Thomas Otter

I’ve been trying to get to grips with in-memory databases. Seems the bard beat me to it.

(image via wikipedia, thanks)

Thy gift, thy tables, are within my brain
Full charactered with lasting memory,
Which shall above that idle rank remain,
Beyond all date, even to eternity:
Or, at the least, so long as brain and heart
Have faculty by nature to subsist;
Till each to razed oblivion yield his part
Of thee, thy record never can be missed.
That poor retention could not so much hold,
Nor need I tallies thy dear love to score;
Therefore to give them from me was I bold,
To trust those tables that receive thee more:
To keep an adjunct to remember thee
Were to import forgetfulness in me.

Sonnet 122.

Thanks to the sonnet a day site.

I’d been meaning to write this for a while, but Jason’s post prompted me to stop surfing the interwebs and jot it down.

Data has three sources.

1. It is interfaced or integrated in from somewhere else.

2. It is derived from other data. For example net pay is derived from gross pay via some sort of tax calculation.

3. Someone types it in

I use a metaphor to describe this in an HR context. It is 1790. You want to build a factory. The first thing you do is seek out a consistent stream of strong flowing water. And that is where you build your factory.

flickr cc attribution license. thanks to LaoWai Kevin.

Too many HR systems, especially talent management systems are deployed without any real thought about how the data will get into these systems. The value has to exceed the effort of maintaining the data otherwise they end up empty. So when you deploy that system to track employee goals, look at yourself in the mirror and ask the question. How will the data get into this system?  Think carefully about transaction data, but think even more carefully about organization data.

if you don’t have a plan, that system will gradually fall into disrepair.

flickr cc attribution license thanks to Andre Mercier. (many excellent pictures, so hard to choose one.)

(photo via cc attribution licence. ms4jah thanks.

Most of my working career encouraged me to chant the mantra, “we are integrated.”  I have spent the last year or so thinking about integration in a more objective light. Integration for me has undergone a de-reification process.

I was doing a presentation about HR technology recently, and I was talking about the impressive growth of niche vendors in various HCM areas, such as recruitment, learning, performance management and succession planning. One of the IT folks in the audience was getting a bit agitated, this was chaffing against his integration faith.

My new view is integration is like weather. The statement, we have weather today, is accurate but not particularly useful. This is similar to the statement our system is integrated.

What is integrated with what? What is the purpose of the integration? What value does the integration bring? What overhead does the integration create?

Once you know what is integrated, you can rationally assess the value of integration. Integration can be of significant value, it can help break silos, reduce data capture and improve data quality.

But integration can be an excuse not to move quickly, it can hinder innovation and create overhead, it can be a reason not to do something new.

Sometimes retyping stuff is okay. Tracking 50 top executives in a succession planning application doesn’t require real time integration with 20 separate global HR systems. In this case, typing is probably the correct integration approach. If you are doing performance appraisals for 300,000 employees then you had better have a plan on how to handle organization unit changes. This will involve a sophisticated integration framework with your system of record. Both of these are forms of integration.

When evaluating software view integration rationally, don’t put it on a pedestal, but don’t dismiss it. Understand clearly what is being integrated, and what the value of that integration is. Integration doesn’t trump functionality. Without the right functionality, integration is not worth much.

But also beware of those that say integration is easy to do.

(photo mine, use with cc attribution licence) Hotel Fusion, San Francisco.

I’m just back home from a trip to California. I attended Oracle Open World, and had several other meetings in the bay area. 

I saw the Keynote presentation, and on the next day  I spent an hour or so with the leaders of HCM product Fusion product. Colleagues of mine here at Gartner have spent more time getting a deeper look, so I will leave the detailed product analysis to them for now. No doubt I will learn more over the next few months, but at the event I was more focused on getting to grips with PeopleSoft 9.1 and catching up on progress of EBS 12.1.

I have read quite a bit about Fusion over the last few days on twitter and on blogs, some of it thoughtful, some of it wishful and some of it rude. 

My thoughts.

Larry Ellison spent most of the keynote talking about hardware, with the odd barb aimed at IBM.

(photo via Oracle’s cc flickrstream. thanks)

He left Fusion right until the end.

It was enough of a look to show that it is relatively close to being done, or at least significantly further along than halfway. Larry outlined the scope, and mentioned some of its innovations. The demo was adequate without being awesome. It set some expectations, but it didn’t promise a new form of sliced bread. What Larry didn’t do is pontificate on how much revenue this thing will do. No suggestions of 10,000 customers, or billions of dollars of revenue. He didn’t promise much at all, other than a vague some time next year. 

He generated interest, but not enough to put a freeze on PeopleSoft 9.1 and EBS 12.1 upgrades. 

It would have been nice to see a bit more, but Oracle is in no rush. Oracle has the Sun acquisition to complete and digest, so I’d expect Fusion get more of push once Oracle has Sun on board and aligned.  It wouldn’t surprise me if Fusion comes shipped on its own special piece of hardware.

Michael Specht, an Australian HR expert, has picked up on something interesting. He does that regularly.  Read the post here.

photo via glyph

An Apple “employee to be” has done the geeky thing of unboxing his offer letter. full details here. His excitement and pride jump out at me. This fellow is engaged before even getting in for his first day at work. 

He isn’t the only one. Justin Reid also unboxed his first day welcome kit. It also included a t-shirt with your hire date on.

photo via Justin.

 Jim Holincheck and I take a lot of calls on onboarding software and processes, but at least in terms of getting branding right, well done Apple. This is design thinking in what is often a neglected process.

Your HR brand is part of your corporate brand, treat it with care. It is valuable and delicate. Many organizations can learn from Apple here.

photo via Justin.

