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How hr connects workforce

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How hr connects workforce

  1. 1. #WFwebinar The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. How HR Connects the Workforce and Transforms the Enterprise with Systems of Engagement
  2. 2. #WFwebinar Speakers: Mary Ann Johnson World Wide Business Value Executive Consultant IBM Salman Sheikh Product Manager IBM Elyse Anchell Product Manager IBM How HR Connects the Workforce and Transforms the Enterprise with Systems of Engagement
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  7. 7. #WFwebinar 1. May I receive a copy of the slides? YES! Click on the resource list located on the top left portion of your screen. 2. May I review the webinar recording at a later date? YES! You may log in again using today’s link to review the presentation on-demand. Frequently Asked Questions
  8. 8. #WFwebinar Sarah Sipek Associate Editor Workforce magazine How HR Connects the Workforce and Transforms the Enterprise with Systems of Engagement
  9. 9. #WFwebinar Mary Ann Johnson World Wide Business Value Executive Consultant IBM How HR Connects the Workforce and Transforms the Enterprise with Systems of Engagement Salman Sheikh Product Manager IBM Elyse Anchell Product Manager IBM
  10. 10. HR Driven Systems Of Engagements Salman Sheikh, Product Manager
  11. 11. 11 © 2014 IBM Corporation Social Engagement at every stage of an employee’s journey Candidate New Hire Employee Leader “67% of new employees plan to leave when they feel unsupported, like they aren’t even a team member.” 2 “1 in 6 job-seekers tribute social media for helping find their current job.” 1 “More employees feel recognized in organizations that use social collaboration technology.” 3 “The most commonly used learning resource is coworkers or subject matter experts within the organization.” 4 Source: 1. Brandwatch.com; 2, 3,4 WorkTrendsTM 2013 U.S.
  12. 12. 12 © 2014 IBM Corporation Systems of Engagement 101 CONVERSATIONS COLLABORATION KNOWLEDGE SHARING SOCIAL NETWORKING FORUMS CHAT COMMUNITIES ACTIVITIES VIDEO MICROBLOGGING FILE SHARING CONTACTS EXPERTISE FOLLOWERS
  13. 13. 13 © 2014 IBM Corporation How do we attract the best candidates? How do we know they will fit our culture? How do we build a pipeline of good talent that we can tap when the hiring need arises? How do we avoid losing good applicants to the competition? What’s it like to work here? What kind of people are successful here? Why would I want to work for this company over the competition? Recruiting processes are so impersonal, what will the interview process be like here? Candidate New Hire Employee Leader
  14. 14. 14 © 2014 IBM Corporation External Talent Community • An extension to the career site • Candidates can sign-up to get access to exclusive, behind-the-scenes info about the company • Provides an engaging environment to convert passive candidates into active job seekers • Builds pipelines of prime passive talent that recruiters can tap into when the hiring need arises. Applicant Engagement Tools • Social networking and social media to keep applicants engaged during the hiring process Candidate New Hire Employee Leader
  15. 15. 15 © 2014 IBM Corporation Candidate New Hire Employee Leader Talent Communities  As a Job Seeker  I visit a career site for a prominent business to explore opportunities  I’m impressed to learn about the company’s forward thinking values, culture and work environment  But wonder if this is just good marketing?  I notice a registration link for their Talent Community so I sign up and discover …  Blogs from leadership describing an outlook for future growth and opportunity  Q&A between other candidates and Recruiters – which help answer my questions  Videos from real employees describing what its like to work and succeed here  Intrigued by one of the videos, I post a question and begin an online dialog  Now …  I am building connections within the organization and not likely to be swayed by competition  My tweets and likes about the company attract other prime candidates to the community
  16. 16. 16 © 2014 IBM Corporation Candidate New Hire Employee Leader Extending the Interview  As a Hiring Manager  Prior to inviting key applicants for interviews, I connect with them via the social network and...  Request them to share their portfolio and sample work  I share product/process documentation and test their understanding by asking for their ideas on improvements  After the interview  My team and I continue with follow-on questions to help further refine our evaluations  I answer any follow-up questions the applicant may have  My team comment, rate and tag on specific attributes of the applicant profiles  Now …  My selection team has greater insight into an applicant prior to investing in face to face time  Impersonal and detached hiring practices are replaced by a continuous engagement with prime applicants
