HRSeminar HR in de wolken van Cloud? 20 maart 2014 Antwerpen

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  • We will present to you what makes Elia a solid investment case both from its activity in the Belgian and German markets as well as its industrial and financial strengthsWe are convinced that Elia, with its German subsidiary 50Hertz, has a strong future and that we are very well prepared to tackle a decade reshaping the Electricity landscape in Europe. Evolving towards networks implementing the European policies while maximising welfare is a major challenge for the industry anda major opportunity for transmission system operators willing to take the lead in the new energy landscape.As you can see on the slide, all market parties rely, directly or indirectly, on Elia’s and 50Hertz services to receive or deliver electric energy whether for wholesale or retail.Given their role in the electricity value chain Transmission System Operators are regulated.Also, given the capital intensity of transmission assets, Elia was granted a renewable legal monopoly for 20 years, while 50Hertz’s licence has no limit in time.It is alsoworthnoticingthat in 2012 both Elia and 50Hz werecertified as fullyunbundled transmission system operators in line with the European 3rd package. As of today, 50Hertz is the only German TSO’s certified.
  • HRSeminar HR in de wolken van Cloud? 20 maart 2014 Antwerpen

    1. 1. Met dank aan onze partners
    2. 2. Brengt de cloud onweer voor bedrijven?
    3. 3. Agenda
    4. 4. In welke wereld leven we eigenlijk?
    5. 5. In welke wereld leven we eigenlijk?
    6. 6. 2007: eerste iPhone
    7. 7. Enkele trends
    8. 8. Surround computing
    9. 9. Zelfs pausverkiezingen zijn anders geworden
    10. 10. Privacy is iets uit het verleden
    11. 11. Alles weten? Dat kan !
    12. 12. Alles weten? Dat kan - „the quantied self‟
    13. 13. Explosie van data
    14. 14. Informatie is de nieuw olie
    15. 15. Nieuwe generaties op de werkvloer
    16. 16. Leeftijdstest
    17. 17. Leeftijdstest
    18. 18. Facebook-generatie
    19. 19. Facebook generatie
    20. 20. Nieuwe verslavingen
    21. 21. Voor alles is een term
    22. 22. Bring your Own Device
    23. 23. Alles is een dienst geworden  Meer dan 60% van de BMW‟s worden op maat gebouwd  Klanten worden via het configuratieproces onderdeel van het logistieke systeem  Auto‟s zijn „connected‟, zorgen zelf voor diagnose en plannen zelf hun onderhoudYou are never without wheels  Auto‟s zijn nog steeds auto‟s, maar ook internet hubs, entertaintment centers,…Cars are cars + internet hubs + entertainment centers + safety devices  Toekomst: auto‟s zonder chauffeur, auto‟s die zelf denken en zelf organiseren.
    24. 24. Ook marketing is veranderd
    25. 25. Ook marketing is veranderd
    26. 26. Ook marketing is veranderd
    27. 27. Alles is software geworden
    28. 28. Alles is genetwerkt
    29. 29. Informatie stroomt sneller in een netwerk
    30. 30. Informatie filtert sneller in een netwerk
    31. 31. Innovatie gaat sneller in een netwerk
    32. 32. Buiten het bedrijf, binnen het bedrijf
    33. 33. Wat betekent dit voor de organisatie?
    34. 34. Hebben organisaties een org chart nodig?
    35. 35. Of worden ze een netwerk?
    36. 36. Maar wat heeft dit met cloud computing te maken?
    37. 37. Cloud computing biedt nieuwe betaalmogelijkheden
    38. 38. Cloud computing zorgt voor wendbaarheid
    39. 39. Cloud computing en HR
    40. 40. Nieuwe toepassingen
    41. 41. Niet alleen voordelen aan cloud computing - security
    42. 42. Oplossing: betere beveiliging op komst
    43. 43. Encryptie wordt standaard
    44. 44. Nieuwe plek voor Europese industrie in cloud computing
    45. 45. Ander gevaar: vendor lock-in
    46. 46. Technologie roept problemen op, maar lost ze ook op
    47. 47. Private cloud, public cloud, hybrid cloud
    48. 48. Ruim aanbod aan cloud computing oplossingen
    49. 49. Ruim aanbod aan cloud computing oplossingen
    50. 50. Ruim aanbod aan cloud computing oplossingen
    51. 51. Ruim aanbod aan cloud computing oplossingen
    52. 52. Ruim aanbod aan cloud computing oplossingen
    53. 53. Ruim aanbod aan oplossingen voor de cloud
    54. 54. Ruim aanbod aan cloud computing oplossingen
    55. 55. Are we there yet?
