Trying to Stop the Tides

It seems very old-school, but sea ports are still very big business.  The twin ports in southern California (LA and Long Beach) are a huge economic driver (they are the primary sender/receiver of goods between North America and Asia) and employer.  But, they are also one of the biggest polluters in the region.  For as long as I can remember, there has always been a balancing act to keep the ports humming and making the area healthier.

A bit more under the radar has been the creep of automation. While car companies fought this battle with their unions a generation ago, the idea that automation can be stopped is still alive and well among the longshoremen.  This article gets into some of the specifics regarding the plan and it potential impacts.

From an HR perspective, the bigger story here is not the automation (it is going to happen as it makes the port more eco-friendly and efficient), but the lack of planning regarding the retraining of workers.  It is somewhat surprising that this is occurring at the ports because most of the labor disputes over the last 20 or so years have not been over wages but over the number of jobs.  The port and the union are now in negotiations about retraining and head count for different positions, but this is time and goodwill being spent now on solutions that could have been anticipated.

A better approach would be:

  1. Analyze the skills required for current jobs and for those created by the automation. Yes, new equipment needs to be programmed, maintained, etc.  Metrics of productivity and cost need up to updated, tracked, etc.
  2. Where the skills map directly, there no problem and this should be communicated to those employees.
  3. Where the skills don’t completely map, determine how the skills can be acquired.
  4. Communicate the path to skill acquisition clearly to those whose positions are going to be eliminated or changed. It should be presented as an opportunity rather than a threat.
  5. Provide adequate resources (tuition reimbursement, time away from work, etc.) to allow for the retraining.
  6. Develop and/or promote an internal posting system for those who cannot be placed in the new positions.

Automation has always been a part of business and that is not changing any time soon.  Trying to prevent is as useless a stopping the tides.  However, planning for it allows companies to keep valuable employees and for employees who are willing to upgrade their skills to stay employed.

Drilling for Good Candidates

The current low unemployment rates and data mining have led to companies tossing out wider and wider nets to fill positions.  But, is all of this confusing activity with productivity?

This article (thanks to Dennis Adsit for bringing it to my attention) brings up some great reminders about some very solid things that employers should be doing (valid testing, structured interviews, etc.) and avoiding others (tech is NOT a magic bullet for recruitment and selection).  However, it also does a good job of challenging some basic assumptions about hiring, all of which can be evaluated.  These include:

  • Unless you are adding positions, why are you looking for so many outside candidates? One reason people leave companies is because they do not feel they have promotional opportunities.  One reason you are looking for so many outside candidates is that people quit.  Chicken, meet egg.
  • Taken a step further, HR really needs to test the effectiveness of its processes on an ongoing basis. If there is data to support that, in general, outside candidates perform better than those promoted, then keep on searching for them.  And you should probably revamp your entry level recruitment and hiring processes.  If not, then career development and taking steps to increase internal mobility will be more effective actions than scouring the universe of passive candidates for new hires.
  • Develop measures to evaluate the success of what you are doing. Few things frustrate me more than a client saying, “We cannot measure someone’s individual performance.”  Really? Does that mean the cost of turnover is the only reason you keep people in their jobs? Granted, it can take some time to measure output, but you can typically find ways of evaluating a person’s contribution to a team.  If a manager says, “I like/don’t think this person is effective” she should be able to say why.
  • Related to the above, don’t assume that a good process will always have the same effectiveness. As your business changes, recruiting and selection systems need to adapt as well.

I do not think that HR has to constantly be reinvented.  But, basic assumptions should occasionally be challenged.  It is only by measuring and evaluating our processes that we can truly improve them.

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