HR Technology Predictions & Prescriptions 2012


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The following paper offers Knowledge Infusion’s unique predictions and
prescriptions for HR in 2012. The predictions included are not the only trends
affecting HR technology and human capital management, nor will they
influence all organizations equally—but they are driving much of the realworld
activity we see.

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HR Technology Predictions & Prescriptions 2012

  1. 1. Knowledge Infusion White PaperHR Technology Predictions& Prescriptions for 2012April 2012By Knowledge Infusion Co-FoundersJason Averbook, CEO, & Heidi Spirgi, President
  2. 2. ContentsExecutive Summary 1Prediction #1: The Agile Business 2Prediction #2: Recasting the HR Function 5Prediction #3: Real-Time Talent Management 7Prediction #4: Mass Replacements 9Prediction #5: Impact of SaaS and Cloud Computing on HR 11Prediction #6: Death of Implementations 12Prediction #7: Data, Data, Data 15Prediction #8: Business Social 16Conclusion 18Top Human Capital Management Takeaways from 2011 & How to Take Action in 2012
  3. 3. Executive SummaryThe following paper offers Knowledge Infusion’s unique predictions andprescriptions for HR in 2012. The predictions included are not the only trendsaffecting HR technology and human capital management, nor will theyinfluence all organizations equally—but they are driving much of the real-world activity we see.Consider this a collection of ideas and input from Knowledge Infusioncustomers, prospects, and vendors who have shared with us their insight into The time to develop andthe direction they are taking, and the challenges they believe they will need to execute your plan is now.overcome to get there.Our prescriptions are designed to help you transform your future as an HRleader and become a change agent for the HR function.In this paper you’ll discover: • How to respond to the incredible pace of change by creating a more agile model. • Why you need to recast the HR function. • The benefits of real-time talent management. • When mass replacements will land on your door step. • How SaaS and cloud computing will change HR delivery forever. • Why you should cheer for the death of implementations. • How you will be affected by “big data.” • The real value of business social.Working together, we can change the world of HR.HR Technology Predictions & Prescriptions for 2012 PAGE 1
  4. 4. Prediction #1: The Agile BusinessAt Knowledge Infusion, our mission is to help change the HR world. Today, thatworld is changing faster than ever—creating challenges that are bigger thanever. In some respects, we don’t recognize our world from even a year ago.Take Apple for example. A few years ago, Apple was a big company influencing In this rapidly changingthe direction of the consumer technology market. However today, Apple and ever paradigm-shiftingis no longer in the business of making gadgets, they are in the business ofconnecting people—and they do that through some amazing technology. landscape, the 5-year planThis fundamental shift has now made Apple the single largest company in is as obsolete asthe world, representing the future of how we will connect with one another your plasma TV.and consume information. They are out to kill the textbook, a radical anddisruptive act that flies in the face of 200 years of public education.In this rapidly changing and ever paradigm-shifting landscape, the five-yearplan is as obsolete as your plasma TV. And forget about predicting what willcome next—it simply can’t be done, and isn’t worth toying with.Today’s businesses must be more agile than ever before. Agility offers whatplanning and predicting cannot: An opportunity to respond, react, and moveforward without the constraints of trying to execute “the perfect plan.”And in that lies one of the biggest impediments to the agile business—the80/20 rule. The idea that if something works for 80% of the workforce, it mustbe worth your investment, and anything less can’t be justified. Further, thevery idea of investing in unique technology, or business solutions for a verysmall segment of the organization goes against most conventional cost models(and CFO sensibilities).Yet, what these traditional approaches fail to consider is that not onlymust you respond to micro needs, micro trends, and departmental levelrequirements in order to become agile, today’s technology makes it feasible.Where in the past, difficult choices and trade-offs had to be made to ensuretechnology investments could be leveraged as widely as possible across theenterprise, today’s solutions can be tailored down to the individual.And in no department is this traditional stance on technology more engrainedthan in HR. Moving forward, HR leaders will need to begin to think about theirtechnology as a palette of solutions that can be individually selected, mixed,and matched to suit their needs.In addition, HR must move from an era of “best practices” to a new age of“best-for-us practices.” Waiting for vendors to deliver the practices you needto put in place will no longer support the speed at which you’ll need to move.Vendors don’t know your business, can’t keep up with you, and will only holdyou back. It will become your mission to innovate or die.HR Technology Predictions & Prescriptions for 2012 PAGE 2