    56. 56. We zijn er nog niet
    57. 57. HR in het Nieuwe Normaal
    58. 58. Bouwen terwijl je vliegt
    59. 59. Meet weten? • Technologiepark 3 • B- 9052 Gent • Belgium • T +32 473 93 83 24 • E jose.delameilleure@a-cross.com • www.a-cross.com/technology • @AcrossTech or @josdelosmejores Across Technology 01/11/2012 Persuasive Communications
    60. 60. Samenwerking Collectiev eSterkte Slim werken - HR in de wolken van cloud donderdag 20 maart
    61. 61. Autonomie Individuele Samenwerking CollectieveSterkte organisatie HR heeft 1 uitdaging Individuele sterkten laten samenwerken aan de collectieve doelstellingen van de organisatie
    62. 62. Software is beschikbaar Mobile Career Development Social Recruiting CSOD Employee Collaboration Social Performance EMPLOYEE at the CORE
    63. 63. Waarom is de manier waarop we werken de laatste 50 jaar niet gewijzigd? En wat wijzigt er nu via software in the cloud en de revolutie naar mobile- applicaties?
    64. 64. De manier waarop we talent aanwerven
    65. 65. Waarom houden we ons nog zoveel bezig met administratie en weinig met de kandidaat
    66. 66. Het resultaat van dit alles 29% 26% 31% 39% 38% 38% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2008 2009 2010 2011 2012 2013 Kijkt het eerste jaar al uit naar een andere werkgever Het aandeel pas aangeworven dat na 1 jaar al uitkijkt naar een andere werkgever is de voorbije jaren gestegen. Ondanks de crisis en werkonzekerheid. Bronmateriaal: HR Benchmark onderzoek 3013 – Staffing & Development / NV België 2013 43.1% 25.7% 52.1% 26.6% 0% 20% 40% 60% 80% 100% In een sollicitatiegesprek krijg ik een betrouwbaar beeld van de functie Ik zit op de juiste plaats in deze organisatie qua functie In een sollicitatiegesprek krijg ik een betrouwbaar beeld van de… Ik zit op de juiste plaats in deze organisatie qua sociale omgeving… akkoord niet akkoord Een kwart van de werknemers voelt zich niet op zijn plek qua werk of werkomgeving.
    67. 67. Er is ruimte voor verbetering
    68. 68. Talent slim aan het werk zetten
    69. 69. Trust me – show me – involve me
    70. 70. Sterker nog, de focus op tijd doodt flexibiliteit Aandacht voor tijd doodt flexibiliteit
    71. 71. Terwijl organisatieresultaten veel belangrijk zijn en hand in hand gaan met betrokkenheid
    72. 72. Inzetten op sterkten is één ding, ze laten samenwerken een ander 0% 10% 20% 30% 40% 50% 60% niet akkoord akkoord 44,9% 55,1% In mijn organisatie wordt er optimaal samengewerkt
    73. 73. Share work-items - registreer tijd indien relevant – creëer autonomie
    74. 74. HR naar grote luchtkastelen of gesegmenteerd
    75. 75. Technologie maakt HR op maat mogelijker: Pure Ondemand Cloud Delivery (SaaS)  Multi-tenant, multi-user  Net-native applications  Versionless  Instantaneous upgrades  Fast performance  Guaranteed uptime  Guaranteed resolution time  Limitless scalability  SAS70 Part II certified  Hosted in the UK  Disaster Recovery in the UK  Turnkey application hosted on behalf of clients  Traditional client-server with HTML front-ends  Limited data integration  Limited upgrades  Limited performance  Limited scalability
    76. 76. 57 55 89 geen ESS ESS zonder interface ESS met interface Een integratie tussen een HR software systeem en looninvoer is duidelijk efficiënter
    77. 77. Heel wat bedrijven hebben geen HR software of geen integratie met looninvoerpakket 40% 9% 9% 18% 30% 39% 35% 44% 48% 30% 53% 61% 47% 34% tijdsregistratieHR Software voor Talent ManagementHR Software voor Rekrutering & Selectiedocument management systeemtool voor budgettering / rapportering interface met looninvoerpakket geen interface met looninvoerpakket niet aanwezig in onze organisatie
    78. 78. Payroll Integration Made Easy 360°Tells you what needs correcting. Which team leaders have issues to resolve? Once all issues are resolved, run the export.
