is a mixed blessing. Job evaluation not an exact science (it is both a science and an art). It is resource intensive and can introduce rigidity into the system. However, job evaluation can serve as a very valuable input to organization design, job banding, rewards, career pathing and inter-unit talent movements.  

As we have seen above, it has been argued that job evaluation is a rationalized institutional myth. One of the key functions served by a myth is the maintenance of social order (order in the social system called the organization, in this case). In this sense, job evaluation elevates the decisions on aspects like band-fitment from the realm of 'common sense' to the realm of the ‘scientific'. It provides an explanation and justification for an organizational hierarchy that might otherwise have been difficult to explain. Job evaluation signals to the employees the notion that the current structure of inequality is right and just! Yes, organization reality is socially constructed to a large extent and maintenance of social order is very important in business organizations too!

Therefore, for an organization the key question is whether it adds net value in the particular context – considering the benefits, the cost, the effort required and the possible side effects. Of course, for an individual it is essentially a matter of whether it is a help or a hassle for him/her and hence the decision on ‘whether or not to attempt a defense against job evaluation’ is likely to depend on that (moderated by altruistic and masochistic tendencies)!

 Any comments/thoughts?

Of change, progress and a kaizen story

Let’s start with a kaizen story, that I heard a long time ago. A particular organization had rolled out kaizen (continuous improvement). An incentive scheme was also launched to reward the employees who make any such improvement in any part of work. So, one person successfully claimed a ‘kaizen’ for putting some flowerpots in the work area and thereby ‘improving the work environment’.  After sometime, another person successfully claimed a kaizen for removing those flowerpots and thereby ‘improving the flow of people and materials in the work area’. So, we were back to square one though it counted as two kaizens (making the organization appear ‘continuously improving’) and both the employees received their incentive payout!

While the above story might come across as a caricature (and not a portrait) of what actually happens in business organizations, it has more than a grain of truth. The biggest source of waste in many business organizations, that so deftly escapes even lean six sigma and productivity improvement efforts, is that results from frequent changes in direction and the tendency to equate ‘change’ with ‘progress’. Yes, rapid changes in direction, including fast U-turns, helps in creating some sort of illusion (or even a convenient collective delusion of) progress and of taking 'decisive action'. The point here is not that one shouldn’t change the direction when it is required or that one shouldn’t correct one’s mistakes. It is just that one should have some accountability for one’s decisions and the organization and human costs associated with them.

This works well in Human Resource Management (HR) also. One of the great ‘advantages’ of being in HR is that one can get credit for both hiring and firing the same person, that too in rapid succession. Similarly, we can get credit for adding a reporting layer to ‘integrate’ and also for removing that layer to ‘increase efficiency’. Yes, this leads to the HF² model of HR, where HR is reduced to Hire (sourcing), Feed (payroll) and Fire (exit). Of course, one can have other (more ‘fashionable’) functions in HR. But they are more of ‘show horses’ than ‘plough horses’!

Postscript : This post, especially the 'kaizen story' at the beginning of this post,  generated quite a bit of discussion on social media. It left me wondering why such an old story could connect so well. Now, I realize that it is because the story almost perfectly matches the definition of a 'myth'. A myth is a story that keeps on happening again and again in various forms, because it contains a deep truth (a deep truth about the nature of reality in organizations, in this case)!

Any comments/ideas?

Unorthodox concepts in HR : Part 7 – Herophobia

In this post, we will continue our exploration of Unorthodox concepts in Human Resources/People Management. Here we are exploring concepts that are unlikely to be found in ‘respectable’ text books (and also not taught in ‘premier’ business schools) but are very much real in the paradoxical world of people management (See ‘The attrition principle’,  'In the valley of attrition' , 'Sublimation of vision statements' , 'Computer-controlled Manager Empowerment', ‘Training the Victim’ and ‘Two plus Two personality profiling’ for the previous posts in this series).

Why are we so wary of the term 'hero' in business organizations? This is a question that has intrigued me quite a bit. We actively look for heroes in other walks of life. Even when it comes to a novel or a movie, a hero is almost always present. Considering all this, why is it so fashionable to make statements like “we don’t have any heroes in our organization” when it comes to business organizations?

To avoid any possible confusion, let’s clarify the basic terminology for our discussion. We are using the term ‘hero’ in a gender-neutral sense here. So 'hero' doesn't have to be male (or the 'alpha male'!)  The sense in which we are using the term ‘hero’ here is quite similar to what Joseph Campbell does in his book ‘The hero with a thousand faces’. So a hero is someone who goes beyond the current boundaries, conquers difficulties, brings back something that is of immense value to the group and also undergoes a personal transformation in the while doing all this. 

The benefit of the hero to the group is in terms of expanding the horizons of the group and also in terms of motivating other members of the group to realize the heroic potential in them. Once the hero is back, he/she goes back to his/her old ‘job’ but approaches it in a new (better/higher) manner. Of course, the journey can start again on a different dimension (and hence becoming a hero is a continuous process and not some sort of one-time achievement or ‘certification’!).

So the hero is different from a celebrity or a superstar! Also, heroes and leaders have different roles in a group (though they are not mutually exclusive). While the hero provides outstanding positive examples by going beyond the current standards in the group, it is not their role to ‘rescue the group or the group members from trouble’.