  5. 5. Just like Apple, HR’s primary purpose in this flat, fluid, diverse, and inter-connected world will be to enable and support collaboration and connection.It will be this connecting of people that will inspire and drive innovation,as workforce planning is replaced by a vibrant, real-time network of skilledworkers ready to turn on a dime.The War for Talent Management is Heating Up Again(Source: Knowledge Infusion/HRE 5th Annual Talent Management Survey)The Agile Business: PrescriptionIn order to take advantage of collaborative networks, HR must be laserfocused, and crystal clear on what it wants to accomplish with the workforce(full-time, part-time, contingent, etc.), and how it will meet the real-time,changing needs of the business.HR must look beyond its fascination with hiring and supporting only full-timeworkers, and strive to create a positive, attractive environment for all types ofemployees. This means considering how to deploy, rotate, and develop all kindsof workers both inside and outside the company walls.HR Technology Predictions & Prescriptions for 2012 PAGE 3
  6. 6. In addition, HR must understand where the business is going, which talent isneeded to support that direction, and which decisions will need to be madeto get there, before thinking about HR processes and technology. The days ofHR defining best practices, acquiring enabling technology and rolling it outare over. Future HR technology deployments must support the direction of thebusiness—not the other way around—and the phrase, “We’ve always done itthis way,” must be struck from the HR lexicon.Finally, HR must consider the global, mobile, and social impact of every HRinitiative up front—not as an afterthought. Neither the business you’re in,nor the number of employees you have defines whether you’re organizationis global, mobile, and social—it just simply is. Agility demands HR must stopresisting its impact, or assuming they are not affected.HR Technology Predictions & Prescriptions for 2012 PAGE 4
  7. 7. Prediction #2: Recasting the HR FunctionUntil now, the HR function has largely remained true to its 20th centurymission of process improvement and cost cutting. The efforts over the pastten years to introduce and establish “Phase 1” talent management practiceshave set the stage for what is just over the horizon. As organizations look todrive even higher levels of productivity, innovation, and engagement throughcollaboration and connection, the traditional HR structure must come down.Already we are seeing many organizations do away with Centers of Excellence As organizations improvethat were established only a few years ago. This is due in large part because of their ability to collect andthe barriers these types of organizational structures impose on data utilization. respond to real-time data, itAs organizations improve their ability to collect and respond to real-time data, is no longer beneficial for HRit is no longer beneficial for HR to focus on just one small slice of businessactivity, the organization’s talent. In order for HR to serve its business partners to focus on just one smalladequately, it must be recast into a more collaborative function whose slice of business activity,mission is to meet the micro needs of each department. As mentioned before, the organization’s talent.broad brush, one-size-fits-all structures lack agility, miss on integration andcollaboration, and fall short of meeting specific business outcomes.Moving forward, the HR function must be overhauled to address the massiveaccountability gap that exists between what business leaders expect to bedelivered by the workforce, and the lack of ownership in HR’s delivery of“people solutions” to meet those expectations.Recasting the HR Function: PrescriptionFirst and foremost, HR must establish a structure that can respond to unique,micro business needs, not just the “enterprise.” It is no longer necessaryto struggle with building a single, all-encompassing function, solution, ordepartment as today’s technology allows you to build systems that truly meetthe needs of each business unit, or department.The irony of previous HR technology implementations is that organizationscompromised so much in the name of “user adoption” that systems becamevanilla—leading to low levels of user adoption. The past ten years haveshown us that the “one-size-fits-all” approach has failed in both technologydeployments and HR as a function. In either case, no one likes being crammedinto a system that doesn’t work for them.HR Technology Predictions & Prescriptions for 2012 PAGE 5
