IBM Smarter Workforce Journey

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IBM Smarter Workforce Journey

  1. 1. © 2013 IBM Corporation IBM Smarter Workforce A Jornada Flávio Mendes IBM Latin America
  2. 2. © 2013 IBM Corporation IBM Smarter Workforce 2 Link para o video (http://www.youtube.com/watch?v=oUTfOuRd0OY )
  3. 3. © 2013 IBM Corporation IBM Smarter Workforce 3 Parte 1 – Onde estamos?
  4. 4. © 2013 IBM Corporation IBM Smarter Workforce 4 Com o e-business, o uso da internet passou por uma transformação fundamental que mudou para sempre a forma como conduzimos os negócios A evolução das mídias sociais muda a maneira como as pessoas interagem e cria novas relações que alavancam as redes sociais Líderes de todos os segmentos de mercado tem fomentado a abordagem de social business para diferenciar seus negócios e criar vantagem competitiva Integrar essas redes sociais em crescimento em processos de negócios cria novas oportunidades que promovem vantagem competitiva
  5. 5. © 2013 IBM Corporation IBM Smarter Workforce 5 A quinta era de TI: Social Business Anos 60 O Mainframe Anos 70 Mini Computadores Anos 80 Computadores Pessoais Anos 90 Redes Locais 2000 Redes Sociais Computação em Nuvem Mobilidade Big Data
  6. 6. © 2013 IBM Corporation IBM Smarter Workforce 6 “Muitas empresas estão morrendo não porque façam coisas erradas, mas porque elas continuam fazendo a coisa certa por um tempo longo demais” Prof. Yves Doz, do Insead, França não porque façam coisas erradas
  7. 7. © 2013 IBM Corporation IBM Smarter Workforce 7
  8. 8. © 2013 IBM Corporation IBM Smarter Workforce 8 Balança em exibição na IBM Palisades Executive Conference Center O IBM Watson, um sistema computacional que utiliza poderosos recursos para análise de perguntas e respostas em linguagem natural
  9. 9. © 2013 IBM Corporation IBM Smarter Workforce 9
  10. 10. © 2013 IBM Corporation IBM Smarter Workforce 10
  11. 11. © 2013 IBM Corporation IBM Smarter Workforce 11
  12. 12. © 2013 IBM Corporation IBM Smarter Workforce 12
  13. 13. © 2013 IBM Corporation IBM Smarter Workforce 13
  14. 14. © 2013 IBM Corporation IBM Smarter Workforce 14
  15. 15. © 2013 IBM Corporation IBM Smarter Workforce 15 Link para o video (http://www.youtube.com/watch?v=5YGc4zOqozo)
  16. 16. © 2013 IBM Corporation IBM Smarter Workforce 16
  17. 17. © 2013 IBM Corporation IBM Smarter Workforce 17 • The YouTube video was posted on July 6, 2009. The video garnered over half a million hits by July 9, million by mid-August 2009, and 10 million by February 2011. • Rob Bradford, United's managing director of customer solutions, telephoned Carroll to apologize for the foul-up and to ask if the carrier could use the video internally for training. United mentioned it hoped to learn from the incident, and to change its customer service policy as a result of the incident. • Bob Taylor, owner of Taylor Guitars, immediately offered Carroll two guitars and other props for his second video.The song hit number one on the iTunes Music Store the week following its release. • Since the incident, Carroll has been in great demand as a speaker on customer service. On one of his trips as a speaker, United Airlines lost his luggage. • In December 2009, Time magazine named "United Breaks Guitars" No. 7 on its list of the Top 10 Viral Videos of 2009. • In January 2012, Carroll and "United Breaks Guitars" were featured in the CBC/CNBC documentary Customer (Dis)Service. • In May 2012, Carroll published a book, United Breaks Guitars: The Power of One Voice in the Age of Social Media, detailing his experiences. • In January 2013, the success of Carroll's online protest was used by the German television and news service Tagesschau to exemplify a new kind of threat facing corporations in the internet age. • Stock price effect: Within 4 days of the video being posted online, United Airline's stock price fell 10%, costing stockholders about $180 million in value. • However, other analysts have questioned whether this price drop can be directly linked to the video; they note that some other airlines (American, Continental, Delta, and Southwest) also had drops in their stock price on that date, and that United stock had been on a roller coaster all that quarter, including some days with drops greater than 10% in value. Additionally, since the video was posted on July 6, the cumulative stock price drop was only 2% (from 3.34 to 3.26). According to UAL's stock prices, the stock started the year at $11.87, but dropped to a low of $3.94 on March 6. On July 2, UAL traded at $3.31 and $4.12 on July 31, growing by 24% for the month. It traded $12.91 by Dec 31, 2009, up 390% since July 2.
