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The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
The Smarter Workforce in Action - Client cases - IBM Smarter Business
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The Smarter Workforce in Action - Client cases - IBM Smarter Business

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Genom kundexempel vill vi inspirera och motivera dig att fundera på hur du kan attrahera, motivera och behålla de bästa talangerna inom ditt företag. Presenter: Clodagh O´Reilly, Kenexa. …

Genom kundexempel vill vi inspirera och motivera dig att fundera på hur du kan attrahera, motivera och behålla de bästa talangerna inom ditt företag. Presenter: Clodagh O´Reilly, Kenexa.

Har du frågor eller vill du ha en kopia av presentationen? Kontakta Jesper Carlsten på bit.ly/SB13Jesper

Mer från dagen på http://bit.ly/sb13se

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  • {"5":"After considering all of this, we need to understand what is driving the change in work. Four major shifts are making the world of work increasingly interconnected, instrumented and intelligent. These four shifts are the rise of social business, big data and analytics, mobile technology, and the independent and contingent worker. Each of these shifts are accelerating and magnifying many of the same problems we have today. And they will create entirely new obstacles for people and employers to overcome. But the good news is that the solution lies within the model of the problem. \nNevertheless, the solution lies within the model of the problem. These four shifts are also making it possible for people and employers to partner and work in new and better ways, generating more value, greater meaning, with increasing efficiency and effectiveness.\n","13":"After considering all of this, we need to understand what is driving the change in work. Four major shifts are making the world of work increasingly interconnected, instrumented and intelligent. These four shifts are the rise of social business, big data and analytics, mobile technology, and the independent and contingent worker. Each of these shifts are accelerating and magnifying many of the same problems we have today. And they will create entirely new obstacles for people and employers to overcome. But the good news is that the solution lies within the model of the problem. \nNevertheless, the solution lies within the model of the problem. These four shifts are also making it possible for people and employers to partner and work in new and better ways, generating more value, greater meaning, with increasing efficiency and effectiveness.\n","14":"After considering all of this, we need to understand what is driving the change in work. Four major shifts are making the world of work increasingly interconnected, instrumented and intelligent. These four shifts are the rise of social business, big data and analytics, mobile technology, and the independent and contingent worker. Each of these shifts are accelerating and magnifying many of the same problems we have today. And they will create entirely new obstacles for people and employers to overcome. But the good news is that the solution lies within the model of the problem. \nNevertheless, the solution lies within the model of the problem. These four shifts are also making it possible for people and employers to partner and work in new and better ways, generating more value, greater meaning, with increasing efficiency and effectiveness.\n","3":"Bringing together each of the elements and leveraging them to drive business is what a Smarter Workforce is all about. Smarter Workforce is the most powerful workforce solution ever introduced—it’s the combination of human insight, technology efficiencies and big data analytics that empowers business to not only predict outcomes, but to drive them. \n","15":"After considering all of this, we need to understand what is driving the change in work. Four major shifts are making the world of work increasingly interconnected, instrumented and intelligent. These four shifts are the rise of social business, big data and analytics, mobile technology, and the independent and contingent worker. Each of these shifts are accelerating and magnifying many of the same problems we have today. And they will create entirely new obstacles for people and employers to overcome. But the good news is that the solution lies within the model of the problem. \nNevertheless, the solution lies within the model of the problem. These four shifts are also making it possible for people and employers to partner and work in new and better ways, generating more value, greater meaning, with increasing efficiency and effectiveness.\n"}
  • Transcript

