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Transforming HR to
Embrace Emerging
Trends and a Changing
Workforce
Rob Scott
Presence of IT
© Copyright 2013
Wellesley In...
Before We Get into This Session

“ Has HR become easier or
more difficult? ”
1
What We’ll Cover
•
•
•

•
•
•

The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work ...
―Big Data‖ Is Getting Bigger

2 000 000 000 000 000 000 000
Two Quadrillion
•

The amount of (Megabytes) information manki...
―Big Data‖ Is Not Just About Work Data Any Longer

4
A Backdrop to This Session — HR’s Changing
Focus
Cloud HR
Data ownership issues
New work environments

~1980
Compliance
Po...
A Backdrop to This Session — HR’s Changing
Focus (cont.)
•

Mostly inward-focused
system implications

•

We have felt the...
What We’ll Cover
•
•
•

•
•
•

The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work ...
Influences and Impacts on HR
•

In considering the future for people management
and HRMS, there are hundreds of influences...
People — Changes in How We Engage
•

Social focus is causing ―HR System
Turbulence‖ and uncertainty
 HR systems are no lo...
People — Changes in What Data We Collect
•

Health and Lifestyle is a big issue – and people want
to measure it!
 It does...
What Are People Measuring?
•

•

•

Uncomplicated things
 Heart rate
 Blood pressure
 Workout time
 Food intake (caffe...
What’s Driving the Growth of Measurement Tools
•
•

•
•

•

Driven by modern-day sensors
Fuelled by a desire for objects t...
Types of Devices We See Emerging and
Collecting Data
Integration

Fitbit

Just a few years ago!

13
What We Measure May Be Important to Others
•

•

While health data is mostly personal,
it is highly relevant to certain wo...
The Type of Data Collected Goes Beyond
Physical Well Being and Includes Mental Health

•

Personal health databases are no...
Personal and Employee Relevant Data Is Overlapping
Simple measures

Lifestyle measures

National Health

My Doctor

Educat...
Data Ownership Models Are Changing
•

•

•

As technology becomes more sophisticated and ubiquitous, we
will find ourselve...
What We’ll Cover
•
•
•

•
•
•

The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work ...
Work Environment Challenges
•

The ―World of Work‖ is continually changing
to adapt to the business environment, but
often...
Some Features of Our Work World
By 2016 – 43% of the workforce will work remotely. Productivity increases by 15%.
Most Hea...
Changes Right Down to the Core
•

•

The balance between FTEs and IPros (independent
professionals) is changing*
 Current...
Growth in Self-Measuring Will Impact Employee
Status Choices
•

•

•

System Impact &
Opportunity

Recruitment

Insight an...
The Nature of Work Is Changing — Automation
•
•
•

•
•

The demise of routine
Value is not added by people doing process t...
Traditional Work Areas Are Being Depleted

Data from US Bureau of Labor Statistics 2013 (Productivity, Output, GDP Per Cap...
Work Teams Will Be Dynamic
•

Work swarms
 Traditional team work will continue with people
who are known to each other an...
Working More with Other Parties
•

Informal-x groups
 Groups that are not controlled by your organisation,
but can have g...
Being Far More Accurate About the Future
•

System Impact &
Opportunity

Simulation and predictive modelling
 Greater use...
What We’ll Cover
•
•
•

•
•
•

The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work ...
The Changing HRMS
•

A resurgence in the capturing of people data
 HR/other systems will adapt and expand to
include the ...
I Own My Data … But Perhaps We Can Share
•

The concept of ―My Personal‖ databases will
continue to grow
 Personal measur...
Core HR as We Know It Is Disappearing
•

•

The notion of a core HR system traditionally implied
source data and ownership...
The New ―Core‖ HR Architecture
Filters

My Data
•
•
•
•
•
•

Personal Data
Qualifications
Training
Jobs
Career
Salary

HR
...
The Concept of a ―My Database‖ Tool That
Links to a Company HRIS

Unique
link to my
database

Different
types of
data

Con...
―Hypergration‖ Sharing Data Between an
Employee and the Company HR System

Using a
direct link
to see
external
data

Sync ...
What We’ll Cover
•
•
•

•
•
•

The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work ...
Functionality and User Experience
•
•