  17. 17. 17 © 2014 IBM Corporation Complete new hire paper work faster and reduce time to productivity. How do we keep new hires from getting wooed by the competition? Prepare new-hires to hit the ground running on Day 1. Ensure new-hires are aligned with business priorities and vision. Did I make the right decision to join this company? Who can I go to if I have a question? I can’t be the only one who’s run into this problem. Who will I be working with and what will my role in the team be? Candidate New Hire Employee Leader
  18. 18. 18 © 2014 IBM Corporation Pre-Hire Community • External Onboarding Community that provides key company, process and job information to new hires. • Provides a way for new hires to get answers to their questions from HR and their future Managers. • Enables new hires to start learning about the company, it's values, it's culture and its people. • Prepares new-hires to hit the ground running on their first day on the job. • Accelerates the onboarding process with supplemental access to resources and experts. Candidate New Hire Employee Leader
  19. 19. 19 © 2014 IBM Corporation Social Onboarding  As an HR Manager  I have established a community that provides new hires access to key resources and people to further integration into the company, it’s culture and it’s teams:  Welcome video from the CEO sharing key corporate messages around mission and values  Central access to handbooks, policies, guidelines & FAQs  Training resources  Forums for Questions & Answers  Access to upcoming orientation events  Each new hire is added to this community and enrolled into an Activity that walks them through the necessary information and resources  Now, new hire’s …  Feel confident about their first day on the job  Are self-sufficient to get answers they need to be productive Candidate New Hire Employee Leader
  20. 20. 20 © 2014 IBM Corporation Starter Network  As an Hiring Manager  Every time I hire a new employee …  I write a welcome message on their Personal Wall introducing them to key colleagues:  “Hi Jessica! Welcome to the Team! I wanted to take a few minutes and introduce you to @Tom Hamlin and @Amber Green who you will be working with very closely in the coming weeks. Also, please meet @Brian Schactman, who recently joined the team as well and can help you get oriented and can answer any questions as you start to settle into your new role.”  Now, the new hire can quickly …  Learn about and get connected with key individuals to accelerate onboarding  Get engaged using the social platform to advance their learning curve Candidate New Hire Employee Leader
  21. 21. 21 © 2014 IBM Corporation Market and business needs change frequently, employee goals need regular alignment. Ensure business goals and objectives are cascaded down to employees. Provide frequent and constructive feedback to keep employees motivated. Create a feedback rich culture. Which tasks will provide the greatest benefit to the business. How is my work impacting others? And does my manager know about it? What areas can I improve on? My goals become quickly outdated compared to my actual tasks. Candidate New Hire Employee Leader
  22. 22. 22 © 2014 IBM Corporation Social Performance • A social twist to Goal definition and execution. • Goals are defined and managed as part of the social platform. • Leaders and employees share their Goals to promote communication, transparency and to inspire Social Feedback • Online tools that enable real-time feedback from peers and managers in context of work. Candidate New Hire Employee Leader
  23. 23. 23 © 2014 IBM Corporation Candidate New Hire Employee Leader Social Goals  As an Employee  When its time to define performance goals, I am presented with recommendations based on:  My manager’s goals  Business objectives set by our leadership  Team or peer goals  Past goals defined by other, more senior employees in my line of work  For each goal, I can view its impact and quickly adopt it as my own  Now …  I am inspired to create goals that align and utilize my unique expertise to further my career  Executives can immediately communicate new strategy and see how the workforce has shifted to support it
  24. 24. 24 © 2014 IBM Corporation Candidate New Hire Employee Leader Continuous Feedback  As an Employee  By using ‘Social Goals’ I am able to share my goals and view the goals of those I work with  As I collaborate (though Communities, File Sharing, etc.) with others to achieve my goals, my activities are captured against the goals  Social feedback (Shares, Likes and Downloads) is organically captured on my contributions  I can explicitly request feedback as well as provide it to my peers along the way  Now I am fully engaged as …  I receive immediate and continuous in-context coaching and recognition from those impacted by my work  My performance discussions with my manager are supported by a clear picture of past contribution
