Here's a tech/silicon valley term HR pros need to know: "Pivot". Let's start with the definition of the type of pivot I'm talking about.
How it's used:
--“Like, you know, every startup needs to pivot like two or three times before locking-in on its final strategy. That’s the nature of innovation.”
Here's a nice example - Instagram, which started out as a virtual "check-in" site and wound up as a photo-sharing service, is a recent high-profile example.
How's the "pivot" apply to HR? Our industry is pretty intent on being conservative and getting it right when we do something - often because we do massive rollouts of HR branded stuff to all employees. What we probably ought to be doing is to never roll out a new HR product/service/feature without testing it in a pilot of less than 10% of our employee base - probably much less than that, actually.
New performance management process? Roll out it out to single department - find what's broken, and pivot. Do it differently until everyone thinks you not only got it right, but that you're a world-class HR shop.
Tech's pivot is your pilot. Run pilots more and tell people you're testing with live data. Let them give feedback. Change your stuff up as a result and roll it out.
Pivot. If you look around, you'll see 3-4 things you've waited way too long to pivot on. You're already failing in some of those things if you look closely. Could a pivot and the resulting skunkworks project really be worse to your customers (i.e. employees)?
Pivot on something this week.