I’ve tried this metaphor on several client calls recently, so let me inflict it on you too.

Cactus

via Flickr, the cc licence of Rodolfo Cartas thanks.

In this architecture, everything is from one vendor, and integration with third party applications is rather difficult. Typical ERP /HRMS pitch of the mid-nineties. Why do you need other software? We can do everything.

Sunflower

via Flickr,  the cc licence of C.S. 2.0 Thanks

Big core system, running most of the processes, with a series of smaller, tactical solutions interfaced around the edges.  Typical HR IT architecture of many ERP-Centric organizations today.  ERP runs the core transactions, with bits of SaaS tacked on around on the edges.

Daisy

via Flickr,  the cc licence of law_keven Thanks

Small core system on premise, but most of the action takes place in the systems around the edges. Increasingly common as SaaS vendors continue to deliver richer functionality. Some challenges with integration, as there are many applications trying to connect to the core. 

Rose

via  Flickr, the cc licence of Gertrud K. Thanks

No significant core system, SaaS petals dominate.  Still very rare, but we expect to see more of these, challenging the traditional core and peripheral model. 

What sort of flower does your architecture represent?

(photo CC 2.o attribution, thanks to g-hat!)

World leaders are gathering in Pittsburgh to discuss banking reform and other pressing matters. According to the Guardian,  the discussions are likely to be rocky.

European leaders appeared to be on a collision course tonight with Barack Obama and Gordon Brown after Angela Merkel, the German chancellor, warned that the G20 summit must not be diverted from clamping down on bankers’ bonuses and hedge funds.

The article continues.

Sarkozy has suggested that bankers’ pay should be capped at a certain percentage of their institution’s assets or revenue.

Fredrick Reinfeldt, the Swedish prime minister and current president of the European council, promised a “specific discussion” on bonuses including proposals for individual caps on bankers’ bonuses, that bonuses would be linked to achievement and not given if there were losses, and that there would be transparency on precise decisions taken by boards. “We from the EU will ask to be very clear on that” he said.

Putting aside the ethical and political debate, if Fredrick and Nicolas have their way, this would particularly riveting for anyone in the business of HCM software.

It looks to me this is a demand for an integrated employee goals / performance management, compensation and incentive compensation system that also integrates into a corporate performance and risk management system, combined with a significant dose of compliance reporting. 

Lego is used a lot as a metaphor in the software industry, and I’m not sure that it is a particularly good metaphor. I my distant past I blogged about this here.

I came across the story of James May’s Lego house this evening. James May is one of the fellows on Top Gear, and he is having some success in branching out.

As the Inqusitr notes.

Top Gear presenter James May is giving away a free two-storey house. The only drawbacks is that the house it made out of Lego and you have to pick it up by Tuesday.

James May and 1,000 helpers has just built the world’s first full-size Lego house using 3,3 million Lego bricks. It even comes with a shower, working toilet, toaster, kitchen utensils and a bed.

The 20-ft tall house is built in Denbies Wine Estate in Dorking, Surrey, UK, but now the vineyard needs the land back to harvest its grapes. If the house isn’t removed by Tuesday at 8.00 AM, it will be hacked into bits with chainsaws.

According to James May, Legoland UK was supposed to take it to the theme park in Berkshire, but its too expensive to move. Legoland has critized James May, because he hasn’t consulted their model-makers on, how to built a moveable house.

Lego has donated the bricks to James May, so the house or bricks cannot be sold or used as a public attraction, but only given away for charity.

photo via the cc flickr of TchmilFan thanks!!

Now, totally ignoring my own advice above about Lego metaphors, this has a parallel in enterprise software, and that chestnut, SOA. SOA isn’t just about the building blocks, it is about how you actually put them together. Even flexible materials fail if they used incorrectly. Modular can become monolith, and then you need chainsaws…..

In my Twitter viewer, Tweetdeck, I have a search on Gartner. I glance at it once a day or so  to see if there is stuff going on I should be aware of. I saw this earlier today.

This then takes you to the LinkedIn page of a Gartner recruiter, Peter Fay.

To those that say this social software stuff isn’t having a fundamental impact on HR processes, I say see above. If your organization isn’t using or seriously thinking about using these channels for passive candidate search, then perhaps it is time to start doing so. If you build recruiting software and you don’t have a plan on how to integrate all this social software business into your offering, I’d suggest you have some work to do.

Oh, and if you are interested in the job, please do get in touch with Peter.

There is also a cool job looking at privacy too. I’m almost tempted to apply for that one !-)

Photo via the cc of sgt. PepperedJane. thanks!

To score well at Scrabble, you need to look at the score, not the just word. Long words across the board might look good, but unless they land on double or triples, you simply waste letters and open up the board for the others to score. Literary types like to think that they are good at Scrabble because they know lots of words and are well read, but Qi or QANAT aren’t something that even the most literary of souls come across in literature. To win at Scrabble you need to look at the numbers and the odds, know what letters have gone already, and have a mental database of short nasty words like ZO and XU. Sure, a love of words helps with Scrabble, but to score well, you need to engage the numeric side of your brain.

It may be stretching it a bit, but I think HR has a similar challenge.

To be a top HR professional, you do need to have empathy for people. It is probably what attracted you to the job in the first place. But if you are going to succeed you need to be analytical too. HR professionals that can see patterns beyond the incident, abstract the problems from the personal, and make the best move given the constraints  they have been dealt with, will have a real impact on shaping the business and their careers.

We are doing a lot of work at the moment on pattern based strategy here at Gartner (clients see this). I’m going to be exploring this is in an HR context later this year.  Extracting and analysing patterns out of the mass of data sources and conflicting signals. HR is going to get a lot more analytical.