Smarter workforce @ business connect 2013

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Smarter workforce @ business connect 2013

  1. 1. Giandomenico OrlandoLe Comunità HR e i nuovi modelli: nuove realtàe nuovi strumenti di Talent Management
  2. 2. © 2012 IBM Corporation© 2013 IBM Corporation2Todays environment requires CEOs to effectively leverage their people to createcompetitive advantage
  3. 3. © 2012 IBM Corporation© 2013 IBM Corporation3Recruiting costs are expecting to grow in the coming years
  4. 4. © 2012 IBM Corporation© 2013 IBM Corporation4Onboarding is a critical step in the employee experience
  5. 5. © 2012 IBM Corporation© 2013 IBM Corporation5In a smarter workforce, leaders and employees transform the organization forbusiness advantage
  6. 6. © 2012 IBM Corporation© 2013 IBM Corporation6The offering by KeneXa, an IBM Company, spans the wholeEmployee Journey …
  7. 7. © 2012 IBM Corporation© 2013 IBM Corporation7… and leverages on software, data and services
  8. 8. © 2012 IBM Corporation© 2013 IBM Corporation8KeneXa in numbers
  9. 9. © 2012 IBM Corporation© 2013 IBM Corporation9Assessment by KeneXaStudy and Replicate High PerformanceIntegrated with Technology (e.g., Recruitment, Development, SuccessionPlanning)Built for Volume - 200+ million assessments delivered since inceptionAnnually, more than 40 million Assessments administered Worldwide23 Languages and 44 countriesFront Line to Executive Selection1,500+ Ready-to-use & Bespoke AssessmentsKey Job Roles (e.g., tellers, call center, managerial, sales, clerical etc.)Methodology for all stages of hiring workflow: skills / ability tests, behavioralassessments, simulations, structured interviews
  10. 10. © 2012 IBM Corporation© 2013 IBM Corporation1010
  11. 11. © 2012 IBM Corporation© 2013 IBM Corporation11Predicting Performance
  12. 12. © 2012 IBM Corporation© 2013 IBM Corporation12Use Kenexa Assessments to predict cultural fit of candidates
  13. 13. © 2012 IBM Corporation© 2013 IBM Corporation13Efficiencies of predicting performance
  14. 14. © 2012 IBM Corporation© 2013 IBM Corporation14Jobs search criterion isconfigurable by anyelement on a BoeingrequisitionAvailable fromBoeing.com/careersand on smartphones
  15. 15. © 2012 IBM Corporation© 2013 IBM Corporation15The candidate cancreate a Boeingcandidate profile usingtheir LinkedIn orFacebook profile
  16. 16. © 2012 IBM Corporation© 2013 IBM Corporation16APOLLO Group c
  17. 17. © 2012 IBM Corporation© 2013 IBM Corporation17AMC Theatres
  18. 18. © 2012 IBM Corporation© 2013 IBM Corporation18Cabela’s
  19. 19. © 2012 IBM Corporation© 2013 IBM Corporation19Centralizes all the data involved in designing payprograms and making pay decisions– 3rd party-compensation data– Employee pay ratesReplaces time-consuming and error-prone manualprocesses with a technology solutionProvides analytics/insight into how compensationdollars are spent– In which regions is it most costly to hire?– Are we paying more aggressively for critical roles?– Are our pay practices legally defensible?“What if” modeling tools and extensive visual analysisof proposed programs, trends and outliersCompAnalyst by KeneXa brings pay decisions efficiency to the next level
  20. 20. © 2012 IBM Corporation© 2013 IBM Corporation20CompAnalyst at ClearChannel
  21. 21. © 2012 IBM Corporation© 2013 IBM Corporation21Competence Management by KeneXa at Zurich Financials
  22. 22. © 2012 IBM Corporation© 2013 IBM Corporation22Kenexa Learning SuiteSocial, Mobile,Always LearningCompetenciesIdentify and mapCompetencies to Job RolesTie Learning to performanceContentDevelop, manage anddeploy formal eLearningto bridge skill gapsSocial LearningSupport informal LearningShare knowledge andexperiences, ask expertsMobile Accessibility and Delivery
  23. 23. © 2012 IBM Corporation© 2013 IBM Corporation23Competency profiles are the essential cogs that allow organisanisations to mapindividual Performance to Learning needsAllocation of training then no longer is a matter of guesswork but becomes a precisescience with defined outcomes that directly impact business performanceKeneXa holistic approach to Learning
  24. 24. © 2012 IBM Corporation© 2013 IBM Corporation24Developercreates newcontentContent owner isresponsible for updatingthis contentOnly he has authority tomodify this content.Some pages are created fromscratchOthers will be retrieved fromrepository using Metadataand referenced dynamically.The Link to the originalresources remains intact.Create once – reuse as often as you want
  25. 25. © 2012 IBM Corporation© 2013 IBM Corporation25Each Learner only takes the learning content theyactually need.Total learning time for individual will be significantlyreduced.More time to accomplish objectivesLearner 1follows individual Learning Path toachieve the prescribed LearningObjectives.Learner 2Follows a different alsoindividual LearningPathPersonalization enhances Learning Efficiency and Effectiveness
  26. 26. © 2012 IBM Corporation© 2013 IBM Corporation26Informal Knowledge Transfer
  27. 27. © 2012 IBM Corporation© 2013 IBM Corporation27Reduced time to find info from 5-10hrs/week to 8.7hrs / YEAR• 65% increased training completion• 77% learned new knowledge &ideas• 80% used knowledge learnedduring training on the job• 76% became more effective salesperson• 74% of sales found the CGU emailnewsletter to be usefulThe impact of Learning Management System at AMD
  28. 28. © 2012 IBM Corporation© 2013 IBM Corporation28Standardize training, reuse content,ensure a consistent customerexperienceTurnover rate dropped from 134% to< 79%Retention jumped from 57% to 77Learning Content Development at YUM
  29. 29. © 2012 IBM Corporation© 2013 IBM Corporation29Develops content for mobile salesenablement platform– Users can rate coaching tips– Ability to leverage social mediaforwarding capability– Reporting and analysis capability– Surveying capabilityOn the fly, in context support thanks to learning content on mobile atM2Execution
  30. 30. © 2012 IBM Corporation© 2013 IBM Corporation30Workforce Experiences Centered Around the Individual
  31. 31. © 2012 IBM Corporation© 2013 IBM Corporation31KeneXa References span across all industries

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