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Creating a Smarter Workforce - Smarter Business 2013
 

Creating a Smarter Workforce - Smarter Business 2013

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71% of Chief Executives today consider their workforce ...

71% of Chief Executives today consider their workforce
as the key source of sustained economic value within
their companies. We will walk through the creation of
a competitive edge for your organization by attracting,
motivating, and enabling your people better – creating a
Smarter Workforce. Presenter: Jon Mell, Kenexa Sales Integrations Leader, IBM. Mer från dagen på http://bit.ly/sb13se

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  • {"16":"Taken time to get it right\nFirst learn about responsive design\nA desktop site that fits on a mobile phone\nIt has taken us some time to fully grasp how to get all the practicalities of responsive design right. \nI think that many, when they first learn about responsive design fundamentally see a responsive website as a desktop site that fits on a mobile phone. Or at least I did that myself.\nReally, it has to be the other way around. A responsive website is not a desktop site. It is a mobile site. A mobile site that fits on a desktop computer. \n","5":"Young people use Facebook! Like alot! And they are joining the workforce. Unless you provide them with these tools, they will not work for you.\n(Wait until they get mortgages...)\n","11":"And then you run into this guy. He doesn’t care about any of that. He still gets his emails printed out to read on his way home. Why would he be interested in social software? This is the question we have to address.\n","17":"Has to be the other way round\nNot a desktop site\nResponsive site is a mobile site\nA mobile site that fits on desktop\nIt has taken us some time to fully grasp how to get all the practicalities of responsive design right. \nI think that many, when they first learn about responsive design fundamentally see a responsive website as a desktop site that fits on a mobile phone. Or at least I did that myself.\nReally, it has to be the other way around. A responsive website is not a desktop site. It is a mobile site. A mobile site that fits on a desktop computer. \n","12":"SLAs!\nHe thinks that “Social” is “Partying”. But this distinction between ‘social networking’ and ‘working’ is fundamentally flawed. Who has an “anti-social” strategy around collaboration? When social tools are deployed properly people don’t think “now I’m working”, and “now I’m participating in social collaboration”. They just *work*. And their collaboration is phenomenally effective.\nA big part of IBM’s strategy is not to design “one system to rule them all” and burden clients with 18 month roll outs (SharePoint).\nInstead, provide a social platform but works out of the box, but crucially integrate social with existing processes. Social everywhere.\nWe understand that not all your IT is IBM. So how can we ‘sprinkle’ social across your existing apps and processes to enhance them. Very important differentiator from our competitors\n","1":"Through the years, work has gone from a means of providing basic needs, to granting dignity, status and satisfaction. Work will eventually become a means of identity—a time when the work you do will proudly define who you are. This evolution is placing added complexities on businesses as they engage the individual, recognize talent, attract the very best, and open up channels of communication and collaboration. If we can help employees understand their true talents and, in turn, help them find work that will use their full capabilities, the employee and the employer will both benefit. This requires a fundamental shift in thinking and attitudes about work. Companies need to rethink the way they go about attracting, empowering and motivating their employees. \n","13":"The rise of social networking is enabling customers and employees to connect in an infinite number of ways and platforms to create their own “social graphs” However, most organizations have not exploited the power of these connections and applied them to basic business processes. The potential value of these networks to improve business have largely gone unrealized.\n","8":""Process is an embedded reaction to prior stupidity" (Shirky) and arguably a testament to a lack of trust in people. In a process-driven organisation, exceptions or problems lead to new processes, which creates a gradual inflation of internal costs to the point that it becomes prohibitively expensive to get anything done in many large organisations today.\nAXA?\n","14":"Leading organizations are using social business technology to positively disrupt their industries and create competitive advantage.\nOrganizations are now moving from “liking” – simply using social technology for basic communication, to leading – where they are applying social tools and culture to fundamentally change their core business processes, leading to positive disruption within their organizations and their industries.\nToday, organizations are recognizing that there are numerous opportunities for them to rethink their core business processes through the application of social. Business is ready for social. They are leveraging social to activate people to create a smarter workforce ( improve productivity and unleash innovation by tapping into the collective intelligence inside and outside their organizations) and delight customers (increase loyalty, advocacy and revenue by listening, analyzing and acting upon new insights to satisfy individual customers needs) by creating exceptional customer experiences.\nAnd by creating a smarter workforce, customers are further enhancing their ability to delight customers.\n(Point of this slide)\nSimply put, those who understand, manage and can effectively use the social graph will have a competitive advantage.\n","20":"At IBM, we’ve always worked to invent solutions that solve big problems. So then, what could be bigger than helping organizations reinvent work itself?\n","9":"This is about reducing transaction cost. C20 was about reducing the transaction cost of making things. C21 is about reducing transaction cost of human interaction. That’s the ROI, taking the friction out of social relationships as we took friction out of process in the last 100 years.\n","15":"remember the 4x4\nFour trends are driving the need to rethink customer and employee engagement –\nMobile \nMobile – 90% of mobile users keep their device within arm's reach\nAnalytics is more and more important as companies see the need to measure their impact and effectiveness\nAnalytics: 84% of businesses today are using web analytics\nI know I prefer to see and hear a video clip than to read every detail on a website. More and more sites are adding rich media to engage customers and employees. We see this with our management with communication videos \nRich Media: 90% of web content will be video by 2014\nCommunicating and sharing experiences with other customers and employees is a great way to increase engagement.\nSocial: 81% of purchasers get advice from their social network\nAs stated on the previous slide – and exceptional digital experience must have these four elelemnts?\nEmplowering – address the customer’s needs\nConsiistent – predictable and consistent experience weather on my laptop, tablet or smart phone\nCompelling – make the customer want to come back\nRelevant – address each customer and their specific needs and wants \n","4":"Really really big\nSo big our slides are out of date! Even during the time I’m talking MORE PEOPLE ARE JOINING FACEBOOK.\n","10":"Facebook is really big\n"}