  8. 8. In order for HR to redefine itself, it is important to build strategies and plansthat focus on who (or where) you want to be, not who (or where) you aretoday. The first step is to rebuild HR functions that meet “some,” but not allof the organization’s needs. Priorities, and yes we’ll even call it preferentialtreatment, is important here as efforts to achieve fairness have limited HR’seffectiveness in the past. Avoid the trap of once again trying to figure out howto offer something to everyone, make it all equal, and avoid a line at your door.(Wouldn’t it be refreshing to have a company-wide uproar for your solutions?)In short, figure out the high-impact initiatives and decide which teams,department, or functions will benefit most (maybe they are in growth mode)and give those people, functions, or departments what they need to meettheir mission.To do this, you’ll need to spend more time with the business people in yourorganization. Engage them differently and seek to understand their challengesand approaches—not HR’s. If you’re not as business savvy as you’d like, startasking provocative questions. Press business leaders for what they wantHR to bring to the organization and be sure to fully understand the goals ofthe business before making plans. Your executives care about HR providingdecision support, not improved talent management processes.Armed with a set of expectations from business leaders, begin to build your HRfunction around meeting these expectations. Decide what you can be great at,and what you can just be good at. Then focus on what makes you great, andfocus on serving the identified needs of the business.Finally, build a change model into what you’re doing. As we discussed, youdon’t have stability of a long-term plan, so anticipate and account for changewhen you roll out new programs and initiatives.HR Technology Predictions & Prescriptions for 2012 PAGE 6
  9. 9. Prediction #3: Real-TimeTalent ManagementToday’s workforce demands exposure to learning and developmentopportunities. As an employee retention tool, learning has always played arole. But now retention goes beyond people. HR is fast becoming responsiblefor retaining skills, knowledge, and experience long after employees havemoved on.The days of the tenured employee, passing on the recipe for the secret sauce The days of the tenuredto the next generation of workers is long gone. Talent today is fluid, with new employee, passing on theskills emerging constantly while old ways of doing business are dying off.Modern workers are unaffected by retention efforts, often choosing to trade recipe for the secret saucesecurity and stability for a variety of workplace experiences. to the next generation ofThis means workforce planning is becoming more of a challenge, and the workers is long gone. Talentnotion of a three- to five-year workforce plan is not practical. We will see today is fluid, with newworkforce planning take place quarterly with a focus on the short-term skills skills emerging constantlyneeded to meet near-term business objectives. Short-term talent plans are while old ways of doingaddressing things like how to open a new market or sales channel, or respondto a competitor’s offering, not headcount and cost controls. business are dying off.Integration is Catching Up with Functionality in Importance(Source: Knowledge Infusion/HRE 5th Annual Talent Management Survey)HR Technology Predictions & Prescriptions for 2012 PAGE 7
  10. 10. Achieving real-time talent management means the barrier between internaland external talent will need to be broken down. Organizations must havethe ability to find, and hire the skills they need to keep pace without beingconstrained by rigid processes (requisition, approval, posting, interviewing).Businesses will rely on a flexible pool of skills, competencies, and experiencesthat can be moved like pieces on a chessboard across departments, businessunits, and even other organizations to meet business challenges.Finally, organizations of all sizes have begun to understand the importanceand value of integrated talent management processes. While there is still workto be done to realize these benefits, many in HR and business leadership havebegun to shed unbending process, strict adherence to procedure, and requiredsystem functionality in favor of integrated processes that enable betterdecision support.Real-time Talent Management: PrescriptionThe key to real-time talent management is being able to answer the question,“Which skills do we need to meet the goals of the business?” Answering thisquestion will require HR to collaborate with the business to identify which skills,competencies, and experiences will be needed to drive the organization forward.This also creates a shift in focus towards knowledge retention, not justemployee retention. This is a vital component of real-time talent management,as the critical skills and knowledge needed to drive the organization must bestrategically deployed to maximize their impact.Focusing efforts on critical skills, whether found inside or outside of thefour walls, will necessitate a move to a unified technology platform that cansupport the needs of both HR and the business with increasing collaborationand talent touch points.Finally, employee development must be done in real-time. Old schoolclassroom, or even e-learning isn’t fast enough to transfer knowledge andcritical skills at the pace of business today. Roles that seem indispensabletoday may, in fact, only serve the company’s strategy for a year.HR must build a culture of collaboration, and support it with enabling tools andprocesses to realize the enormous benefits of real-time talent management.HR Technology Predictions & Prescriptions for 2012 PAGE 8