•

•

•

Continual expansion of analytics capabilities
Ability to exchange data in ...
HR Systems Will Become Embedded and Use
Augmented Reality

After completing my morning health routine,
my data is synchron...
An Example of SAP Thinking About
Augmented Reality

38
What We’ll Cover
•
•
•

•
•
•

The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work ...
Where to Find More Information
•

•

•

www.ere.net/2011/04/18/just-when-you-thought-you-were-coolaugmented-reality-bytes-...
7 Key Points to Take Home
•

•

•

•

•
•

•

Society is creating significant amounts of new data types which
could be use...
Your Turn!

How to contact me:
Rob Scott
Rob.scott@presenceofit.com.au
@robscottinsyd
Please remember to complete your ses...
Disclaimer
SAP, R/3, mySAP, mySAP.com, SAP NetWeaver®, Duet®, PartnerEdge, and other SAP products and services mentioned h...
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HR, self measurement and wearable technology

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The HR software landscape is changing fast and is being disrupted by many new technologies. In this presentation we look at some of the future implications for self-measurement and wearable technologies

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HR, self measurement and wearable technology

  1. 1. Transforming HR to Embrace Emerging Trends and a Changing Workforce Rob Scott Presence of IT © Copyright 2013 Wellesley Information Services, Inc. All rights reserved.
  2. 2. Before We Get into This Session “ Has HR become easier or more difficult? ” 1
  3. 3. What We’ll Cover • • • • • • The impact of data and HR changes Why self-measurement will impact work life and HRIS Work environment challenges The role of a future HRMS HRMS functionality and UX Wrap-up 2
  4. 4. ―Big Data‖ Is Getting Bigger 2 000 000 000 000 000 000 000 Two Quadrillion • The amount of (Megabytes) information mankind broadcasts through TV, radio, newsprint, post, email, social tools, blogs … • Equivalent to everyone reading 174 newspapers cover to cover every single day • We have been increasing our ability to store information by 28% per year since 1986 3
  5. 5. ―Big Data‖ Is Not Just About Work Data Any Longer 4
  6. 6. A Backdrop to This Session — HR’s Changing Focus Cloud HR Data ownership issues New work environments ~1980 Compliance Policy ~2012 Administration Strategic tools Seamless HR Key people metrics Driving business value ~2005 Process focused Central control ~1990 Effectiveness Business focused Shared services People are important 5
  7. 7. A Backdrop to This Session — HR’s Changing Focus (cont.) • Mostly inward-focused system implications • We have felt the first impact of tools used by employees that we have little or no control over • The ubiquity of internet access via mobile devices is giving rise to new social behaviours and tools • People are building much greater self-awareness and understanding of themselves 6
  8. 8. What We’ll Cover • • • • • • The impact of data and HR changes Why self-measurement will impact work life and HRIS Work environment challenges The role of a future HRMS HRMS functionality and UX Wrap-up 7
  9. 9. Influences and Impacts on HR • In considering the future for people management and HRMS, there are hundreds of influences, but three interrelated focus areas, which will spearhead medium-term change, are:  Personal Awareness  Working Environment  Tools and Technology • These focus areas are being influenced by changes in  Health: The desire to know more and manage myself better  Globalisation: Diversity, talent chasing, concept of work  Innovation: Ubiquitous tools, networking, consumerism 8
  10. 10. People — Changes in How We Engage • Social focus is causing ―HR System Turbulence‖ and uncertainty  HR systems are no longer just transactional data collectors  They have moved into a collaboration space and are becoming a catalyst to change existing management and leadership processes  It’s the social element and nature of work that will strongly influence HR systems to start operating beyond the organisational boundaries 9
  11. 11. People — Changes in What Data We Collect • Health and Lifestyle is a big issue – and people want to measure it!  It doesn’t only include physical health but also mental health: Feeling, mood, motivation  74% people include ―feeling good‖ as part of health *  An estimated 500 million people worldwide are expected to use mobile healthcare applications by 2015  There are over 24,000 apps in major apps stores currently, with more than 60% being aimed at consumers rather than health care professionals  The heaviest users of health care apps are the 18-29 age group * Gartner report on Workforce Management 2011 10