Creating a Smarter Workforce - Smarter Business 2013 Creating a Smarter Workforce - Smarter Business 2013 Presentation Transcript

  • Creating a Smarter Workforce Jon Mell, Social Workforce Sales Leader, Europe @jonmell 1 © 2013 IBM Corporation
  • 2 2
  • 3 3
  • 71% of CEOs surveyed cited human capital as their greatest source of sustained economic value Source: 2012 IBM Institute of Business Value CEO Study 6
  • 7 7
  • structures that dampen network effects to get worse the more people use them
  • structures that harness network effects to get better the more people use them
  • 10 10
  • 11 11
  • http://www.flickr.com/photos/dpstyles/3091707912/ 12 12
  • Integrate into the business process Market Management Process: Marketing We can now do market segmentation in real-time. Critical Situation Process: Customer Service Find who can best help me address this urgent problem for my client Talent Management Process: HR Anticipate and react competitive poaching of top talent Software Deployment Process: IT Find the technical expertise to fix an error in our ERP system. Lead Development Process: Sales Use predictive analytics to gather insights into what customers will buy next 13 © 2011 IBM Corporation
  • The foundation Our Point of View on the ‘Future of Work’ 20
  • 7 21
  • “ I believe the real difference between success and failure in a corporation can very often be traced to the question of how well the organization brings out the great energies and talents of its people. ” - Thomas Watson, Jr. 8 22
  • Looking at what “Work” means to us individually Sustenance The need to survive and provide for the basic needs of your family Sustenance + Satisfaction The realization that work can provide dignity and status Sustenance + Satisfaction + Identity When the work you do and who you do it for proudly defines you And all this added complexity is putting greater pressure on business to engage the individual. 23
  • And, the management of “Work” has changed PAST Now, it’s about leveraging our collective intelligence It was often about top-down management FUTURE 24
  • How do we do it? 1.What job role has the biggest impact on the business? 2.Why are the great people great? 3.Recruit, train and develop to that standard 25 © 2013 IBM Corporation
  • IBM Smarter Workforce Talent Acquisition: Attract the right candidates to the right roles through precision and science, and using social tools to make them productive more quickly.  Ensure employees are productive and up to speed faster, while fostering collaboration and improved innovation across the enterprise, directly impacting new hire satisfaction and retention.  Industry leading recruitment technology simplifies and improves the efficiency of attracting, assessing, and tracking talented candidates as they move through the hiring process.  Predictive and prescriptive analytics allow skills forecasting and risk assessment enabling truly strategic workforce planning.  Employ a science based approach to clearly articulate and reflect your organizational culture ensures candidates will fit and thrive.  Align candidate and employee skills and abilities to each opportunity, capitalizing on the collective knowledge of the enterprise.  Fully-integrated, highly predictive assessments improve the quality and efficiency of selection, while allowing better hiring decisions and ensuring organizational fit. 26 © 2013 IBM Corporation
  • Kenexa IBM Recruiting & Onboarding Applications Increasing Quality of Hire - Simulations 20 27
  • IKEA 28 28
  • IKEA 29 29
  • IKEA 30 30
  • New to Blue 31 31
  • IBM Smarter Workforce Talent Leadership & Engagement: Connect the power of a highly engaged and fully enabled workforce with leaders aligned with critical roles to optimize organizational performance.  Gain continuous insight into the sentiment of the workforce, key drivers of engagement and enablement, and leadership capabilities to directly impact organizational performance  Actively and cohesively manage and utilize organizational culture in maintaining a strong EVP, directly providing meaning for the work employees do  Reap the multitude of benefits from a truly diverse workplace, where the organizational culture enables everyone to contribute to their full potential 32  Employ an analytics-based approach to selecting and measuring leadership competencies, skills, and preferences to directly inform leadership potential and ensure alignment of succession planning  Provide a precise alignment between individual’s leadership skills, their personal development opportunities, and the specific competencies required at the present as well as in the future  Capitalize on and directly act upon the wealth of information gained through a holistic assessment of engagement – as more engaged employees are better workers, family members and citizens. © 2013 IBM Corporation
  • IBM Smarter Workforce “To stay on top, we need Engagement & Leadership” Good Leaders Engaged Employees Engaged Employees = Satisfied Customers Satisfied Customers 33 = = Top and Bottom Line Growth © 2013 IBM Corporation 24
