I’ve discovered another type of freelancing that’s a lot of fun–ghost-blogging. Although many people struggle for content, it’s easy for me to riff on a topic after doing some quick research. I’ll admit that I’m torn: It’s good work, but seeing someone else’s name on my work bothers me.
But we’re writers. That’s what we get paid for, and we’re fortunate to find people who appreciate our skills. When I first started freelancing, I was appalled at the meager rates clients offered to writers. I’ve come to believe that more often than not, we writers are to blame. We don’t value our time and talent. It’s taken some time, but I’ve finally learned that writing–usually fun and always absorbing for me–is excruciating for most people. That’s good news for us, especially with the internet and the proliferation of websites. The demand for content–and for writers–will only grow, giving us an ideal opportunity to combine our writing talent with whatever content expertise we’ve amassed through the years.
Mine is in Human Resources, and it’s proving quite useful. Trusting that my audience and my client’s audience are unlikely to cross, here’s a blog we recently posted.
The Future of Agile HR
Last week I checked in with Marie, the Vice President, Human Resources of a mid-size energy firm. We’ve known each other for more than ten years, so I was surprised when she said she couldn’t talk long—she had to go find more hours in her day. It turns out she had just read Accenture’s report on agile organizations and, by extension, agile HR. If you haven’t seen it, have a look. It’s a well-researched, comprehensive, and sobering forecast of what organizations of the future must do to succeed—and the daunting new roles HR will be called on to play.
“I already work sixty hours a week,” my colleague moaned, “and it looks like I’m not doing anything right.”
“Relax,” I consoled her. “It’s thought leadership. It’s supposed to be provocative. It’s meant to be aspirational.”
But Marie’s reaction troubled me. She’s smart and committed, not easily discouraged. I hate that she felt demoralized, yet her timing was perfect because she reminded me of an important truth: thought leadership is relative. One company’s aspirational goal is another’s impossible dream. It’s much like “best” practices: no practice is best unless it’s best for you. I knew that, but Marie reminded me at a critical time—the early months of my new consulting firm.
So here’s what I promise you: I won’t beat my chest. I won’t play to the highest common denominator, the most sophisticated HR organizations, the Fortune 100. I’ll do my best to meet you where you are and to help you determine where you can and should go. You’ll get my honest take on the world of HR, experienced through my clients and my interactions with others in the field. I promise to be practical and thoughtful, focused on advice you can use. And rest assured, I won’t sugarcoat the facts.
To that end, here’s my short take on agile HR. Too often HR is seen as an obstacle, dragging its feet when the business urgently needs an answer, a resource, or a new approach. It’s tempting to cave in to the demand to do “what they want” faster. But agility is much more than speed. It means thinking on your feet, so that rather than cutting corners or improving your time in the same old race, you’re blazing a trail to an extraordinary solution. You must have the vision to last for the long run.
Watch for a paper we’re drafting right now, expanding on this view of agility and offering advice on how to determine the changes you must make—the changes that are right for you.