  12. 12. What Are People Measuring? • • • Uncomplicated things  Heart rate  Blood pressure  Workout time  Food intake (caffeine, calories, alcohol)  Medication usage  Occupations and hazards More complex measurements:  Moods and feeling  Stressful periods  Sleep patterns Measurement is becoming easy and automated 11
  13. 13. What’s Driving the Growth of Measurement Tools • • • • • Driven by modern-day sensors Fuelled by a desire for objects to be connected to the internet Cheap, less than $1 Going into many different devices, including clothing Can store an enormous amount of detailed data and information 12
  14. 14. Types of Devices We See Emerging and Collecting Data Integration Fitbit Just a few years ago! 13
  15. 15. What We Measure May Be Important to Others • • While health data is mostly personal, it is highly relevant to certain work environments Access to certain personal data could be highly beneficial to organisations, driving safe workplace environments and employee well-being programs Asthma Tracker 14
  16. 16. The Type of Data Collected Goes Beyond Physical Well Being and Includes Mental Health • Personal health databases are not dissimilar to Performance Management Systems – they set targets, measure performance, and offer solutions and guidance  People will react to the ―scores‖ and impact retention options 15
  17. 17. Personal and Employee Relevant Data Is Overlapping Simple measures Lifestyle measures National Health My Doctor Education History Diet & Nutrition Occupation History My Database Medications Supplements Exposure History Schedule History Perm. Contract Parttime My Employer(s) 16
  18. 18. Data Ownership Models Are Changing • • • As technology becomes more sophisticated and ubiquitous, we will find ourselves collecting more data about ourselves The information we collect will be data that is sought after by organisations in the future – in particular as HR matures and understands how ―Big Data‖ concepts can be effectively used Future employees will look to share information that they already have rather than having to recreate it when they take up a permanent or contracting job 17
  19. 19. What We’ll Cover • • • • • • The impact of data and HR changes Why self-measurement will impact work life and HRIS Work environment challenges The role of a future HRMS HRMS functionality and UX Wrap-up 18
  20. 20. Work Environment Challenges • The ―World of Work‖ is continually changing to adapt to the business environment, but often to the detriment of employees • More and more change is being triggered by people (talent) issues  The rise of the ―IPros‖*  The concept of a workplace  The nature of work patterns • The subtle and incremental changes on people’s lives caused by the work environment is becoming visible * The Department of Management, Monash University 19
  21. 21. Some Features of Our Work World By 2016 – 43% of the workforce will work remotely. Productivity increases by 15%. Most Heart Attacks happen on Monday mornings Staying late at work Taking work home Living to work Stress! 1 in 3 people work on weekends, 62% check work emails Mondays … Tuesdays are the most hated work day 40% of people take work home or work overtime 88% of people say they have a hard time juggling work and life 1 in 4 people can’t go more than 2 days without checking email • People smoking marijuana perform better on IQ tests than those distracted by email and phones 20
  22. 22. Changes Right Down to the Core • • The balance between FTEs and IPros (independent professionals) is changing*  Currently make up about ~ 20% of the workforce  Expected to grow to 40-60% by 2030 IPros’ roles are becoming highly attractive*  Overall satisfaction with lifestyle at 7.3 out of 10  Sense of freedom, flexibility, variety of work, shorter hours  Well being measured at 8.1 out of 10 (proud, happy, enthusiastic)  Commitment to current client and perceived support from current client  Down to 6.4 out of 10 System Impact & Opportunity Recruitment On-Boarding Workforce Planning Performance Management * Source: IPro Index 2012 Monash University 21
  23. 23. Growth in Self-Measuring Will Impact Employee Status Choices • • • System Impact & Opportunity Recruitment Insight and awareness provided by measurement will drive life decisions Talent strategies will start incorporating external and internal measurement to ensure strategic workforce plans are attainable Employers will need to compete with ―lifestyle‖ options that are being measured, and will be drawn into using new work-based type measures On-Boarding Workforce Planning Performance Management 22