  11. 11. Prediction #4: Mass ReplacementsThe history of HR technology has consistently seen core HR systemreplacement often in response to advancements in depth or breadth offunctionality. However, over the next one to four years, a majority of Fortune1000 organizations will replace their core HR solution to reap the benefits ofunified Human Capital Management (HCM).This is a monumental shift in the thinking of HR. In some cases, very large Over the next 1-4 years, aorganizations will take a step back in functionality in favor of integration and majority of Fortune 1000a delivery model built from the ground up to serve those beyond HR. organizations will replacePart of this shift in thinking is driven by the realization that core HR functions their core HR solution(e.g. payroll, benefits admin) don’t require large ERP (enterprise resourceplanning) systems, and the investments in those massive systems hasn’t to reap the benefits ofpaid off strategically. Many in HR have begun to understand that HR is a unified Human Capitaldepartment, but HCM is a strategy. Management (HCM).This next round of system replacement will focus on unified HCM, globaldeployment, and delivery models to enable real-time talent managementas the “core” functionality, and require transactional HR functions to besupported (not the other way around).At the center of this mass-replacement movement is the HR technologymigration to cloud computing and software-as-a-service (SaaS) delivery. SaaShas rapidly established its value and will be the chosen delivery platform forthe majority of core HR system replacements moving forward.As mentioned previously, Phase 1 talent management delivered baselineHCM functionality for HR. SaaS replacements will take that a step further byproviding direct access (self-service) which will forever change the HR servicedelivery model.Mass Replacements: PrescriptionReplacing core HR systems can be an overwhelming proposition. But like mostthings in life, putting it off will only make it worse. Now is the time to recreateyour HR technology strategy and action plan for 2012 and the next 3 years. Dothis now! Do not put it off.Today’s HR technology has been architected using many of the principlesfound in consumer technology. People expect information to be pushed tothem, they expect to be served with the right information, at the right time—and that is what the next generation of HR delivery is all about.This doesn’t mean you can simply rip and replace your old systems withsomething similar and expect to get different results. HR must create adifferent setting and environment for new system consideration—let’s call itrip and create.HR Technology Predictions & Prescriptions for 2012 PAGE 9
  12. 12. SaaS delivery doesn’t mean your IT department is out of the picture and thingscruise along on autopilot. SaaS means you have the opportunity to rethinkprocesses, reporting, access, and more—but you must fully understand theimpact of these things on HR and the organization before taking your handsoff the wheel.As part of your efforts in 2012, begin change management and business caseefforts to support your need for replacement funding over the next three years.HR Technology Predictions & Prescriptions for 2012 PAGE 10
  13. 13. Prediction #5: Impact of SaaS andCloud Computing on HRAs mentioned earlier, SaaS has become the preferred delivery model for allHR solutions. This is the first time we’ve experienced such a dramatic anddefinitive technology migration, especially in HR.Just as corporate HR departments have been challenged to focus more SaaS will allow HR tostrategically, so too have corporate IT departments. And the reality is, most IT break its dependence ondepartments are not focused on HR technology customizations because theydon’t see HR as a strategic function. customization needs and focus instead on deliveringSaaS will allow HR to break its dependence on customization needs and focusinstead on delivering flexibility through SaaS configurations. However, it is flexibility through SaaSimportant for HR not to fall into the trap of trying to be all things to all people configurations. However, itonce they have control of the technology. is important for HR not toIn some cases, HR processes may have been around 40 or 50 years, and the fall into the trap of tryingperson that implemented them is likely no longer with the company. Now is to be all things to all peoplethe time to rethink those processes and focus on where you can specialize— once