I guess most of the herophobia is because of the concern that if a group celebrates heroes it might become dependent on the heroes, that it might impede teamwork or that the others in the group might feel inferior. In a way, it is also because of the residue of the reaction to the (now discredited) ‘great man theory of leadership’. Based on our discussion so far it can be seen that these fears are unfounded. 

Apart from the above factors that lead to herophobia at the organization level, there could also be factors operating at the individual level. That we want to be heroes is evident from the fact that most of us like to live out the hero's journey vicariously through identifying with the heroes in novels and movies. Hence, it is not that we don't like being heroes. Probably, what leads to herophobia at the individual level is some sort of 'learned helplessness' based on the belief that we can't be heroes (and that only a 'special few' can be heroes). So if we want to be something, and we can't do it and we see a some others (heroes) do it, it can trigger a host of negative emotions ranging from frustration, envy and fear. As these are uncomfortable  emotions, we might not consciously recognize or own them! As we will see shortly, this learned helplessness is based on a wrong assumption (about who can be a hero) and hence unwarranted.

Being a hero is not a 'character trait' that is present only in a few people. It is essentially a process of exploration and personal transformation that all of us can undertake. The hero’s journey gives hope to the other members of the team (that is work can be much more meaningful and impactful) and inspires them to kindle the spark of heroic potential in them. We must remember that the hero has a ‘thousand faces’ (or an 'infinite' number of faces) and hence (inspired by the heroes) every group members can be a hero. Heroes are very much part of the group and they are in no way an impediment to team work!

Now, let's come back to the "We don’t have any place for heroes in our organization; we have place only for teams that swim or sink together” kind of statements that we came across at the beginning of this post. They are based on a misunderstanding of the role of the hero in a group. Using the same metaphor, we can say that ''heroes not only swim with us but also help us to redefine how fast, how far and in which direction we can swim and thereby help us to realize our own heroic potential"!

So where does this leave us? It is clearly beneficial to the group to celebrate the journey and achievements of the heroes (without making them ‘celebrities’ or ‘privileged few’) in a way that it encourages the others in the group to realize heroic potential. They should be highlighted as examples that all of us can learn from, help us redefine what is possible and thereby give us hope and courage to unleash our true human potential. One doesn’t qualify as a hero unless one brings back something of significant value to the group and hence the hero’s journey is not some sort of ‘ego trip’. Also the personal transformation itself is the greatest reward for the hero. The power of the hero derives from the inner-strength he/she developed from the journey and not from the group putting the hero on a pedestal. Hence, the heroes don't need to monopolize the limelight or the rewards.

These days, when finding meaning and realizing one’s potential becomes increasingly important for employees at work, herophobia can limit the options available to the organizations. It might be worth considering modelling some of the long-term people development programs on the hero’s journey (see ‘Accelerated learning and rites of passage’ for a somewhat similar discussion on an anthropological approach to facilitate role transitions).

Another related application of the hero's journey is in coaching, especially to help an employee to discover his/her calling and to chart out the journey to fulfill the calling. It helps to derive more meaning from coaching and to provide better orientation and more hope for the journey of self-discovery and personal transformation. In this way, coaching becomes a conversation with the hero latent in all of us! By the way, coaching can also help in unlearning the 'learned helplessness' that we discussed earlier (the one that is based on a wrong assumption about who can be a hero and hence leading to herophobia).

Yet another application is in culture building and cultural induction of new hires. Telling stories about the deeds of heroes that exemplify the values of the organization is a  great way to communicate and reinforce the values of the organization!

It is interesting to note that the concept of 'hero' became 'unfashionable' in business organizations mainly in the last two decades. To some extent it was triggered by the highly visible/publicized  failures of some of the 'celebrity leaders' who were wrongly equated with 'heroes'. This in turn triggered the apprehensions related to the possible adverse impact on the organizations and teams that we looked at earlier. All this is based on a fundamental misunderstanding of the role of hero and who can be a hero. So, at its core, this post has been an attempt to 're-democratize' the concept of a hero so that it becomes accessible to all of us and we can leverage it to realize our heroic potential!.

Any comments/ideas?

Sight, Insight and Foresight method for managing non-performance

This post was triggered by an interaction on Twitter that I have had with a senior HR professional on 'addressing non-performance'. We agreed that the focus should be on 'getting rid of non-performance in non-performers' as opposed to 'getting rid of non-performers'. Then, he asked me how exactly would I accomplish this. This put me in a fix; how will I say something worthwhile in 140 characters in response to such a fundamental question considering that our senior HR professional would have read (and even created) tons of material on performance management? That is when I came up with this 'Sight, Insight and Foresight method for managing non-performance'.

Though I was only 'semi-serious' when I came up with the above 'method', later I felt that it might not be such a bad idea to detail it out a bit. To be honest, there is nothing particularly new in this - it is 'old wine in new bottles'. It is also more of a 'perspective' than a 'method'. However, I feel that as the product (basic principles of performance management) is good & the need it addresses is real (still relevant), the requirement is just to ensure that remains attractive (appealing) to the customers by means of new packaging (positioning)! Also, I am convinced that when it comes to the basics of life and work, our problem is more to do with 'inaction' and not 'ignorance'! Hence, if new packaging can increase the probability of a good concept getting the attention it deserves, it is definitely worth the effort. So, here we go!