  24. 24. The Nature of Work Is Changing — Automation • • • • • The demise of routine Value is not added by people doing process that can be automated Growth will be seen in work that is non-routine, analytical, and requires interactive contribution (innovation, teaming, leading, selling, learning) Work tasks are being outsourced to IPros and individuals Hyper-specialisation is growing and will need careful management People are creatures of habit and like some routine – the reduction of this will bring about new types of stresses and work behaviours System Impact & Opportunity Recruitment On-Boarding Workforce Planning Performance Management 23
  25. 25. Traditional Work Areas Are Being Depleted Data from US Bureau of Labor Statistics 2013 (Productivity, Output, GDP Per Capita); International Federation of Robotics; CIA World Fact book 2010 (GDP by Sector), US Bureau of Labor Statistics 2011 (Job Growth, Manufacturing Employment); U.S. Census, and US Department of Labor (Change in Employment and Wages by Skill, Routine Jobs) 24
  26. 26. Work Teams Will Be Dynamic • Work swarms  Traditional team work will continue with people who are known to each other and it will attract reward  New ad hoc teams (swarms) will grow in popularity. Teams that form quickly are agile and quickly dissipate. The ad hoc team will displace structured, bureaucratic situations.  Swarms won’t necessarily know each other and could be colleagues and IPros – network tools will help support this need to know others Non-routine work and work swarming will fuel the IPro role System Impact & Opportunity Recruitment On-Boarding Workforce Planning Performance Management 25
  27. 27. Working More with Other Parties • Informal-x groups  Groups that are not controlled by your organisation, but can have great impact  Have a common objective or interest  Knowing how to interact with the group and influence the key players in the group is vital  Some employers are hiring ―the group‖ because of the intrinsic value that they bring together jointly  These teams are measures and paid as a team System Impact & Opportunity Recruitment On-Boarding Workforce Planning Performance Management 26
  28. 28. Being Far More Accurate About the Future • System Impact & Opportunity Simulation and predictive modelling  Greater use of tools that make use of multiple dimensions of data based on people’s usage of data  Predictive modelling will incorporate data owned by employees or associates  The complexity of our work and global environments will see the growth in identifying and managing divergent patterns Recruitment On-Boarding Workforce Planning Performance Management 27
  29. 29. What We’ll Cover • • • • • • The impact of data and HR changes Why self-measurement will impact work life and HRIS Work environment challenges The role of a future HRMS HRMS functionality and UX Wrap-up 28
  30. 30. The Changing HRMS • A resurgence in the capturing of people data  HR/other systems will adapt and expand to include the recording and sharing of new types of data  Traditional HR data is insufficient for our future talent/business decision-making needs  The data recording and sharing activities are likely to be quite different, involving negotiations over ownership of data  The advent of Cloud HR solutions will make the ability to share information a lot easier 29
  31. 31. I Own My Data … But Perhaps We Can Share • The concept of ―My Personal‖ databases will continue to grow  Personal measurement database sites, social network tools, and SaaS storage spaces are driving the creation of online personal databases  Employees and IPros will want work data pushed out to their personal databases to improve their self-awareness and understanding, whilst employers will want employee personal data pulled in to support talent management initiatives and to improve working environments 30
  32. 32. Core HR as We Know It Is Disappearing • • The notion of a core HR system traditionally implied source data and ownership:  Future data will be owned by companies, employees, IPros, and other external bodies with the source being in many different places The new core HR data system will be co-owned and comanaged, becoming an exchange rather than a data repository 31
  33. 33. The New ―Core‖ HR Architecture Filters My Data • • • • • • Personal Data Qualifications Training Jobs Career Salary HR database Company “A” HR database Company “B” 32