  18. 18. © 2013 IBM Corporation IBM Smarter Workforce 18 Link para o video (http://www.youtube.com/watch?v=oc_ZhdAJyOE)
  19. 19. © 2013 IBM Corporation IBM Smarter Workforce 19
  20. 20. © 2013 IBM Corporation IBM Smarter Workforce 20 Parte 2 – IBM CHRO Study
  21. 21. © 2013 IBM Corporation IBM Smarter Workforce 21 IBM CHRO Study – 707 Executivos entrevistados
  22. 22. © 2013 IBM Corporation IBM Smarter Workforce 22
  23. 23. © 2013 IBM Corporation IBM Smarter Workforce 23 Os resultados obtidos hoje ainda refletem a crise global de 2008 Mas já vemos claramente sinais de crescimento Na prática, empresas necessitam voltar investimentos em Capital Humano
  24. 24. © 2013 IBM Corporation IBM Smarter Workforce 24
  25. 25. © 2013 IBM Corporation IBM Smarter Workforce 25 Mercados emergentes x Mercados maduros
  26. 26. © 2013 IBM Corporation IBM Smarter Workforce 26 Mercados emergentes x Mercados maduros
  27. 27. © 2012 IBM Corporation IBM Institute for Business Value 27 Parte 3 – Novas forças Novo ambiente de trabalho Novo modelo de trabalho
  28. 28. © 2013 IBM Corporation IBM Smarter Workforce Thomas Watson, Jr. Former CEO of IBM Acredito que a diferença entre o sucesso e o fracasso de uma empresa pode freqüentemente ser atribuída à questão de até que ponto a organização aproveita bem a energia e o talento de seu pessoal. “ ” ”
  29. 29. © 2013 IBM Corporation IBM Smarter Workforce Na IBM sempre trabalhamos para criar soluções para grandes problemas. Neste sentido, o que poderia ser maior do que ajudar as empresas a reinventar a forma como trabalham?
  30. 30. © 2013 IBM Corporation IBM Smarter Workforce Passado Present e Futuro Sustento Sustento + Realização Sustento + Realização + Identificação O que “trabalho” significa para cada indivíduo? A necessidade de sobreviver e prover as demandas básicas de sua família A percepção de que o trabalho pode proporcionar dignidade e status Quando se busca uma identificação com a missão da empresa, com seus valores e objetivos de vida E toda esta complexidade está colocando maior pressão sobre as empresas para envolver seus funcionários.
  31. 31. © 2013 IBM Corporation IBM Smarter Workforce A gestão do “trabalho” mudou O modelo de gerenciamento se baseava em hierarquia, em um modelo top- down Atualmente está relacionado com a capacidade de utilizar a inteligência coletiva PASSADO FUTURO
  32. 32. © 2013 IBM Corporation IBM Smarter Workforce Quais fatores estão motivando esta mudança no trabalho?