  25. 25. 25 © 2014 IBM Corporation How do we get everyone at the same level as our top performers? Empower employees to self manage their success. Keep the top performers engaged and challenged. How can I learn from others in my field that have been successful in this organization? Who are the best mentors for me to work with? Candidate New Hire Employee Leader
  26. 26. 26 © 2014 IBM Corporation Social Learning • Platform for experts to share their knowledge as engaging rich video content. • Embedded social Q&A to provide in- context answers Mentoring • Expertise location to enable employees to find the best mentors • Content Playlists allow mentors/experts to assemble a sequence of content to guide mentees over a period of time Candidate New Hire Employee Leader
  27. 27. 27 © 2014 IBM Corporation Candidate New Hire Employee Leader Learning from Experts  As a Subject Matter Expert  I record and share video blogs to present my insight, my expertise and demonstrations of complex tasks  Video lets me be creative, expressive and personal in sharing my thoughts  It also is an efficient use of my time as I can quickly articulate ideas and concepts that are difficult to put down on paper  My audience is able to share their sentiments through likes and comments as well ask questions to get further clarifications  Now …  I am recognized as an expert and leader in my field  My sphere of influence has grown many folds as people all over the organization can benefit from my expertise
  28. 28. 28 © 2014 IBM Corporation Candidate New Hire Employee Leader Mentoring  As an Mentor  My areas of expertise are identified through:  Official certifications  Contribution and experience  Recognition by colleagues  I am sought out by employees through social search tools  For each of my mentees I develop a Playlist of content and to-dos that I can continue to add to based on my mentee’s ongoing needs  As I attain more mentees I am able to clone the Playlist and personalize for each mentee  Now …  Finding mentors is not limited to who you know personally or personal introductions  The best mentors can manage large number of mentees through the use of efficient tools
  29. 29. 29 © 2014 IBM Corporation Add engagement to all your existing Talent Management processes Recruiting Onboarding Performance Development
  30. 30. The Business Value of Systems Of Engagements Mary Ann Johnson, Executive Consultant
  31. 31. 31 © 2014 IBM Corporation Regarding systems of engagement, what are CHRO’s thinking? Financial outperformers are much more likely to identify themselves as effective in addressing workforce challenges Source: CHRO1-How important is it for your organization to address the following workforce challenges today and in next 3 to 5 years?; n=320 [CHRO only]
  32. 32. 32 © 2014 IBM Corporation Employee engagement and commitment Talent retention Workforce productivity Talent development Sourcing and recruiting Performance management evaluation Collaboration and knowledge sharing Talent management Rapid development of workforce skills 87% 80% 68% 65% 60% 60% 58% 57% 55% Talent development and employee engagement are on the CHROs’ radar… Source: CHRO1-How important is it for your organization to address the following workforce challenges today and in next 3 to 5 years?; n=320 [CHRO only] Importance of workforce challenges today
  33. 33. 33 © 2014 IBM Corporation Employee engagement and commitment Talent retention Workforce productivity Talent development Sourcing and recruiting Performance management evaluation Collaboration and knowledge sharing Talent management Rapid development of workforce skills …with collaboration and rapid skill development an increasing focus over the next three to five years Source: CHRO1-How important is it for your organization to address the following workforce challenges today and in next 3 to 5 years?; n=320 [CHRO only] 68% 55% 54% 44% 35% 32% 22% 14% 12% Percentage change in importance of workforce challenges: today vs. 3–5 years
  34. 34. 34 © 2014 IBM Corporation By the numbers: Systems of engagement address top challenges Accessing, Attracting, Retaining & Developing the best talent possible Getting new hires started and making them productive as quickly as possible Nurturing workforce creativity and increasing the speed & quality of decisions Improving morale & job satisfaction and reducing turnover Cultivating future leaders who are creative & collaborative More revenue per employee generated by people-focused businesses* *Bersin Report – The Science of Fit Faster new hire time to value Increase in productivity attributable to reduced number of status meetings Increase in employee retention Improved engagement & satisfaction Of global leaders cite talent and leadership shortages as their number 1 business challenge * *Bersin and Associates – Talent Trends, Fall 2002
  35. 35. 35 © 2014 IBM Corporation It’s not what you KNOW; it’s what you SHARE IBM 4 3 2 1 5 1 2 3 4 5Source references in speaker notes.