What do the various elements of the 'Sight, Insight and Foresight method for managing non-performance' mean?

'Sight' is about developing a shared understanding among the stakeholders (especially between the employee and the manager) regarding what exactly are the performance objectives, how will success be measured and how well one is doing against those objectives & targets at any point of time. This is not trivial, as there can be a disconnect between the manager and the employee on 'On what good looks like'  especially in the case of non-routine and rapidly evolving jobs. While SMART (Specific, Measurable, Agreed, Relevant, Time bound) objectives can help to some extent (especially if they can be made to remain SMART over the entire performance period - no easy task, I must say!), there are deep psychological factors that might lead to a situation where the employee disagrees with with the organization's/manager's assessment of his/her performance ( See Performance ratings and the 'above average effect' for details). 

'Insight' is about generating understanding through performance coaching about the factors that lead to non-performance and how to address  them. While this would involve providing developmental inputs/opportunities where required, we must ensure that the root causes of non-performance are correctly identified. Often, problems at the structure, process, policy, work planning & leadership levels get wrongly (and conveniently!) interpreted as 'non-performance' at individual employee level and hence get diagnosed as  'individual capability issues' (see 'Training the victim' for more details). By the way, if the diagnosis leads to the conclusion that the root cause of non-performance is 'lack of organizational commitment' on the part of the employee, we must check if we are using 'Appropriate metaphors for organization commitment'! Hence, the 'insight' we are talking about here is for both the employee and the organization!!

'Foresight' is about predicting possible impediments to good performance and dealing with them proactively. These impediments usually become apparent in hindsight*; but, by then, the performance window would have closed and the employee would have already been labeled as a 'non-performer'! It is also about identifying and addressing non-performance early enough - before it becomes a full-blown issue. If the performance standards are very high and 'non-performance' means 'anything other than outstanding performance', then deeper aspects related to person-job fit, employee engagement (See Employee engagement and the story of the Sky Maiden) , culture (See Of reasons, rationalizations & collective delusions) & meaning (See Architects of meaning) also need to be considered!

*Note: It is interesting to note that foresight and hindsight are represented by Prometheus and his brother Epimetheus in Greek mythology. Prometheus means 'he who thinks before' and Epimetheus means 'he who thinks after'. 

Any comments/ideas?

Do we need a new ‘defining myth’ for HR?

This post is an attempt to explore the intersection of two of the key themes of this blog - the nature of the HR function (see 'Philosophy of HR') and creating meaning as HR professionals (see 'Architects of Meaning - From CHRO to CMO').
 

Meaning (finding meaning in work) is becoming an increasingly critical issue at the workplace. Hence, 'facilitating creation of meaning' becomes an important opportunity and challenge for HR professionals. While 'Architects of Meaning' touched upon HR interventions to enable leaders and employees to create meaning at the workplace, it did not focus specifically on enabling HR professionals to find meaning in their roles.  This is where a ‘defining myth’ becomes relevant.

A myth is a story that embodies a powerful truth. We create stories about our experiences to give meaning to them. Once we internalize a myth (created by others) it helps us to find (create) meaning in our experiences and in our roles. So myths are useful for HR professionals to find meaning in their roles.

In any domain of human endeavor that encompasses a wide range of experiences and dilemmas, multiple myths are required (to facilitate the meaning creation/sense-making process). However, there is usually a 'central myth' or 'defining myth' that lies at the core of the meaning creation process. This defining myth provides the essence of meaning and the other myths add to this meaning (in terms of details and finer nuances in various contexts).  In this post, we will look at a couple of candidates for being the 'defining myth' for HR.   

The nature of the tasks carried out by most of the HR professionals most of the time makes 'finding meaning' a difficult endeavor (Please see 'HR Professionals and Multiple Personality Disorder' and 'In praise of HR Generalists'). This vacuum in meaning prompts HR professionals to ask ‘existential questions’ about their roles (What am I doing? Does it make sense? Does it add value? etc.). To answer these questions multiple myths have been developed regarding the mandate of the HR function, the roles in HR and the significance(value) of these roles. Often, these come in the form of 'new models of the HR function' and/or ‘new set of roles for HR professionals’.

Let us digress a little. Many years ago, when I was exploring thought leadership in HR (see 'Thought leadership in HR in India'); I could not find any consensus (among the group of senior HR professionals that I had surveyed) on the names of the thought leaders in HR in India.  But the moment I expanded the scope of my question to cover ‘thought leaders in HR anywhere in the world’, almost all the people came up with the name of Dave Ulrich - that too as the first choice. I have often wondered why Dave Ulrich's ideas became so popular among HR professionals. Now I feel that it is partly because he created (through his ideas on roles for HR professionals) narratives/stories (myths!) about roles in HR - myths that enabled HR professionals to find meaning in their roles and in their careers. I feel that Dave Ulrich created some sort of a ‘professional mythology’ for HR – tapping into the deep-rooted desires and fears of HR professionals  - and through that he redefined the HR domain -  in a way that the HR professionals found meaningful and hence acceptable!!!  