    79. 79. 1958 EAI analog computer
    80. 80. De taak van organisatorisch leiderschap is sterktes op elkaar afstemmen, op zodanige wijze dat de zwakheden van het systeem irrelevant worden. (Peter Drucker, professor management 1950 - 1971)
    81. 81. Autonomie Individuele Samenwerking CollectieveSterkte organisatie HR heeft 1 uitdaging Individuele sterkten laten samenwerken aan de collectieve doelstellingen van de organisatie
    82. 82. Meer info Brouwersvliet 5B 2000 Antwerpen www.sdworx.comProtime www.protime.be marketing@protime.eu SD Worx – HR software http://www.sdworx.be/hr-software Tel. +32 (0)3 201 72 39
    83. 83. From cloud to reality Stefan Van der Wilt - HR Magazine – 20/03/2014
    84. 84. 85 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Expectations versus reality What does cloud promise us • A fully integrated suite linking together all talent management modules • Quick time to value • Easy and intuitive user experience • Reduced TCO What is required from a business side to make the dream real • Case 1: Talent master data • Case 2: Learning plans & social learning • Case 3: Strategic workforce planning
    85. 85. 86 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 1 – Talent master data Is your talent master data ready? • Are jobfamilies and jobs defined? • Are competency and skill libraries defined? • Have behaviours been identified to indicate proficiency levels? • Are career paths and career options defined? • Are learning paths defined?
    86. 86. 87 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 1 – Talent master data
    87. 87. 88 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 1 – Talent master data
    88. 88. 89 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 1 – Talent master data
    89. 89. 90 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 1 – Talent master data
    90. 90. 91 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 1 – Talent master data
    91. 91. 92 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 2 – Learning plans & social learning Feed your learning plans automatically by using employee and job related attributes • Jobfamilies and roles • Competencies and skills • Compliance requirements • Talent related attributes like: • Leadership potential • High performer status
    92. 92. 93 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 2 – Learning plans & social learning Use social learning to enable peer to peer training • Is social learning already incorporated in your learning strategy? • Are your contributing experts identified? • Are they trained to contribute? • Write wiki‟s • Record video‟s • Are there specific use cases identified?
    93. 93. 94 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 3 – Strategic workforce planning
    94. 94. 95 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 3 – Strategic workforce planning
    95. 95. 96 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 3 – Strategic workforce planning
    96. 96. 97 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 3 – Strategic workforce planning
    97. 97. 98 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. Case 3 – Strategic workforce planning
    98. 98. 99 SuccessFactors Proprietary and Confidential © 2014 SuccessFactors, An SAP Company. All rights reserved. In conclusion • Have your core master data and talent master data sorted • Attributes can steer anything, but an empty values steer nothing • Talent master data is also master data • Think about a HR process roadmap as well as a HR system roadmap • Don’t underestimate the time it takes to sort this out • Most time to value statements only look at the picture starting from the moment when you are ready with sorting your data and processes • There are no miracles in cloud analytics • Without the above to feed analytics tools you won‟t be analyzing much
    99. 99. 100 SuccessFactors Proprietary and Confidential © 2013 SuccessFactors, An SAP Company. All rights reserved. Thank You
    100. 100. HR in the Cloud Social Media at Elia • Marianne Celis, HR Business Partner • Frédérique Henrottin, Conversation Manager
    101. 101. Elia Group : profile Elia Group ensures transport of electricity to 30 million people in Belgium and Germany.  2 Transmission System Operators : Elia (Belgium) and 50Hertz (Germany)  Around 1 200 employees in Belgium
    102. 102. Elia„s central role as a legal monopole Elia operates, maintains and develops a network consisting of lines, underground cables, transformers and substations linking producers and consumers of electricity
    103. 103. Social media at Elia … how it all begun
    104. 104. HR saw the light … and the opportunities
    105. 105. But how do you start ?
