HR Tech Weekly: Episode #280: Stacey Harris and John Sumser

So “youre gonna” identifying a lot of burnout happening and a lot of that kind of conversation happening about 2010, which was just after that 2009 last-place trip. So, I don’t know if any of that plays into this as well, but yeah.

[ 00:11: 15] John Sumser: Oh, oh, oh, I get it. I get it. If you do the same amount of revenue, but you’ve laid off a third of your workforce, you’ve just had a 33% productivity addition. That’s what you has been said. So the other title for this might be,” Layoffs in full swing .”

[ 00:11: 36] Stacey Harris: I don’t know fairly about how they get their actual calculations to know, but that was, I can remember those speeches coming out of the last recession, because there was a huge uptake in productivity then. And 2009, we were not bringing beings back and that was the last big prance. And it was because people had been laid off. In huge amounts in 2007 and 2008 and 2009 fund was being established, but we hadn’t hired anybody back at that point in time.

[ 00:12: 01] John Sumser: Yeah. Okay. Okay. So this is a nonsense statistic, immense?

[ 00:12: 05] Stacey Harris: It’s actually not a rigmarole statistic. It’s actually a very bad statistic. If you’re an employee working inside of a company that has laid off a lot of people, because the amount of exertion that you’re investing also is expected to be increased. This is where we start to see the conversations about how many hours can you invest? I have a feeling that we’re going to start to see the burnout gossip in the next several years. On surpass of all of this.

[ 00:12: 32] John Sumser: That attains feel. Now Oracle is competing to buy TikTok.

[ 00:12: 39] Stacey Harris: I don’t even know where to go with this job. What’s your thoughts on this? Do we want to be doing TikTok with Oracle, I don’t know.

[ 00:12: 47] John Sumser: Of all of the companies in all countries of the world might open a consumer franchise of all the big companies. Big B to B companionships that is likely to open a consumer franchise. This would be least likely to succeed. And so, so this starts to look like a battle of the billionaires to see who gets the new glossy toy.

[ 00:13: 08] Stacey Harris: Yeah. And the scarier thing is, do you trust Oracle with your commercial-grade personal data? Any more than because the whole reason for having to sell is because in the conversation there’s been concerns about the Chinese government having access to all the data that’s coming in through TikTok. So that’s part of this push and pull to sell, remedy?

[ 00:13: 29] John Sumser: I can’t tell. I can’t tell it’s so mixed up with crazy politics. I can’t imagine the TikTok would be for sale if it wasn’t for the fact that a group of kids abused TikTok to organize a major unease for Trump. That’s why it’s for sale because Trump is insisting that it’ll be sold.

And so it’s not for sale for a market reason. Who knows, you know, Trump came out and asked for a finder’s fee. He put it in play with his rant. So perhaps Oracle is willing to pay a higher finders fee.

[ 00:14: 04] Stacey Harris: Yeah. I don’t even know where to go with that, but I get what you’re saying. So, but Hey, you know, TikTok seem to be serious about it.

[ 00:14: 13] And so does Oracle, so we might very well envision Oracle tick tock videos at the net Oracle conference. Interesting. Could liven things up a little bit, right?

[ 00:14: 24] John Sumser: Well, that might liven up Oracle for a year but it’ll sure kill TikTok. I predict, you are well aware, you may be buying your teen a Lamborghini but you can be pretty sure that he’s gonna wreck it.

[ 00:14: 40] Stacey Harris: Yeah, it’s definitely not a good week to get on our,” what the fuck is are you doing feature right now ?” Right?

[ 00:14: 48] John Sumser: More coin than brains. That’s what comes to mind is more money than brains.

[ 00:14: 52] Stacey Harris: But I will have to say a little more of a serious note here. I make, Oracle has been investing in their sales tools and they have been invested in, and the focus on artificial intelligence from the interests of consumers perspective, buying directions, that kind of thing they’ve been doing that.

[ 00:15: 08] I can see where they can make a case for how this would is in addition to that discussion. I recall the harder role for me is not just a matter taking them severely around a consumer component, but also how you use all of it data and the regulations around him. And there are some real good questions being asked about what tiktok is doing with their data, because so many children are using it and there’s so much report being guided through it.

[ 00:15: 33] And I study those questions should be asked no matter who buys it, but there is a concern that if bought by Oracle, are they going to hold up to the same standards that some of the other inventions? And I think that’s something that we shall hold on accountable for it. If they do obtain it or perhaps on a more serious note there.