Now let us come back to the myths in HR. While there are many of these myths, the one that has come closest to being a 'defining myth' is that of the 'HR Business Partner'. Usually a myth consists of a story and a truth/meaning embedded in the story (some sort of a 'moral of the story'). Here the story was about the heroic HR professional who evolved from doing mainly low skilled administrative activities that were  not core to the business  to become a strategic partner to the business, creating a huge impact on the business,  gaining respect from the CEO and the function heads and earning the much desired 'seat at the table'. The truth/moral was that HR professionals could  evolve from their earthly  administrative activities and fly in the exalted realm of true business partners - almost like the human beings realizing their divine potential from their earthly nature as outlined in the myth of a dragon (see ‘Too true to be real’)

This was a very valuable myth. It enabled many HR professionals to feel better about the HR domain and the opportunities for themselves in the domain. Also some people actually become business partners - at least to some extent. However, I feel that this myth (or the truth implied by the myth) has many practical difficulties in many organization contexts. Please see ‘In the wonderland of HR Business Partners’, ‘Nature abhors vacuum’ and 'Paradox of business orientation of HR' for more details. More importantly, as the context changes, new meanings are required – just like we need a new map when the terrain changes. This would mean that we need myths held together by a new defining myth. Of course this does not mean that the previous ‘defining myth’ becomes irrelevant. It can continue as one of the supporting myths. It is just that it is no longer the central theme (‘defining myth’).

In a new terrain (organization context) characterized by rapid/disruptive changes, complex challenges and paradoxes, being ‘Architects of meaning' might be more appropriate as the defining myth for HR professionals. Of course, the myth of the ‘HR Business Partner’ needs to continue as one of the supporting myths. But it will no longer be the central theme (‘defining myth’) as some of the basic underlying assumptions about ‘the nature of the business’ and the ‘nature of the partnership between  business leaders and HR professionals’  will get revisited.   The story that contains the new myth can be about the wise HR professional  who helped the business leaders and employees to examine their sense-making process  in the organization context and hence  enabled them to create meaning (and sometimes ‘new meanings’) for themselves and the people they lead in the face of gut-wrenching changes.  Also, the truth embedded in this story takes HR closer to its behavior science foundations. Behavior science was supposed to be about understanding, predicting and influencing behavior (and the underlying sense-making processes!)  

What do you think?

Architects of meaning - From CHRO to CMO

"It doesn't make sense!" This is a statement that one is likely to hear quite frequently in today's 'dynamic & complex' business organizations. This makes me wonder if the problem has more to do with the 'it' part (the situation) or with the 'sense' part (the implied definition of the term 'sense' in this context) or with 'make sense' part (making sense of the situation)?

All the three seem to be highly probable 'suspects' - individually and in various combinations. Corporate life often throws up many 'strange' and 'messy' situations for the employees (e.g. those created by frequent reorganizations, frequent changes in the strategy/operating model etc.). It can also be argued that since business organizations are somewhat 'artificial' entities (significantly different from the 'natural habitats' or 'natural social groups' for humans), the term 'sense' should have a different interpretation in the context of business organizations as compared to that in more 'natural' settings! However, this post let us take a closer look at the third 'suspect' - 'sense making' - in the context of business organizations (i.e. process of giving meaning to experiences in organizational life). We will also explore the possibility of using another concept that has often been discussed in this blog -myths - as an aid to sense-making (see here and here for examples).

It is said that nothing is more practical than a good theory. So let us begin by examining some of the theories on sense-making. According to Karl Weick, sense-making is about contextual rationality. It is built out of vague questions, muddy answers and negotiated agreements that attempt to reduce confusion. Our perception of reality is an ongoing accomplishment that emerges from efforts to create order and make retrospective sense of what occurs. Sense making is not interpretation as it encompasses more than how cues are interpreted; but it is concerned with how the cues were internalized in the first instance and how individuals decide to focus on specific cues. Two types of sense-making occasions common to organization are ambiguity and uncertainty. In the case of ambiguity people engage in sense-making when they are confused by too many interpretations whereas in the case of uncertainty they do so because they are ignorant of any interpretations.

Sense-making occurs when activity/practice (habit/pattern of behavior) is disrupted (e.g. by events or ambiguity). However, people first look for explanations or reasons that will enable them to resume the interrupted activity. In cases where no explanation or reasons for the disruption can be found, a sense-making process is initiated. The process of sense-making on a situation has two steps. Bracketing & filtering cues followed by creating meaning. This in turn serves as the springboard for action. But the process is not so linear. It is muddy and iterative. Social sense-making is most stable (and effective) when it s simultaneously constructive and destructive -when it is capable of increasing both ignorance (unlearning) and knowledge (learning) at the same time.

As you might have realized, while the above theory on sense-making seems very reasonable, there is one important problem. The sense-making theory is mainly 'explanatory' in nature. This does not directly help us in our objective of facilitating/helping sense-making in organizations. To remedy this, the concept of 'sense-giving' has been developed. Sense-giving is the process of attempting to influence the sense-making and meaning construction of others toward a preferred redefinition of organization reality. Logically speaking, this could involve influencing the way people do the 'bracketing & filtering' of cues (i.e. the first step in the sense-making process described above). I feel that interventions based on behavioral economics principles (see note 3 in 'The power of carrot and stick') can be of use here. We can also look at influencing the second step in the sense-making process (i.e. creation of meaning). This is where myths comes in!