they have control ofwhere you can be excellent. the technology.One of the biggest benefits HR will derive from SaaS will be a newfoundcapacity to be more agile. So, it is imperative that once you own theconfiguration you don’t create something that slows you down.Finally, there is a common misperception that the delivery model isn’timport to HR, only IT. We predict, as HR buyers become more educated onthe difference, and understand the value of SaaS delivery, this will change.Once HR fully appreciates the speed, innovation, flexibility, and independenceoffered by SaaS, the delivery model will take center stage.Impact of SaaS and Cloud Computing for HR: PrescriptionBy now, you’ve picked up on a recurring theme; collaboration. When it comesto owning HR technology, HR will need to work together with IT as a partner tocreate an HR technology portfolio.It is important to understand that because SaaS is a platform, not just afunction, it must be integrated into all HR technology, not just a single piece.We often describe migrating to a SaaS platform like open-heart surgery—systemic rejection is a real possibility. This is why it is critical that HR becomeeducated to both the pros and cons of SaaS and moving to the cloud.Finally, implementation methods must completely change in the world ofSaaS. HR literally has access to the best technology in the world and insists onimplementing it the way they did 10 years ago. This is not a “rip and replace”situation—it is far more complex and requires a new approach.HR Technology Predictions & Prescriptions for 2012 PAGE 11
  14. 14. Prediction #6: Death of ImplementationsAs mentioned earlier, there is a very real risk of rejection (platform/application/process) when implementing any new technology. This is becauseimplementations often focus on making the tool or application function,rather than outcomes.In the past, it might have been acceptable to gauge implementation success In the past, it mightby HR standards; hitting the “go live” date, systems “up and running,” or have been acceptable toitems crossed off a list. However, today’s candidates, executives, managers,and employees are the ones determining implementation success—not HR. gauge implementationTherefore, it is critical for HR to focus on outcomes—not go live—and be success by HR standards;willing to delay the launch date in order to get things right. In the same way hitting the “go live” date,we are seeing a trend toward agile technology, we are also predicting the rise systems “up and running,”of agile deployments. or items crossed off aWhere application-centric implementations deliver tools, agile deployments list. However, today’sdeliver business capability—a much more desired “outcome.” In thisenvironment, there is no “completed” state. Deployments are rapid, interactive candidates, executives,and in perpetual Beta as turning on functionality, porting data, and calling it managers, and employeesdone no longer delivers value. are the ones determiningFinally, we see a new change management model for cloud-based technologies implementation success—rooted in the idea of “sustainability.” This means HR will need to go beyond not changes, and will need to build in change components thatdeal with adjustments in strategy (not just functionality) as HR technologyimplementations morph into HR strategy deployments.HR Technology Predictions & Prescriptions for 2012 PAGE 12
  15. 15. Deployments Are About More than Getting the ‘Right Technology’ in PlaceSource: Knowledge Infusion/HRE 5th Annual Talent Management SurveyHR Technology Predictions & Prescriptions for 2012 PAGE 13
  16. 16. Death of Implementations: PrescriptionOver the past five years, we have learned—sometimes the hard way—that ourimplementation approach hasn’t always worked. Too often, faced with theneed to replace an outdated piece of technology, we look to satisfy one slice offunctionality with a best-of-breed solution. We diligently hunt down the mostfeature-rich solution we can find, lift and shift our current processes into thenew technology, build minimal integrations with core HR systems, and flip theswitch. Six to 12 months later, we’re left questioning the value (the businesscase promised there would be value!) of the decision.It is time for HR to come clean, confess the sins of the past, and lookfor absolution by thinking differently about HR technology deployment.Deployment isn’t about installing technology, it is about deploying a strategythat assembles the right people, processes, and technology to meet thestrategic goals of the business.To reiterate, HR leaders must get outside of the four walls of the HRdepartment to truly understand the needs of the business. Whether it’sreducing time to market, improving innovation, responding to competition, oropening new lines of business, HR must understand how talent will addressthose needs.By focusing on business outcomes, HR will be better able to proactively bringon needed skills, drive productivity, or improve capacity if that’s what it takesto deliver