  36. 36. 36 © 2014 IBM Corporation Social Collaboration Technologies Make Finding Experts Easy 62% 76% 79% 80% 80% 81% None of These (n=6,364) File Sharing Tools and Wikis (n=3,014) Tele- and Video- Conferences (n=2,668) Enterprise Instant Messaging (n=2,968) Online Meetings or Webinars (n=3,108) Social Networking Communities (n=1,327) Social Collaboration Technologies Used to Share Information about Employees % of Employees Who Think it’s Easy to Find Experts WorkTrends 2013 Global • Eight out of ten (81%) employees say it’s easy to find experts when their organization uses social networking communities • In organizations without social collaboration technologies, just six out of 10 (62%) of employees say it’s easy to find experts Talent optimization
  37. 37. 37 © 2014 IBM Corporation Sennheiser Tone technicians preparing for concerts need support on issues complicated by types of equipment, specs of venue, and musician preferences • Identified and expanded global experts • Engaged expertise with customer service and tone techs through social networks
  38. 38. 38 © 2014 IBM Corporation 71% of CEOs: See employees as the #1 source of economic value IBM 3 1 2 4 5 Replacement costs can reach 200% of an employee’s annual salary SHRM 2
  39. 39. 39 © 2014 IBM Corporation E-learning resources: Internet search most common, Learning Management System most useful 75% 75% 72% 72% 72% 70% 69% 64% Learning Management System (n=5,824) Mobile Training Modules (n=2,548) Organization’s Intranet Search (n=3,675) Social Networking Websites (n=1,941) Massive Open Online Courses… Online Presentations or Webinars (n=3,508) Online How-To Videos (n=3,402) Internet Search (n=7,887) % of Employees Who Receive Needed Training 0% 10% 20% 30% 40% Social Networking Websites Mobile Training Modules Online How-To Videos Massive Open Online Courses Online Presentations/Webinars Organization’s Intranet Search Learning Mgmt. System (LMS) Internet Search Which learning resources do you prefer to use? WorkTrends 2013 Global (n=19,337) • Employees’ most preferred learning resource is internet search, followed by their organization’s learning management system (LMS) • Employees are most likely to say their training needs are being met when they use their organization’s LMS and mobile training modules • Internet search is associated with the lowest level of training needs being met Talent optimization Overall average (66%) WorkTrends 2013 Global
  40. 40. 40 © 2014 IBM Corporation Creating a smarter workforce Reduced e-mail by up to 25%, shortened on- boarding time by 50%, eliminated unnecessary travel and meetings expenses, and created new channels for engaging customers. Improved customer service and employee communication “TD Bank is committed to weaving social networking into everything we do and how we do it.” — Wendy Arnott, Vice President of Social Media and Digital Communications, TD Bank Group Cutting onboarding time by 50% TD Bank Group improved its internal teaming and its customer service across geographic & organizational barriers, by integrating social business solutions into their operations processes
  41. 41. 41 © 2014 IBM Corporation “The Social Network is the New Production Line” 1 2 3 4 5 IBM 1 2 3 4Source references in speaker notes.
  42. 42. 42 © 2014 IBM Corporation • Employees were asked whether their organization uses social collaboration technologies and to rate the level of collaboration in their work environment. • Among the social collaboration technologies, real-time communication such as instant messaging increase collaboration the most. • And each technology contributed to improved collaboration amongst coworkers. • In fact, when all technologies were used, collaboration scores increased by 22 percent. Multiple social collaboration technologies link to higher collaboration scores Talent optimization
  43. 43. 43 © 2014 IBM Corporation Increased sales in multiple markets & cut costs by 33% Russell's Convenience • Expediting new stores with start-up Activities • Community of franchisees, architects & builders • ROI in less than 2 months
  44. 44. 44 © 2014 IBM Corporation Collaboratively find and connect the right candidate to the right position. Streamline assessment and hiring processes. Use externally and internally facing social capabilities to connect HR staff, hiring managers and candidates in the recruiting process. Involve key stakeholders in delivering a shared vision of onboarding. Approach onboarding as an experience instead of a checklist of tasks and processes. Accelerate time to productivity, increasing the delivery of employee performance milestones. Break down geographic and organisational barriers that keep employees from the collective intelligence of your company. Interact with your network to make the workday more effective and efficient. Don't limit the usage of tools to the office environment. Inspire your workforce to make a difference, cultivate leaders and improve performance. Employees who see that their work is making a contribution to the goals of the organisation feel valued and motivated. Employees who get regular feedback feel more engaged and committed to the organisation. Leaders are most successful when they have the fit to succeed within the organisation. Identify skills gaps and deliver the right content to the right people, at the right time. Spot leadership potential through usage of social tools and drive mentoring.
  45. 45. Examples of IBM HR Systems Of Engagements Elyse Anchell, Manager, IBM Smarter Workforce
  46. 46. 46 © 2014 IBM Corporation Candidate New Hire Employee Leader
  47. 47. 47 © 2014 IBM Corporation Candidate New Hire Employee Leader
  48. 48. 48 © 2014 IBM Corporation Candidate New Hire Employee Leader
  49. 49. 49 © 2014 IBM Corporation Candidate New Hire Employee Leader
  50. 50. 50 © 2014 IBM Corporation Candidate New Hire Employee Leader
  51. 51. 51 © 2014 IBM Corporation Candidate New Hire Employee Leader
  52. 52. 52 © 2014 IBM Corporation Candidate New Hire Employee Leader
  53. 53. 53 © 2014 IBM Corporation Candidate New Hire Employee Leader
  54. 54. 54 © 2014 IBM Corporation Candidate New Hire Employee Leader
  55. 55. #WFwebinar • Also please fill out the event evaluation. • Please take this time to submit your Questions.
  56. 56. #WFwebinar Join our next Webinar! Managing a Contingent Workforce From the Ground Up Wednesday, September 3, 2014 Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for all upcoming Workforce Webinars at www.Workforce.com/webinars

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