    • 1. The Smarter Workforce in Action The future of organisational performance Clodagh O'Reilly Workforce Science Consulting, EMEA Kenexa, an IBM Company Stockholm, Thursday 17October © 2013 IBM Corporation
    • 2. © 2013 Kenexa an IBM Company
    • 3. Proposition: harness the power of big data and analytics with insight into human behaviour and workforce solutions, along with social and mobile technologies, to bring people and employers together to do more meaningful and valuable work to drive business success. We call it Smarter Workforce integrated – instrumented - intelligent © 2013 Kenexa an IBM Company
    • 4. The Smarter Workforce Opportunities © 2013 Kenexa an IBM Company
    • 5. The Smarter Workforce in Action © 2013 Kenexa an IBM Company
    • 6. SE A C ST Y D U © 2013 Kenexa an IBM Company
    • 7. SE A C ST Y D U Attraction and Acquisition “The improved quality of candidates has also reduced time-to-hire.” Realistic Job Preview Application Situational Judgement & Personality Dependability Q Tests    Reduced applications 16% in first month Over 2000 Crew applications a day of which 1900 are rejected = “Previously, we were hiring one in every nine applicants. This number has since reduced to one in every six.” 95% - 30% Managers Review In-store task & Interview Welcome Meeting   “Managers have been very positive, telling us that the quality of hire is higher because the quality of candidates has increased.” Over 30,000 hires per year and turnover reduced by 2% © 2013 Kenexa an IBM Company
    • 8. SE A C ST Y D U Talent Leadership & Engagement Comparing the impact of the most and least effective leaders Least effective leaders Most effective leaders Difference I am very clear about what I am empowered to do in my role. 54% 97% +43% I feel energised by my work. 37% 94% +57% I receive ongoing feedback that helps me improve my performance. 31% 93% +62% I understand how my performance is evaluated. 31% 92% +61% I feel supported during organisational change at GSK. 16% 88% +72% I rarely think about looking for a new job with another company. 34% 83% +49% Survey items % Fav (n=380) % Fav (n=453)
    • 9. SE A C ST Y D U Talent Leadership & Engagement What are these leaders doing differently? 360 Rating on GSK Behaviours for Most and Least Effective Team Leaders Average 360 Rating from All Raters 22 21.5 21 20. 20 19.5 19 18.5 18 17.5 Developing People Customer Driven Flexible Thinking Most effective Team Leaders Continuous Improvement Enable and Drive Change Building Relationships Least effective Team Leaders
    • 10. SE A C ST Y D U Talent Optimisation Maximising Individual Contribution PAST It was often about top-down management Now, it’s about leveraging our collective intelligence Organisation as a Machine Organisation as a Living Organism FUTURE
    • 11. SE A C ST Y D U Talent Optimisation Empowering Middle Managers through Delegation and Trust Mid-level managers given greater decision-making responsibility, therefore: Saving senior manager time and resources Experiencing greater personal engagement Increasing utilisation of skills Contributing more value to the business Better prepared for future challenges Stronger leadership pipeline Efficiency and productivity improved: >30% reduction in process stages >30% less escalation
    • 12. The journey to being ‘Smarter’ Smarter Workforce Integrated, Instrumented, Intelligent The future of competitive advantage where technology, science and data are integrated across the employee lifecycle to maximise business performance and enrich work Best Practice Best in class individual action; some integration; some focus on business metrics. What high performing companies are doing right now to gain competitive advantage through their people Common Practice Individualised action; focus on HR metrics. The minimum standard for companies to see a benefit of taking action © 2013 Kenexa an IBM Company
    • 13. © 2013 Kenexa an IBM Company
    • 14. Events coming up: SHAPING A SMARTER WORKFORCE: Engaging and Developing People for Performance – 26th November – Stockholm – 28th November - Helsinki – Client speakers include – Maersk, Carlsberg, ECDC and more… – Visit the Kenexa website for more info – kenexa.com/events © 2013 Kenexa an IBM Company
    • 15. Appendix © 2013 Kenexa an IBM Company
    • 16. 5. Smarter Talent Analytics:  Predictive analytics capitalizes on dataintegration and advanced research assets to allow insight into future trends, actions that could be taken, and the impact to the organisation. 4 Prescriptive 3 Predictive Integrated 2 Reporting (Dashboard) 1 Descriptive (by product)  Prescriptive analytics employs strategic alignment, scenario analysis, and cognitive computing (e.g., Watson) to guide users to make the best possible decisions.  Integrated reporting and analytics enables messaging across elements within a solution to provide a truly holistic view of human capital management topics.  Descriptive reporting and analytics provides direct insight to structured or unstructured data (survey, social, other) for individual elements within a portfolio or solution. © 2013 Kenexa an IBM Company

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