  34. 34. The Concept of a ―My Database‖ Tool That Links to a Company HRIS Unique link to my database Different types of data Control data and how it is used 33
  35. 35. ―Hypergration‖ Sharing Data Between an Employee and the Company HR System Using a direct link to see external data Sync data automatically between systems 34
  36. 36. What We’ll Cover • • • • • • The impact of data and HR changes Why self-measurement will impact work life and HRIS Work environment challenges The role of a future HRMS HRMS functionality and UX Wrap-up 35
  37. 37. Functionality and User Experience • • • • • Continual expansion of analytics capabilities Ability to exchange data in sophisticated ways both internally and externally Concepts such as Performance Management will incorporate ―My Personal Data‖ and lines between work and life continue to blur Greater incorporation of multi-media and use of recognition software – implying a dynamic and individual user experience HR system interaction will no longer remain transactionally oriented, but will be dynamic, coowned and managed and include new data types to bolster predictive modelling 36
  38. 38. HR Systems Will Become Embedded and Use Augmented Reality After completing my morning health routine, my data is synchronised with my personal database – which in turn is feeding selected data to other databases, including my current, temporary employer I walk into the office, and the billboard I pass recognises me – it accesses the HRIS and identifies any red flags The billboard pulls up an ―Advert‖ for the local cafe, showing my favourite breakfast snack is available – and that there are 4 left. I walk past the billboard, and voice activate the ―Order and deliver to workstation‖ button, an ―Accept Payroll deduction‖ button appears. I receive my next ―Health Trophy‖ as the HR system is gamified, which will reflect in my Performance appraisal. The system realises I have a heavy schedule and that I've missed eating breakfast – I have a history of being moody and unresponsive if my blood sugar level drops too low As I walk down the passage, I send a voice message to the HRIS via my smartphone (or Google Glass) asking for an additional team member to join the 10:00am meeting – In particular I need someone with marketing skills. I receive 3 options to choose on my phone. My LinkedIn data shared with the HR system provides suggestions based on previous work experience externally. I choose Peter! 37
  39. 39. An Example of SAP Thinking About Augmented Reality 38
  40. 40. What We’ll Cover • • • • • • The impact of data and HR changes Why self-measurement will impact work life and HRIS Work environment challenges The role of a future HRMS HRMS functionality and UX Wrap-up 39
  41. 41. Where to Find More Information • • • www.ere.net/2011/04/18/just-when-you-thought-you-were-coolaugmented-reality-bytes-hr/  Jody Ordioni, ―Just When You Thought You Were Cool, Augmented Reality Bytes HR‖ (ERE, 2011).  Article on augmented reality in HR recruiting www.organisationsolutions.com/Resources/StrategyExecution/Workplace-Transformation-and-the-Changing-Nature-of-Work  Audra Lee, ―Workplace Transformation and the Changing Nature of Work‖ (Organisation Solutions, 2012).  Article on the changing workplace http://marketing.bersin.com/2013-predictions.html  Predictions for 2013: Corporate Talent, Leadership and HR—Nexus of Global Forces Drives New Models for Talent (Bersin by Deloitte, 2013).  Booklet on HR predictions for 2013 40
  42. 42. 7 Key Points to Take Home • • • • • • • Society is creating significant amounts of new data types which could be useful for HR analytics We are experiencing a trend where important HR data is being created outside of our control The working environment is changing rapidly towards a workforce that is not full-time, leading to HR data gaps HR will need to manage IPros and other forms of contractors using shared data Future HR data will be co-owned by the employee Future HR systems will integrate with employee data held in private and controlled storage places HR systems will become incorporated into many more interaction points for employees through new mediums like Google Glass 41
  43. 43. Your Turn! How to contact me: Rob Scott Rob.scott@presenceofit.com.au @robscottinsyd Please remember to complete your session evaluation 42
  44. 44. Disclaimer SAP, R/3, mySAP, mySAP.com, SAP NetWeaver®, Duet®, PartnerEdge, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by SAP. 43

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