[ 00:15: 48] John Sumser: Yeah, we should have a long, long speech at one point about the absorption of strength in the paws of a few Silicon Valley fellowships. You could enclose this as a survival move by Oracle because everybody else of Oracle’s size has a source of buyer data.

[ 00:16: 06] Stacey Harris: Yeah.

[ 00:16: 06] John Sumser: And Oracle simply doesn’t have a source of consumer data. So you have been able say that they understand better than most that their real contestants are Facebook, Google, and Apple, and those three and Microsoft, and those four all have robust consumer data and Oracle doesn’t brace those, you know, in that special little billionaires club. Gosh, if you don’t have 100 paw yard, you need to get one. And so this is their hundred hoof yacht.

[ 00:16: 36] Stacey Harris: eah, tthe data source of its first year, right? Like where do you get the most data? It’s same to, you know, early date speeches about who has the biggest network, where do you get lubricant from? You know, anytime we talk about resource and right now data is the resource you’ve got figure out where you get it from.

And customer data is the biggest rich and, um, that’s definitely, I feel, worth the conversation.

Now on the flip side, business are dealing with work to work or business to business are continuing to focus on back to work conversation reopening. Now IBM has been sort of an interesting actor in this because they don’t have a consumer data source. They had probably one of the most extensively invested in artificial intelligence implements and the Watson platform. Are we creating an environment where you either have, I have a direct connection to customers or your business to business. And so you become like a Workday and IBM and all those groups have to in Salesforce, those groups have to connect to each other now.

[ 00:17: 32] John Sumser: I don’t know if they ever describe it that way, but that doesn’t sound new to me. They’ve always been customer businesses and business to business organizations. And it’s only been a few of those who have actually been able to draw off both having a business facing action on a consumer facing operation.

The two worlds are so different that it’s really hard to make sense out of the decisions you meet some differently in one setting versus another. And if you consider customers as if they were business clients that be done away with, the quality of the businesses business product is different than the quality of the consumer product, because of scale intellects you can’t afford to finesse the design and development of B2B makes in accordance with the arrangements that you are eligible to consumer products, because you don’t have billions of parties plugged into your social network. You’ve got millions and you can’t amortize the cost of design across millions. You have to have a bigger pool.

[ 00:18: 33] Stacey Harris: Well, I think that’s a great way to set it. I imply, we’re surely ensure more investment in B2B space and employers considering their development partners as a consumer lite , not quite getting there. But like you said, you can’t invest that much. It’s just not possible. But you’re doing the very best to got to get. Right? Which is definitely integrating more datasets, having better user interface and this particular place we’re accompanying Workday and IBM rollout a workplace reopening solution that includes modeling the area. Some of the stuff we talked about in the last couple of radio pictures, assessing the risk in the community, you are well aware, succeeding renders for things like personal defence publishing place readiness reports. All the things necessary to become me as an employee feel comfortable about maybe going back to work, but still a business focused gossip, right, and increased risk focused exchange.

[ 00:19: 23] John Sumser: Yeah, exactly to produce it back to the last little weave, when a B to B corporation sinks about hires as consumers, it’s a allegory and they never give a consumer quality experience. It’s never all been about considering hires as if they were customers, because they’re not. Right. The next time you have a customer who you can fire at the, touch them in the wallet because you shot them the very next time that employees will be customers.

You know, they’re not, they’re not they’re your employee and they have to make what it is you give them in some ways, particularly when there’s high unemployment. And so this metaphor that employees should be treated as if they were clients breaks down in summary executions. It’s great marketing talk. But it’s really, certainly, really difficult to do.

And all the technology in the world isn’t gonna make “youre feeling” comfortable about should be going to a lieu where you can get sick and die. It’s a good bandaid. It’s a good thing to do. You need to have it, but the problem isn’t the technology. The trouble is your level of trust with the people that “youre working for”.

[ 00:20: 34] Stacey Harris: Yeah, I’m going to push back a little bit. I get what you’re saying and I completely agree. I necessitate, we just made the contingency that the tools are more business focused. I will say that I do think there are some corporations, you are well aware, the idea of talent handling was very much a pseudo speech about endowment back in the day. But I do think that as employees and as beings come into their own about what their skills and abilities are and what their capabilities are, and we get a level of talent that is actually in demand in certain areas, there is some level of,” how do I to be maintained? What are the things I need to do to make sure that they feel pleasant ,” but that is in an environment where there is jobs and where there are opportunities. So as there are less openings, that kind of conversation goes away. But I do think that we’ve seen some of that in world markets.