A myth is a story that embodies a powerful truth. While the incidents in the original story might not be factually correct (see Too true to be real) the 'truth' contained in the story remains valid across time. Anthropologically speaking, one of the key uses of myths in a society (or any group in general) is to help the members to make sense of the events in their life -especially the profound and/or no so pleasant events - the events and transitions that shakes one up. Myths can serve the same purpose in organizational life also. By the way, if you are wondering if concepts from Anthropology are relevant for today's business organizations, please see 'Accelerated Learning and Rites of Passage' for a discussion on how another concept from Anthropology - 'rituals' - can be used to facilitate key role transitions in corporate life.

We create stories about our experiences to give meaning to them. This can happen both at the individual and at the group/team level. Teams work well when they share a common set of myths - stories that have powerful, emotional truth - truths the team learned during their struggles/experiences in organizational life - stories they have created to give meaning to these experiences. Leaders can be more effective if they can tap into these myths - to generate energy to pursue new opportunities and to hold the group together. As Karen Armstrong says, myth is not a story told for its own sake. It shows us how we should behave.

Now, let us come back to second step in the sense-making process that we have seen earlier - creating meaning. By helping individuals and groups to create stories we can help them to create meaning from their experiences. Stories can help people to 'find their place' in the organization. This is important as who people think they are in their context shapes how they interpret events and what they do. Stories can also help in making sense (deriving the meaning) of the inevitable not so pleasant/unsettling experiences in organizational life. All these can very useful especially for new entrants to the organizations (e.g. management trainees). HR practices that create time and space for introspection as a group can create opportunities the group members to collectively understand and share their experiences of organizational events. Hence they can facilitate the process of organizational sense-making.

This discussion becomes very significant as meaning (finding meaning in work) is becoming an increasingly important issue in the workplace. This is possibly because of ‘higher order needs ‘(where ‘meaning’ forms a significant factor) becoming more active in a greater percentage of the employees and because of the unnerving pace of change in the workplace (that push employees out of their comfort zones and prompt them to think about ‘deeper’ issues including that of finding meaning). It can also be argued that one of the key responsibilities of managers/leaders in such situations is to help the employees to find meaning in work. Thus HR interventions that can help the employees and managers/leaders in this endeavor should become one of the key focus areas for HR.

By the way, if we leverage power of stories in HR interventions like coaching and mentoring, they are likely to be more effective in helping employees to make sense out of their experiences and to be better adapted to the organization. Stories can be useful for sustaining/celebrating the existing culture and also for changing the culture. Taking an existing story (myth) and making subtle changes to it (to the story and/or the truth implied in the story) can be a great way for initiating change. When we are telling a story to others we are telling the story to ourselves also. In a way, by changing our stories (and the truths embedded in those the stories) we can change ourselves. Also when we interact with others and with ourselves through story telling, the stories evolve.

From a change management perspective, stories have many advantages. Stories can communicate complex meanings and ideas (that are required to be communicated in today's complex organizations/organization contexts). Stories can help people to organize and integrate experiences (even a set of experiences that are not internally consistent). Since stories and story telling come naturally to human beings they are inherently non-threatening and hence the stories can directly engage emotions without having to face too much screening/too many arguments from the analytical mind. This can be very useful in generating initial buy-in for a new/unfamiliar idea. More importantly, people can add on to the stories. This can lead to a situation where people consider the stories (and the truths contained in them) to be their own and tell the stories to others. This in turn can convert them from being passive recipients of the change to active advocates of the change.

What does this mean for HR professionals? May be, we should start talking about 'being Meaning Architects' in addition to our (increasingly annoying) talk about 'becoming Strategic Business Partners!Extending this line of thought, the Chief Human Resource Officer (CHRO) should become the Chief Meaning Officer (CMO). This transition from CHRO to CMO is not without risks! I am sure that if 'creating meaning' becomes accepted as the key deliverable for business leaders, business heads (and possibly even the CEOs) might get tempted to 'steal' the CMO role and/or title from the CHROs! They can use the ‘tried and tested argument for these kinds of situations' - ‘the matter is too important to be left to HR’!!!

What do you think?

Influence of 'early career experiences'

What has been the impact of your 'early-career experiences' on you? For the purpose of this discussion, let us define 'early-career experiences' as 'experiences during the 'most impressionable part' of one's career and this would imply (for many people) experiences during the first few years of one's career/the experiences during one's first job. So please take a couple of minutes to think about your 'early-career experiences'. What do you remember about them? Do you think that they have impacted you in any significant manner? If yes, what has been the nature of the impact?

The importance of early life experiences on the psychological/behavioral development of a person is well known. But considering that one is usually much older when one starts working, can a similar phenomena occur - in the domain of one's basic assumptions about organizational life/work/career? In an earlier post (see HR professionals and Multiple Personality Disorder), I had speculated that 'traumatic' early career experiences might contribute to the development of some sort of a 'Multiple Personality Disorder' among HR professionals - especially among young MBAs in HR.

