Presentation at Symposium Events' Successful HR Business Partnering conference 2015 focusing on the use of workforce technologies and the impact of technology on the workforce!
7. Value for
money
Value for money HR technology:
• HR, workforce management, time & attendance,
payroll systems
• HR portal, self service / direct access,
• Case management system, robotic process automation
(RPA)
• Big data - including from wearables and internet of
things (IOT)
8. • By 2020 businesses
could be short of 85
million workers with
college degrees or
vocational training.
• At the same time, 95
million lower-skilled
workers could be
unemployed.
Changes in Jobs
http://strategic-hcm.blogspot.co.uk/2015/06/mckinsey-no-ordinary-disruption-digital.html
12. Managing by Algorithm
https://hbr.org/2010/01/the-future-of-decision-making
A 2000 paper surveyed 136 studies in which human
judgment was compared to algorithmic prediction:
• 63 studies found that the equation performed
significantly better than the person
• 65 found no real difference between the two
• Only eight of the studies found that people were
significantly better predictors of the task at hand
• = a 6% win rate for the people and their intuition, and a
46% rate of clear losses
13. Create
value
• Digital technologies – social, mobile, serious gaming
(gamification)
• Virtual and augmented reality plus simulated
environments
• Agility enhancing, best of breed, point apps
16. HR Business Partner
• Relational tasks
• Decisions involving values and morals
• Things to do with change
Creating Value Roles
http://www.symposium.co.uk/managing-in-the-digital-age/
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17. Developing Relationships
Source: Dave Ulrich, 2015
http://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2015/03/24/the-future-
of-hr-is-about-relationships.aspx
http://strategic-hcm.blogspot.co.uk/2015/02/mckinsey-7s-8s-organisation-models.html
19. 1st Law of Cutting Use of
Technologies
“Low value jobs will largely be replaced by
technology.
High value ones will only stay high value through
the use of technology to support the people
holding them.”
- Jon Ingham
21. So Why Aren’t We Doing It?
HR is not very social, nor very collaborative… HR was
the least involved stakeholder in social media internally
and externally.
However when HR does run digital initiatives (rarely),
things look much better
• the digital workplace was more often positioned as part
of an organizational transformation program
• the employee voice was stronger (more communities,
for example)
• interest in mobile was greater
• crowdsourcing was more common.
https://www.linkedin.com/pulse/hr-should-digital-transformation-leader-
because-work-jane-mcconnell