  33. 33. © 2013 IBM Corporation IBM Smarter Workforce 1.Uso crescente de tecnologias e conceitos Sociais no ambiente de trabalho Estamos nos conectando cada vez mais rapidamente e de diferentes formas. Aumento da Produtividade12% Source: TopDown Bottomup TopDown BottomUp
  34. 34. © 2013 IBM Corporation IBM Smarter Workforce 2. O surgimento do big data e de analytics Decisões eram tomadas com base em uma quantidade limitada de informações, muitas vezes com erro, e em feelings Atualmente, utilizam insights extraídos de exabytes de informações produzidas pelos funcionários diariamente É uma tremenda vantagem competitiva 63% Source: TopDown Bottomup TopDown BottomUp
  35. 35. © 2013 IBM Corporation IBM Smarter Workforce 3. O surgimento de tecnologias móveis Atualmente, quase 75% da população global tem um dispositivo móvel. A Informação está disponível e é facilmente acessada a qualquer hora, em qualquer lugar. Tem um dispositivo móvel 75% Source: TopDown Bottomup TopDown BottomUp
  36. 36. © 2013 IBM Corporation IBM Smarter Workforce 4. O surgimento do funcionário independente Mais pessoas estão trabalhando por conta própria e, como o capital humano torna-se a principal fonte de valor econômico sustentado, os empregadores estão a procura de melhores formas de parceria com estes trabalhadores independentes e não-tradicionais. Consideram-se “no collar employees”, e não white or blue collar. 30% Source: TopDown Bottomup TopDown BottomUp
  37. 37. © 2013 IBM Corporation IBM Smarter Workforce Todas essas dinâmicas entrelaçadas exigem um novo ponto de vista SOCIAL BUSINESS BIG DATA & ANALYTICS Trabalhador independente Tecnologias móveis
  38. 38. © 2013 IBM Corporation IBM Smarter Workforce Se pudermos unir o poder do Big Data e Analytics com conhecimento e comportamento humano e com soluções de força de trabalho, juntamente com tecnologias sociais e móveis, podemos fazer com que empregados e empregadores produzam um trabalho mais significativo e valioso para impulsionar os negócios. A isto chamamos Smarter Workforce
  39. 39. © 2013 IBM Corporation IBM Smarter Workforce Quando o trabalho é “reinventado”…
  40. 40. © 2013 IBM Corporation IBM Smarter Workforce • serão melhor educadas com relação a suas carreiras e habilidades • terão acesso a ferramentas para se conectar, organizar e colaborar socialmente • terão melhor conhecimento sobre as diferentes culturas organizacionais e saberão navegar de forma muito mais efetiva • desenvolverão habilidades de liderança para liderar em organizações flat • delegarão decisões em tempo real para uma organização mais ágil • definirão trabalho em função de talentos e não a partir de cargos ou posições As pessoas…
  41. 41. © 2013 IBM Corporation IBM Smarter Workforce • se tornarão especialistas em usar analytics para encontrar a pessoa correta • terão capacidade de localizar e utilizar habilidades rapidamente e em um ambiente virtual • reconhecerão e recompensarão funcionários continuamente utilizando ferramentas sociais • ajudarão funcionários a aprender de forma contínua e socialmente • utilizarão dispositivos móveis como principal ferramenta de trabalho • pensarão na Rede Social como a supply chain do século XXI • serão capazes de prever performance, comprometimento e resultados de negócio • utilizarão o conhecimento coletivo da empresa para gerar valor para os principais acionistas Empregadores…
  42. 42. © 2013 IBM Corporation IBM Smarter Workforce Parte 4 – Na prática... O case IBM
  43. 43. © 2013 IBM Corporation IBM Smarter Workforce 2013+ Na IBM, assistimos a transformação da Intranet em uma Intranet Social Consumo Participação
  44. 44. © 2013 IBM Corporation IBM Smarter Workforce Números – Uso de Ferramentas Sociais na IBM
  45. 45. © 2013 IBM Corporation IBM Smarter Workforce Para a IBM, ser um social business significa desenvolver a próxima geração de líderes criativos Objetivo: Melhorar a liderança Campaign: IBM Leadership self-driven networks Comunidade dos Líderes • Crescimento rápido = mais de 1.200 membros compartilham informação, colaboram e se conectam para discutir o tema do que é ser um líder na IBM • Insights para inovação e crescimento Social Business in Action
  46. 46. © 2013 IBM Corporation IBM Smarter Workforce Para a IBM, ser um social business significa usar Recrutamento Social para atrair talentos Goal: Attract top and diverse talent to IBM Campaign: Multiple collaborative platforms to target different sources of talent Recrutamento Social Social Business in Action • Estudantes universitários: atraidos pela ibm.com Comunidades, Facebook, Twitter, LinkedIn e YouTube • Profissionais experientes: alcançados por sites sociais • Potenciais estagiários e colaboradores: LinkedIn, Facebook, Twitter, YouTube e outros sites sociais
  47. 47. © 2013 IBM Corporation IBM Smarter Workforce Para a IBM, ser um social business significa usar “social learning” para desenvolver habilidades, colaborar e inovar Objetivo: Desenvolver continuamente a força de trabalho Campaign: Multiple collaborative platforms to support employee learning Aprendizado Social Social Business in Action • Informal Learning Exchange (ILX): identify, harvest, and share dispersed informal learning content • W3 Communities: accelerate skills development, build expertise, collaborate, innovate • Virtual Social Worlds: 3D immersive technologies create highly interactive on-line experiences that engage the learner in an immediate and personal manner with content and peers. • Accelerated Acquisition Onboarding - integrated and secure communities for acquisitions and new hires - accelerates time to performance, increases awareness and collaboration, enhances digital presence, and decreases attrition.