And I do think that some of the employees elevations ought to have expecting that which has altered the business to business makes in a different direction. Not wholly there by any means.

[ 00:21: 25] John Sumser: You know, I have some trouble with that painting because you depict a picture of people who go to work and do stuff all day and don’t know what abilities they have.

hat’s just weird. Of direction they know what skills they have they know what they do everyday. They do it. What they don’t have is a way of describing those sciences to somebody who doesn’t work in the same company. Right. So there’s a language problem. And what people have been trying to do, there’s a whole lot of money being drop around in a whole lot of different places to do things like vocation paddling, by trying to translate what beings believed they do into what employers think they need.

And it’s voodoo principally, because supervisors don’t do that good a activity at thinking about what they need. And hires shouldn’t be concerned about how to describe the nature that you write this particular report to the next supervisor until it’s time to talk to them. But, public service employees know what they do. They know what their skills are. That’s not really a few questions.

It’s more of a occasion that the companies can’t really effectively express what they’re going to need, because things are changing rapidly.

[ 00:22: 35] Stacey Harris: Yeah that much I think we can agree on that things are changing so rapidly knowing what you need and constituting the business case for what you have and how that will fit. Those two worlds are definitely not synced up. I reckon EdCast would feel a little pathetic about you saying that it’s voodoo right now. I make, they’ve just invested it is just like a chunk of money and collaboration in their brand-new profession pathing and internal mobility solution. But we’re construe almost all of the, what you would consider education or material based tools or the learning process platforms, depending on what you’re calling them now, investing in this career mobility conversation.

And I belief a good deal, for the same reason you just mentioned, right? You can’t have content and training and education and management of that kind of information experience without connecting it to something that is inside of the company.

[ 00:23: 23] John Sumser: Yeah, but specify a company that doesn’t have a career mobility offering at this point.There’s 40 of them, you are well aware, and none of them can solve this problem. When marketings start to thumped a hiccup, you burn the sales manager and you swap sales proficiencies. And so anybody who’s done a occupation hope inside of the company, based on the current auctions technique is in trouble because the new sales technique studies differently and necessitates different skills and different kinds of people.

And so a good deal of corporate churn happens in departments where these new technologies switchings moderately regularly. And I have never, ever, ever known all of the demos that I’ve been through, a implement that helps predict the likelihood that the skills you’ve learn are actually going to be needed by the company. Right? And so it’s not really career pathing.

[ 00:24: 17] It’s the knitting together of data that says,” You know what, if things were like they were in 2019, here’s what your next move “wouldve been” .” It’s all rooted in historic data and the historical data is all bad. So voodoo. I stick with voodoo.

[ 00:24: 33] Stacey Harris: You stick with voodoo.

[ 00:24: 34] John Sumser: And you know what, voodoo priests devoted a lot of fund on oils and herbs and chicken pates and all that material. So the fact that it’s being invested in doesn’t mean that it isn’t voodoo.

[ 00:24: 48] Stacey Harris: Well on that note, John, we have gone through our half hour and had, I visualize, an interesting conversation up until you mentioned chicken intelligences. But that one lost me a little bit, but I get what you’re saying.

[ 00:25: 01] John Sumser: Voodoo isn’t cheap. Voodoo isn’t free.

[ 00:25: 03] Stacey Harris: No, and there is a lot of people investing in this stuff right now. I reached an agreement. And much of it is smoke and mirrors. Yeah.

[ 00:25: 10] John Sumser: Well that’s better if I don’t call it voodoo, if I don’t make it a religious question. It’s okay. It’s smoke and mirrors.

[ 00:25: 18] Stacey Harris:[ 00:25: 18] My version, my definition.

[ 00:25: 20] John Sumser: There “theres going”. There you go. Well, as usual, enormous communication. I revalue you taking the time to do this and thanks everybody for listening to our ongoing gossip about the world of HR technology. You’ve been listening to HR Tech Weekly, One Step Closer with Stacey Harris and John Sumser. And we will see you back here next week. Bye bye now.

[ 00:25: 51] Stacey Harris: Thanks everyone. Bye.

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