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Where e-HR meets e-Learning
Mark Doughty plays buzzword bingo
Presenter: Mark Doughty, Brite-HR
The atmosphere of cosy agreement that had settled over the
room was shattered by the appearance of Mark Doughty of Brite-HR,
who proudly announced himself a contraversialist. Straight
away he let fly with the bullet-points.
- 90% of companies fail to achieve profitable growth (he
accused)
- 90% don't execute strategy
- 60% (horror of horrors) don't link their strategy to budgets
I might have wondered why we didn't all give up and go home…
had I not recognised a fairly familiar presentational technique
at work here. Business people like being told they're crap.
It gets the juices flowing. Doughty was going to shake our
view of the world, confront our received opinions, and we
were going to lap it all up. Bring it on, Doughty.
Thirty or so minutes later, at the end of a deck of PowerPoints
crammed to the gills with charts, stats, quotes and criss-crossing
arrows, over which Doughty's rapid-fire delivery played buzzword
bingo (his phrase) he asked us if we had any questions.
There was stunned silence.
Then, hesitantly, a woman from the public sector raised her
hand. Could he summarise the three simple steps we should
take, she requested, in order to deliver ourselves from the
overwhelming crapness he had identified (this was fortuitous
for me as up until now I had not managed to take any notes).
I captured his answer in full.
1. Understand the business - 'most organisations have 5 or
6 processes they need to manage the hell out of' - identify
these and… well, manage the hell out of them.
2. Find the bottlenecks - quantify the value being lost and
that will give you your business case.
3. Capture the good stuff - and measure others against that
capability.
Seemed sensible. We were happy now. Until Doughty caused
another silence - more confused than stunned this time, I
felt - by adding that if you couldn't forsee getting an ROI
out of an e-HR system within 12 months, you shouldn't buy
it. Brows furrowed. Since major e-HR systems are liable to
take at least that long to implement effectively, bearing
in mind the change issues and the problems of data quality
alluded to earlier, didn't that rule out more or less… everything?
(Especially if you're going to spend four years on a TNA.)
Whatever. No-one seemed in the mood to argue. It was time
for lunch.
Next>>>
Introduction
Hopkins and Markham: e-HR and change
Mark Doherty plays buzzword bingo
Case study: On the bus with the Co-op
SAP: What is the return on training investment
Conclusion
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