A Hotel of Views

Talent management is essential to both the future of the sector and the organisations that make it. Consequently it makes sense to work together to provide what many cannot do on their own.

Let’s Push Things Forward

As Adam Clark noted we still have an issue with people ‘falling’ into the sector like it’s a good thing. Certainly it’s the standard joke at any housing event I’ve been to. But clichés aside we’re still behind on nurturing talent and promoting the sector as a career of choice. Part of the issue is due to the disparate nature of the beast. Whilst there are some behemoths about, the majority fall into the Small to Medium Enterprise category. Whilst not intrinsically a bad thing, it means it’s doubly hard to set up AND maintain talent programmes. They require time, effort and drive. Lose one or two key staff members and the programme falls by the wayside.

The NHF has the Young Leaders events, the CIH has the Rising Stars, both are great for highlighting the potential we have in the sector. Having met winners and finalists of both they are humble, ambitious and utterly talented people. But it strikes me that few have been able to slot into follow-on talent development programmes. The kudos gained from entering national competitions has helped get them noticed but what happens afterwards? Elsewhere the GEM Programme is an exceptional means by which to get graduates into the sector.  But again, what happens after the initial placements end? How do we, as a sector, manage the undoubtedly talented guys and gals that we have?

Ducks fly together

It’s normally at this point in a blog about personal development that Richard Branson is quoted. This blog is no different. For me, the two most notable ones from him/Virgin more generally are:

Train people well enough so they can leave, treat them well enough so they don’t want to.

If you look after your staff, they’ll look after your customers. It’s that simple.

They’re great quotes, and great principles to work towards but where are Housing’s Richard Bransons? I fully agree with Nick Atkin that we need to change our shop window. But to do that we need to have an honest look at ourselves, at who we want to be as organisations and as a sector. I’ve no doubt that many organisations want to develop and invest in their staff above and beyond what they already do. But whilst that willingness may be there in terms of developing talent, the ability to do so might not be.

For me what is needed is a sector wide development programme. One that allows the participants to work within different organisations as well as between different departments as is usually the case. As I’ve said before, we’re pretty darn good at sharing knowledge and best practice. Why not share the nurturing of the talent that will drive us forward?

The advantage of working together is the shared benefits. Organisations without the ability to provide talent programmes of their own would be able to offer their staff an opportunity to develop that otherwise wouldn’t be there. Bigger organisations could benefit from an outside view of their systems and processes that could be otherwise drowned out.  There’s also potential to help even out the mix and match talent managment programmes the sector currently has. Everybody wins.

This approach might not work for all, but the worst that will happen is that we just return to what we’re doing now. Hardly the end of the world in terms of risk, so why not try?

As ever, you can find more of my stuff here and follow me on Twitter here.

Photo Credit – Eirik Refsdal (2007) Scaffold

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Sit Down, Be Humble

The conference is dead. Long live collaborative work events.

Time is money, so don’t f*ck with mine

One of the lessons I learned early on in my career is that most networking doesn’t actually take place in events designed to facilitate networking. This is odd, because as a sector we are pretty good at sharing learning and best practice. Particularly lower down the food chain. But these events tend to follow a wearily predictable pattern. The coffee is horrific, the biscuits worse and that’s before your attempts at making small talk with someone who probably thinks WhatsApp is an internet. Yes interpersonal networking is a necessary skill, but give a chap a chance with a decent Hobnob or two, we’re not animals, you beasts.

The speeches are hours of your life you won’t get back. Where engaging content is typically treated as an afterthought by the speakers. The breakout sessions are rushed and haphazard. Frenetic energy & forced enthusiasm are not a good mix. I dunno what annoys me more at these faux seminar encounters – the person who talks over everyone else, or getting stuck having to write up the bloody notes. I’m sure useful stuff happens at these things. But I’ve found one makes better, more interesting, connections via less formal gatherings than at a conference. Because frankly if I wanted to listen to a bunch of middle aged men living on past glories and discussing subjects that provide no real insight/are of no particular use, I’d turn on the TV and watch Soccer Saturday†.

Dust in the Wind

For those of us born after Duran Duran were a thing, networking online before physically meeting someone is pretty normal. Whilst unconferences (I know, I hate the term too, but they have their uses) tend to offer a more palatable affair than their more orthodox cousins. There’s something essentially democratic about a day where topics are proposed and then assigned on a basis of passionate arguing for their right to exist. By allowing delegates to steer the focus of the learning one tends to get a better level of information exchange. Which is ultimately one of the main goals of a conference, to disseminate knowledge en masse. As well as you know, meet interesting people and make small talk about how shit the weather is.

Even the online presence of conferences annoy me. Instead of having an arbitrary hashtag most folks get wrong, despite being reminded every 5mins to tweet using it #OMGBestConferenceEver17. The more organic social media presence that comes with peer created, less formal conferences generate a better and more memorable buzz. Because they allow people to buy into the day by getting them to shape it. Such an approach also gives people the opportunity to share ideas, and dare I say it, network prior to the day. This makes it a darn sight easier to hit the ground running and thus offers a greater potential for a heavy focus on collaborative working/discussions instead of cringe worthy icebreakers. It is a better way to network, it is a better way to work collaboratively full stop.

There may well continue to be a place for standard conferences. God knows we need our peacock season, where people go to see and be seen. It’s also a useful means by which to get one’s senior management team out of everyone’s hair for a day or two. But fundamentally I am yet to be convinced we are getting a good bang for our buck in relation to what’s currently available. For the layperson they offer very little. Well beyond ego massaging that is. But if that’s all there is, why bother?

As ever, you can find more of my stuff here and follow me on Twitter here.

†We’re in the UK, you sods, it’s bloody Football. Not Soccer.

Photo Credit Dimitris Kalogeropoylos – Conference (2008)