While I have been thinking about this issue for quite some time, the 'trigger' for this post came recently in the form of a discussion in an e-group that I am part of. This e-group consists mainly of my ex-colleagues from an organization in which I had worked a long time ago. We were discussing issues like"the reasons for the existence of strong bonds among us even though most of us had left the organization a long time ago"; "why do we often talk about the 'great experience' that we have had in that organization" etc. Now, there were multiple factors (at multiple) levels involved in the situation. I felt that one of the key factors involved (apart from the factors related to the organization context, nature of work, nature of inter-dependencies in the group etc.) was the profile of the members of the group/organization at that stage - most of us were at an 'impressionable stage' in our careers!.

It was the first job for many of us and I felt that it 'shaped' our definitions of 'what is good' in an organization/workplace context (i.e. the tacit/subconscious definitions of 'good' boss, 'good' team member, 'good' team, 'good' employer, 'good' learning opportunities and even that of 'good' work). Since other organizations (that we joined later in our career) are unlikely to provide environments that exactly match these definitions, the work experiences in them are likely to be perceived as falling short of 'the good old days'. I think that this is similar to the phenomena in which the traditional way of cooking in India (cooking with fire/heating food from the outside) influenced our definition of 'good taste'. This in turn made it difficult for a product like the microwave oven (that heat up food uniformly) to become popular in India* (other than for reheating the food) - till a new generation brought up on a more 'microwave-friendly' definition of 'good taste' became consumers.

So my hypothesis is that early career experiences can have a significant impact on our careers by influencing our basic workplace preferences and attitudes. Of course, there are other factors (like personality related factors) that can also influence our workplace preferences and attitudes. It would also be interesting to examine if the impact/influence of early career experiences reduces as one progresses in one's career (and gains more experiences/data points).

Any observations/comments?

*Note: I am not saying that this is the only factor that possibly worked against the popularity of microwave ovens. There could be many other contributing factors. For example, from a psychological point of view - fire has many important associations (i.e. fire symbolizes a number of things). It is a symbol of purity - for fire is considered to purify everything. Hence cooking food in fire can symbolize purification of food. Fire is also supposed to symbolize 'illumination', 'inner light' , 'holiness' etc.. It is interesting to note that in many of the cultures across the world there are myths related to 'theft of fire' (e.g. according to Greek mythology, Prometheus [whose name means 'foresight'] stole fire [which was available only to the gods at that time] from Zeus and gave it to the mankind). As I have said earlier (please see Myth and truth : 'So true that it can't be real'), myths often embody great truths.

Now let us come back to microwave ovens. From the above discussion, it can be seen that 'microwave-cooking' might have been at a disadvantage as compared to 'fire-cooking' because of the symbolic significance of fire. This argument becomes stronger if we compare microwave ovens to washing machines. As compared to microwave ovens, washing machines became popular in India much faster. One of the reasons for this could be that a washing machine is a more or less 'straight forward automation of an essentially mechanical process' (i.e. washing). So washing machines did not have to fight some of the above 'psychological battles' that microwave ovens had to fight! Anyway, since I am not an expert in marketing (or in microwave ovens/washing machines for that matter) let me not push this point any further !

Of Ghosts, Blogs and Undigested karma

This month, 'Simplicity at the other side of complexity' is completing one year. When I started this blog, I wasn't sure about how it was going to evolve. One year and forty posts later, the situation remains more or less the same, though some patterns have emerged.

The nature of posts in this blog has become more focused - on Human Resources, Organization Development and Personal Effectiveness (as opposed to being scattered in the broader domains of 'life and work'). The posts have also become more 'experience driven' - with the concept/ theory part limited mainly to concepts/inferences that emerge from the situations/experiences. I got to know a quite a few great people through this blog and I have greatly benefited from the interactions with them. Of late ,I have noticed that the comments/ discussions around many of the posts are longer (and more interesting !) than the posts themselves ! (see 'Career Planning and the myth of Sisyphus')

It is interesting to note that this 'evolution' mirrors (to some extent) the basic theme of this blog - 'Simplicity @ the other side of Complexity'. By the way, I have kept the name of blog as 'Simplicity at the other side of Complexity' (as opposed to 'simplicity on the other side of complexity'), to stress the point that this simplicity is something that one 'arrives at' (with a significant amount of effort) after working through/wrestling with the complexity. This blog also gave me the opportunity to explore the paradoxes and opportunities in the people management domain. I am sure that the process of grappling with these paradoxes and dilemmas has helped a lot in enriching my understanding of the HR/OD domain in particular and life in general!

There is a concept in 'Tantric philosophy' that ghosts get created because of 'undigested karma'. I feel that 'ghosts' could get created in the domain of thoughts also - because of 'undigested incidents' (i.e. the undigested thoughts arising from the incidents). The ideal way to exorcise these ghosts is to listen to them, revisit those incidents/thoughts and deal with them properly to ensure that the thoughts/ideas are digested/absorbed/integrated. In a way, it is very similar to the regurgitation/'chewing the cud' behavior of some animals (called 'ruminants'). This blog has given me an opportunity to exorcise quite a few of such ghosts (see 'Competencies and Carbohydrates' for an example).

Many of my posts contain stories (fables, legends, anecdotes and myths). I feel that it is mainly because of the nature of the thoughts discussed in those posts. Many of these thoughts/ideas deal with things like 'reality', 'essential nature', 'meaning', 'wisdom' etc. that are very difficult to express in words.