    106. 106. So why ? Knowledge exchange Increase cohesion Corporate branding networking Agile communication Less email Higher engagement Create a community Future proof Responsibilize Attract
    107. 107. … we needed a boost for Yammer
    108. 108. And for the suspicious …
    109. 109. And then … 0 50 100 150 200 250 300 350 400 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 week number of unique users accessed yammer from within the Elia network
    110. 110. The first successful cases… • Annual sport event • Around 80 participants each year • Keys to success:  Built around an existing community  Answers the need to exchange practical informations  Allow participants to share pictures & experience all year round  Also benefits the organisation team
    111. 111. The first successful cases… • Contests • Around 20 applications/contest but a lot of engagement • Keys to success:  Attractive prices  Endorsed by the CEO  Participants asked the support ot their colleagues/teams
    112. 112. New obstacles… Yammer became more popular but also perceived as a “fun channel”… I have no time to waste on Yammer I‟m not interested in what‟s being discussed It‟s just a kind of Facebook at work
    113. 113. New obstacles… • Some people tried to start business- oriented conversations but were disappointed by the lack of reactions from colleagues… • On one occasion, we had to deal with clumsy communication almost leading to a diplomatic incident ;-) • Trade union members started to question the use of Yammer, fearing this new channel would exclude a range of people from important conversations
    114. 114. New strategy  We identified champions within the organisation and established a “Hub & Spokes model”  We organised info sessions about Social Media  We developed tutorial supports (videos, tips…)  We integrated Social Media in the onboarding process  We used cross-channel communications to attract people to Yammer.
    115. 115. First cross-channel campaign: SWOW & move to Monnoyer  More than a simple relocation: a change of culture • No more individual desks (open spaces) • Paperless environment • Use of public transport strongly recommended • …  400 people directly involved  Starting point of a general change
    116. 116. Use of Yammer as well as the other (traditional) channels  Creation of a discussion group Smart Working Monnoyer
    117. 117.  We launched discussions & debates about Smart Way of Working concept
    118. 118.  We used Yammer to start a campaign about the dos & dont’s of SWOW with fictional characters
    119. 119. Which channels do we use and why? 871 fans Who? General public, colleagues & their family What? Develop brand awareness, recruit, sensibilization campaigns 602 followers Who? Media, politics, clients, other actors from the energy sector What? Inform on our current projects, spread our press release, inform in case of crisis, answer questions… 2 611 subscribers Who? Colleagues, candidates for a job, professionnals from the sector What? Recruit, develop employer branding + 1000 members Who? Colleagues What? Share information, give an opinion, ask questions, exchange with colleagues...
    120. 120. Lesson‟s learned  Bringing social media to your company is not just about new tools it requires a culture change and is a long term project.  A Social Network cannot be a tool owned by one department: you need at least a close collaboration between HR, Communication & IT.  Endorsement by the management team is crucial and role model behaviour a key success factor  Think of your strategy before you launch your internal social network
    121. 121. What‟s next for us?  Further implementation of Yammer. We have more than 1000 users (for 1200 employees) but a lot of them are not active.  Sharepoint is coming! It raises many questions from the employees (which tools are we supposed to use for what?”)  We‟re starting to feel the limitations of the free version of Yammer (no stats…) so we‟re trying to get green light to the pro version
    122. 122. • http://www.twitter.com/eliacorporate • http://www.facebook.com/eliacorporate • http://www.linkedin.com/company/elia Follow us on … and support the Elia HR team on : http://www.hrmnight.be/nl/voting-candidats.html

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