what the business requires.The key here is not to wait until someone tells you what the organizationneeds—it is incumbent upon HR to think strategically about the organization’ssustainability, and build in ways to achieve outcomes from the start of yourdeployments—not after completing “Phase 1.”The reality is this: You will change your core HR system over the next one tofive years. If you don’t, your “seat at the table” is most likely going to be filledby someone else. And, if you continue to implement solutions in the sameway as you’ve done in the past, you’ll become as obsolete as the systemsbeing replaced.The time to recognize your business needs something different is now. We arealready witnessing lines of business that have grown weary of waiting for HRto step up and implement a separate performance review systems for high-impact teams, for example.This much is clear; if HR is unwilling or unable to make the transition from“old” implementation methods to modern deployments, somebody else will.HR Technology Predictions & Prescriptions for 2012 PAGE 14
  17. 17. Prediction #7: Data, Data, DataHR has more access to data, both inside and outside of the organization, thanever before. Yet many of your competitors know more about your employeesthan you do (think LinkedIn).All future HR plans must take into account how data will integrate and be All future HR plans mustutilized in and across HR processes and systems. This is not an area where take into account howHR has done well in the past. In many cases, we see tighter, more useful dataintegration between an organization’s ERP and financial systems than between data will integrate and bethe ERP’s own modules. This must change going forward. utilized in and across HRTo understand how “big data” (transactional data + social collaboration data) processes and systems.can be leveraged to support better decision making, HR must begin to accountfor data integration between HR processes when defining the HR strategy.One way HR is beginning to make this transition is to focus on metrics,analytics, and dashboards. These are the things business leaders care aboutbecause they present integrated data in a useful way. Your business leaders areno longer fascinated by a one-dimensional report that shows the data you’vecollected is accurate. They need decision support.However, in order to provide reliable metrics and ensure trust, data governancemust be in place.Data, data, data: PrescriptionFirst off, if metrics, analytics, and dashboards (MAD) aren’t the goal of your HRstrategy/technology deployment, you should ask yourself why you are doingit. In every case, MAD should be the goal and the reason you’re investing thetime, money, and effort.HR must shift its thinking here and move away from the idea that says if wehit our goal of “go live” or system operation, we’ll get to establishing metricsand analytics. The sad fact is, that in most cases the metrics never materializebecause they weren’t the focus going in.This can be achieved by starting small with HR MAD and drive support forongoing funding to expand your MAD effort. Once business leaders see whatyou can deliver, they’ll be more likely to champion your efforts going forward.HR Technology Predictions & Prescriptions for 2012 PAGE 15
  18. 18. Prediction #8: Business SocialIn the middle of formal dress and casual dress, we have business casual. So itgoes, in the middle of formal communication and casual communication, wehave business communication—a language all its own.Today, the world of social and collaboration, whether online or in person, is Today, the world of sociala proven key to agility and business success. When you’re talking to others, and collaboration, whetheryou’re driving success. online or in person, is aBusiness social is fast becoming a requirement of success in today’s proven key to agility andmarketplace. The question for HR: Are you going to prevent it, or are you goingto embody it? We believe organizations that do not adopt business social will business success. Whenlack a serious competitive advantage. you’re talking to others, you’re driving success.If you’re already struggling with trying to decide what you will and won’tallow employees to do/access in the business social world because of fear ofmisbehavior, understand that social technology is no different than the dozensof forms of communication already in use by your organization. Anything thatcan be said over a social network can just as easily be said in an email, phonecall, or pinned to your lunchroom bulletin board.That said, rules still apply. You have them for email, and even verbalcommunication already. Those who cannot follow policies can be dealt withjust as you do today. The point is, avoid an all-or-nothing stance and look forthe middle ground.Simply blocking access is not the answer—for every one year you shelteryour organization from social collaboration puts you three years behindyour competitor.Business Social: PrescriptionThe first step for HR is to get involved and become part of the conversation.Why? HR is responsible for driving employee engagement which is at the heartof the human capital management value proposition. This is HR’s turf. Don’tlet IT or any other group determine whether or not you’ll meet your goals.Next, strive to embed business social into all of your HR service deliveryand analytical efforts. For example, when you put out a report, allow peopleto comment on it or build in ways to elicit feedback on transactions. Avoidputting out “dumb” reports and hoping your internal customers are gettingvalue. Build in ways to start a conversation, increase collaboration, and beconfident that HR is meeting the needs of the business.HR Technology Predictions & Prescriptions for 2012 PAGE 16