Stories have the capability to 'capture' complex meanings , though these 'meanings' are not contained in the words/text of the story. Actually, the role of the words/text of the story is to 'trigger' the 'meaning' in the mind of the reader. Thus, stories can be very useful in capturing and communicating thoughts/ideas/ meanings that are difficult to verbalize. The other option is to use complex (unusual) combination of words and symbols to try to communicate the thoughts/ideas/meanings that we are talking about. This could come across as 'using big words' and often it fails to meet the objective. Hence I feel that stories present a much more elegant solution. Of course, my favorites are myths - as myths allow us to transcend even the 'limitations' imposed by reality! (see 'So true that it can't be real').

I find the process of generating an idea, letting it evolve & crystallize in the mind and capturing it in a blog post is highly rewarding intrinsically. Blogging is also a form of self expression that is aligned to my 'INTJ' personality type.  These along with the opportunity to exorcise ghosts, to make problems disappear and to interact with wonderful people have made my first year of blogging a deeply enriching experience for me!.

Career planning and the myth of Sisyphus

Career planning is one of the most interesting rituals in HR. But before we come to career planning let us look at the myth of Sisyphus. We come across Sisyphus in Greek mythology. The myth says that because of his trickery Sisyphus was cursed by the gods. As a result of that he had to repeat a maddening procedure forever. He was compelled to roll a huge rock up a steep hill, but before he reached the top of the hill, the rock always escaped him and he had to begin again. Actually, similar stories exists in other cultures also. For example, in my home state (Kerala) there is a similar story about Naranathu Bhranthan. Naranathu Bhranthan was considered to be a 'siddha' (an 'enlightened' or 'realized' being) though some of his behaviors appeared to be rather 'strange'. He used to follow the same procedure as that of Sisyphus (though not on a full time basis!). But he was doing it out of choice. Also in his case the stones would not automatically roll back. So he would manage to get many big stones to the top of the hill. Then he would push them down one by one and he would laugh loudly as they roll down the slope. We will come back to Naranathu Bhranthan later in this post. As I have mentioned in an earlier post, myths are important as they contain eternal truths, though myths might be too true to be real.

Now let us come back to career planning. Organizations in general and HR professionals in particular, invest a lot of time an effort in career planning. There are very good reasons for doing so. A large number of studies have shown that 'opportunity for career development' is one of the most important things that employees look for in an organization. So the organizations (and HR professionals) have to do something about this. The typical response is to map out career paths. Since organizations are keen on approaching this 'strategically'/with a long term perspective, these career paths provide the 'growth paths' extending over many years. Since there are many types of employee profiles, employee preferences, positions and career options, often these lead to a huge amount of detail. This of course implies a large amount of time/resource investment. But there is a paradox here. In many industries (especially in sectors like IT/ITES/BPO in India) the attrition rates are very high. So in many organizations most of the employees would leave before they complete 3 years in the organization. Hence these long term career plans get wasted in the case of most of the employees. This is where Sisyphus comes in. We put in a lot of effort in formulating detailed career paths (like Sisyphus rolling the huge rock up the hill). But before they could make significant progress along these nice career paths most of the employees leave (or 'escape' like the rock in the case of Sisyphus). So does 'career planning' amount to some sort of a 'Sisyphus-like curse' for HR professionals?

May be the situation would improve if we can target career planning efforts to those employees who are likely to stay on with the organization for a long time. While it can be argued that career planning itself would reduce attrition, this does not seem to work very well in many organizations. May be career planning (at least in the traditional form) would have a significant influence only on some employees (who already have a some sort of a long term perspective and also have a good degree of person-organization fit!). Of course there are more innovative approaches to career development that are being experimented.

Another way to look at this situation is to say that the 'career planning ritual' is both 'necessary and beneficial', though the manifestation of the results might not essentially be in terms of employees moving along the prescribed career paths. The ritual itself might help in building positive energy and it might also considered to be a necessary condition (though often not a sufficient condition) for positive organizational outcomes. May be we are more like Naranathu Bhranthan than like Sisyphus. This would imply that we are formulating these career paths knowing that most of the employees won't really follow them. So we are like Naranathu Bhranthan who was following the 'Sisyphus-like' procedure out of choice. By the way, the word 'bhranthan' in Malayalam language means a 'madman'. So we can see that though Naranathu Bhranthan appeared to be 'mad' to many people (and hence he was called a 'bhranthan'), he was the 'master of his madness' and that he was laughing at life itself (remember - he was also considered to be a 'siddha'). Perhaps career planning in rapidly changing high attrition environments would always be a maddening activity. But each one of us can attempt to be a 'master of the madness' rather than being a slave. May be we can also laugh like Naranathu Bhranthan used to do (though not so loudly - lest we might be considered to be 'mad' by the 'masters' in our organizations !) when the employees grow beyond (or even 'jump' out of) the elaborate career paths that we had created with so much effort !

So are you laughing ?

Note: Please see here for another example of the connection between HR and 'madness'.

Employee engagement and the story of the Sky Maiden

"Employee engagement" is one of the popular concepts in HR these days. Many organizations have launched new initiatives to improve levels of 'employee engagement'. Some of them have dedicated HR staff to 'handle' this important dimension. I fully agree that 'employee engagement' is very important. There is a lot of research that links higher levels of 'employee engagement' with positive outcomes like improved productivity and reduced attrition rates.