  • IBM Smarter Workforce WHEN EMPLOYEES REPORT THEY FOLLOW EFFECTIVE MANAGERS, Effective Managers Ineffective Managers THE AVERAGE EMPLOYEE ENGAGEMENT SCORE IS 91% COMPARED TO 17% FOR EMPLOYEES WHO REPORT NEUTRAL OR INEFFECTIVE MANAGERS. 34 © 2013 IBM Corporation 25
  • IBM Smarter Workforce  The current scores of Leadership Behavior had a significant impact on all business metrics  The dimension is best thought of as an indicator of managerial effectiveness YTD Metrics Gross Revenue Current Survey Scores Leadership Behavior: Indicator of Manager Effectiveness r = .37* r = .37* r = .39* 15. My manager listens and responds to my ideas and concerns. 16. My manager gives me feedback that helps me to improve my performance. 17. My manager always treats me fairly. 18. My manager clearly communicates what is expected of me. 19. My manager generates enthusiasm in our team. 20. My manager keeps his/her commitments. 21. My manager recognizes me for high performance. 22. My manager encourages me to provide feedback to him or her. 23. My manager does a good job of communicating the reasons behind important changes that are made. 24. My manager recognizes me for customer-oriented behavior. 25. My manager deals effectively with poor employee performance. 35 per Employee Net Income per Employee Operating Profit per Employee *Statistically significant 2013=IBM Corporation © at p .05 26
  • IBM Smarter Workforce IN 2009-2012, WE COMPLETED MORE THAN: WITH 735 SURVEY PROJECTS 15 MILLION RESPONDENTS AND 850 MILLION SURVEY ITEM RESPONSES © 2013 IBM Corporation
  • IBM Smarter Workforce 37 © 2013 IBM Corporation 28
  • IBM Smarter Workforce Talent Optimization: Rapidly develop, deploy, and optimize workforce skills and capabilities while capitalizing on an interconnected, social, and collaborative workforce.  Ensure a precise alignment between individual and team skills, development opportunities, and the specific competencies required in current as well as subsequent roles DEVELOP LEARN GROW COLLABORATE  Enable increased collaboration within and across teams, experts, mentors, and communities through social solutions BE RECOGNIZED ENGAGE Employ cognitive technology to match relevant, high-value, peer/expert recommended development content to participant’s interests 38 Provide an ongoing stream of performance data delivering continuous feedback to enable individualized development actions to improve performance Deliver recognition in a dynamic, flexible, and social manner, improving engagement and return on talent © 2013 IBM Corporation
  • ©2011 IBM Corporation
  • IBM Smarter Workforce Talent Recognition & Rewards: Optimize the way employees are recognized and rewarded across the enterprise to attract, retain, and stimulate top performance.  Industry leading compensation technology simplifies and improves the efficiency of managing, reviewing and making changes to your compensation programs  Optimize organizational compensation investment to align compensation practices with business goals  Enable strategic and optimized hiring, attraction, and retention based on insight-driven compensation practices and industry leading comparison data. 40  Ensure incentives are aligned and deployed appropriately to maximize goal attainment and performance $$  Enable quantifiable, on-ongoing, realtime recognition across organizational levels and communities  Allocate awards based on comprehensive and relevant performance metrics, customized to individual preferences for optimal impact © 2013 IBM Corporation
  • IBM Smarter Workforce 41 © 2013 IBM Corporation
  • IBM Smarter Workforce Talent Optimisation: Make sure the people who make the biggest difference to your organisation learn from the best 1.2% increase in profit per customer © 2013 IBM Corporation
  • IBM Smarter Workforce Talent Acquisition: Attract the right people through employment branding to appeal to the right candidates and win the war for talent. Bring 10 new drug candidates to market in 4 years © 2013 IBM Corporation
  • IBM Smarter Workforce Talent Leadership & Engagement: Motivate employees to make a difference by defining a culture that leads to business success. 40% increase in frequency of meeting financial targets Customer loyalty up 5.3% Reduce rework by 60% Reduce accidents by 3x © 2013 IBM Corporation
  • HOW TO GET STARTED 45
  • What IBM provides World-class technology Software, best practices, data, analytics and research to impact the workforce and deliver exceptional business results Science that makes it “smarter” Industry-leading insights into the science of human behavior, deep expertise in talent management and predictive analytics that demonstrates value Social platform to drive adoption Big data analytics, enterprise content management, plus a social networking , collaboration and web experience platform that integrates with how people work Flexible service options Expert consulting, experienced outsourcing and financing options to make transformation happen 46
  • 26 47
  • Thank You! 48 © 2013 IBM Corporation