  48. 48. © 2013 IBM Corporation IBM Smarter Workforce Para a IBM, ser um social business significa usar “social recognition” para destacar os melhores contribuidores Goal: Recognize the best and brightest Campaign: Collaborative platform to recognize high performance Reconhecimento Social Social Business in Action • Blue Thx allows IBMers send virtual thanks to colleague globally to recognize contributions, building professional reputation within the company
  49. 49. © 2013 IBM Corporation IBM Smarter Workforce PRESENÇA RELATIONSHIP AND BRAND CONTENT PRESENCE Presence: Being where the target audience is. • Social Networks • Virtual fairs • Recruitment Fairs • Online interviews (with managers) • Campus Party Engagement: Recommendation • Cultural Contests • Social Referral Tool • Talent Community Content: Relevance and frequency • Ei! Project • Recruitment Videos • Diversity Videos • News Relationship and Branding: Talk to the Brand • Testemonials • IBM Career Exploration
  50. 50. © 2013 IBM Corporation IBM Smarter Workforce Social Channels Results – IBM Brasil Period: January 2012 – May – 2103 Twitter (link) Facebook (link) Google+ (link) Linkedin (link) Jobs at IBM Brazil (Grupo Principal) IBM – Vagas para pessoas com deficiência (Grupo PWD) Youtube (link) Youtube (link) Talent Community / Social Referral: http://ibm.referrals.selectminds.com
  51. 51. © 2013 IBM Corporation IBM Smarter Workforce Parte 5 – Na prática... Exemplos
  52. 52. © 2013 IBM Corporation IBM Smarter Workforce Creating a smarter workforce with a voice in innovation Cemex redefined their product development process through a new collaborative initiative called “Shift” A social business transforms product and service innovation through global collaboration 1/3 reduction time of new product development Getting our people to think and work in a different way is much more than just about technology, it also involves a bit of psychology, but without the simple and intuitive platform like Connections we would not be on our current path to success and sustainable change.
  53. 53. © 2013 IBM Corporation IBM Smarter Workforce Creating a smarter workforce AMC hired the right sales people to work theater concession stands, generating millions of dollars of incremental income 1.2% increase in profit per customer yields millions in net income Kenexa “fit” strategy matched the right people to the right jobs, resulting in 11 percent lower employee turnover rates.
  54. 54. © 2013 IBM Corporation IBM Smarter Workforce Flávio Mendes IBM Latin America Portal and Social Business Tiger Team Leader Rio de Janeiro - Brasil Tel 55 21 9999-9559 Email: fmendes@br.ibm.com Blog:fgfmendes.blogspot.com fmendes@br.ibm.com @fmendes fgfmendes.blogspot.com
  55. 55. © 2013 IBM Corporation IBM Smarter Workforce Legal Disclaimer © IBM Corporation 2012. All Rights Reserved. The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. 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