  19. 19. If you’re not sure what to start collaborating on, begin by socializing the ideaof “business social.” Create and share policies, gather feedback from thosewho are passionate about social, and those that aren’t sure it’s right for thebusiness. Start the conversation and you’ll be amazed at what collaborationwill create.Understand that some in the organization may need to be led to the value ofsocial collaboration with a little more convincing. However, if you let someonesimply tell you no—it’s a cop out—you must fight for it and convince theorganization of its value.HR Technology Predictions & Prescriptions for 2012 PAGE 17
  20. 20. ConclusionAs an HR leader you are being called upon to transform the HR function inyour organization. The predictions offered in this paper provide a uniqueinsight into many of the trends now influencing significant changes in HRtechnology and human capital management.The prescriptions outlined have been thoughtfully composed, based onreal-world HR practitioner and vendor responses to an ever-changing HRtechnology landscape. While your organization may not be affected by all ofthese trends, chances are many of them will influence your HR technologyand human capital management strategy and investments in the months andyears to come.At Knowledge Infusion we believe preparation, understanding what is to come,and readying the organization to adopt and adapt is the best way to survivethe incredible pace of change that is now affecting every business.You will be replacing core HR systems over the next three to five yearswith new models for ownership, service delivery, and implementation.Social, mobile, and collaborative technologies will continue to dominatethe technology landscape as the workforce demands these technologies beembedded in everything they do.Finally, you must begin to account for, and integrate HR data across theenterprise and be prepared to supply business leaders with reliable talentintelligence and HR metrics in order to continue to add value.The HR function and profession is at unique point in history; the pastdelivering functionality, the future driving strategy. By taking the time to getout of our day-to-day transactional world and gaze over the horizon to seewhat is ahead, we can change the world of HR.HR Technology Predictions & Prescriptions for 2012 PAGE 18
  21. 21. About the AuthorsJason Averbook is chief executive officer and co-founder of KnowledgeInfusion. As CEO, Jason is responsible for the groundbreaking vision andstrategy that has propelled the organization to the recognized leader in HRconsulting. Drawing on more than 20 years of experience in the HR andtechnology industry, Jason works closely with clients as the executive leadon strategic consulting engagements.Heidi Spirgi is president and co-founder of Knowledge Infusion. As one ofthe foremost thought leaders in leveraging technology to transform talentmanagement processes, Heidi is responsible for Knowledge Infusion’s globalservices, service delivery, and strategic partnerships. The innovative andbusiness-results focused services have grown the firm into the recognizedleader in delivering talent management services to over 350 global clients,and has attracted the industry’s best thought leaders, analysts, and seniorconsultants in the fields of HR, talent acquisition, talent management,workforce analytics, and emerging technologies.HR Technology Predictions & Prescriptions for 2012 PAGE 19
  22. 22. About Knowledge InfusionKnowledge Infusion is a world class HR consulting organization, focusedon driving change in the industry. We provide traditional and on-demandadvisory and consulting services to help clients transform people, process,and technology to drive business results. With over 350 clients worldwide,Knowledge Infusion has been recognized for the second consecutive yearas one of the fastest growing private companies in the nation with the INC500/5000 award, and is part of the Minneapolis/St. Paul Business Journal FastFifty. 7760 France Ave South, Suite 1100 Minneapolis, MN 55435 1.877.821.2244© Knowledge Infusion. All rights reserved. Knowledge Infusion is a trademark of Knowledge Infusion, Inc. All other trademarks arethe property of their respective companies. For licensing, reproduction and usage information, visit PAGE 20