What concerns me is the tendency in some organizations to view 'employee engagement' initiatives mainly as a series of employee communication programmes. Here the term 'employee engagement' gets used in the sense of leaders 'engaging with' or 'speaking to' the employees. Now, this is an important part of employee engagement. The problem is that true 'employee engagement' requires much more than this. Another troubling trend is to equate 'employee engagement' with 'fun and games' activities. 'Fun and games' initiatives are also useful. They provide a temporary distraction from work (especially when they are held during office hours, which sadly is not always the case !). They also provide an opportunity to interact with other employees. But all these do not make any significant change in the basic nature of work or in the work context.

The defining feature of employee engagement is 'discretionary effort' put in by the employees. If employees have to get motivated to put in the 'discretionary effort', just speaking to them and telling them what is happening in the organization (and even just listening to them) won't be sufficient. To get discretionary effort, both the hearts and minds of the employees have to be engaged. Often this calls for interventions to improve the person-job fit, the performance management/rewards system and the organization culture. Of course, it is much easier to hold communication meetings than to ensure that employees are in those jobs that leverage and celebrate their key talents/abilities/interests! But if the objective is to have the type of 'employee engagement' that motivates employees to stay on and to put in discretionary effort, peripheral interventions (like communication meetings, 'fun & games HR' etc.) might not be sufficient.

This brings to mind the 'story of the Sky Maiden'. There are many versions of this story. It goes something like this: Once there lived a young farmer. He used to get up early in the morning every day to milk his cows. This went on for quite some time. Then he felt that something strange was happening. The cows seemed to be giving less milk than they used to. He tried many methods to improve this situation. But they did not work. Slowly he became convinced that someone was stealing the milk. So he decided to stay up all night to catch the thief. So he hid behind a bush and waited. For many hours nothing happened and he was feeling very sleepy. Suddenly he noticed something that left him spellbound. A very beautiful woman came down from the sky and started milking the cows. Initially our young farmer was too dazed to react. Then his anger took over and he managed to catch the thief before she could escape. He asked her who she was and why was she stealing the milk. She told him that she was the Sky Maiden, that she belonged to a tribe that lived in the sky, and that the milk was their only food. She pleaded with him to let her go. Our young farmer told her "I will let you go only if you promise to marry me". She said "I will marry you. But you need to give me a few days so that I can go back home and prepare for the marriage". He agreed. So the Sky Maiden left and as promised she returned after a few days. She brought a large box along with her. She said to him "I will be your wife. But you must promise me one thing. You should never open this box. If you open this box, I will have to leave you". He agreed and they got married.

Many months passed. Then one day, while his wife was not in the house, our young farmer could not contain his curiosity anymore and he opened the box. He was surprised to find that he could not see anything in the box. When the Sky Maiden came back she could sense something was wrong. She asked him "Did you open the box?". He said " I am sorry. I opened the box. But there was nothing in it". The Sky Maiden became very sad. She said "I am leaving. I can't live with you any more". He said "Why are you making such a big issue out of this. I told you that the box was empty". She said "I am not leaving you because you opened the box. I knew that you are likely to open it sooner or later. I am leaving you because you said that there was nothing in the box. Actually, the box was not empty. It was full of sky. Before I came to you I had filled the box with sky which is the most precious thing for me. Sky is the core of my real self. It is what makes me special. It is what makes me who I am. How can I stay with you if you can't even see the thing that is the essence of my Self and that makes me special?"

Now there are many important points here. No deep relationship can thrive unless it recognises and celebrates the factors that define the essential nature of the parties involved and that makes them special. Of course, this is more true for personal relationships and the use of this in a work context is an exaggeration to some extent. But I think that the central point remains valid even in a work context.

Any comments?

Myth and truth : "so true that it can't be real"

I have been interested in myths for a long time. Initially, when I was a kid,  I liked them as nice ('unreal') stories. As I explored them further, and as I became older, I became more interested in the deep truths expressed through the myths. I understood that myths are 'non-facts' that are truer than facts.

However, probably because of my science background, I was a still a bit uneasy that myths are not 'real'/factually correct. A few days ago, I realized that in order to be able to express deep truths, myths can't afford to be real.

If myths have to entirely real, then myths would also be constrained by the limitations of physical reality (time, space, context etc.) and hence they won't be able to express deep truths that goes beyond the physical plane. A myth is something so true that it can't be real. Or, to put it in another way, myths have to be liberated from their geographical and historical context so that they can speak to human beings across time and and space! A myth is a story that keeps on happening again and again in the collective subjective reality of human beings.

Let us look at a very common example. Dragons never existed on earth. However, we find stories about dragons in practically all cultures. Now, the reason for the popularity of the dragon myth is the deep truths contained in it. A dragon is 'a snake that has learned to fly'. The myth of a dragon  symbolizes the ability of human beings to rise above the animal nature and to raise above their limitations.  If some real animal was chosen instead of the dragon, there would have been a limited effectiveness in the symbolization/expression - constrained/contaminated by the physical features of the animal. Moreover, it could have created a situation where it could be argued that 'since this animal is found only in these countries, the myth is relevant only only in those contexts' etc.

Sometimes, we have to go beyond reality to express deep truths !!!