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robscottinsyd
robscottinsyd
Rob Scott 
Global Lead: HR Strategy 
& Innovation 
robscottinsyd
robscottinsyd 
The HR benefits of colliding Social, 
Gamification and Mobile platforms
We’re talking a “Big Smash” 
2 000 000 000 000 000 000 000 
robscottinsyd 
TWO QUADRILLION 
• The amount of (megabytes) in...
We’re Talking “Big Smash” 
robscottinsyd
Todays 
Insights 
AGENDA 
robscottinsyd 
 THE AXIS OF WORKFORCE AND WORKPLACE CHANGE 
 Social tools 
 Gamification 
 M...
Where is HR on the digital divide 
Narrow view of digital 
transformation. 
robscottinsyd 
Automated just about every 
asp...
Marketing: HR can learn from their journey 
robscottinsyd
robscottinsyd 
The impacts on HR 
elements 
40
Ab 
Align to 
business goals 
robscottinsyd 
A 
Analytics 
Gs 
Next-Gen 
Strategy 
Hs 
HR Strategy & 
Governance 
Is 
Indu...
Ab 
Align to 
business goals 
robscottinsyd 
A 
Analytics 
Gs 
Next-Gen 
Strategy 
Hs 
HR Strategy & 
Governance 
Is 
Indu...
Social 
robscottinsyd 
SOCIAL TOOLS 
VS 
SOCIAL MEDIA 
THE WISDOM 
OF THE 
CROWD 
The concept of 
CONTROL must 
be rethoug...
Social IMPACTS FOR HR 
robscottinsyd 
Business to 
consumer 
Location based 
campaigns 
Short-life content 
#Tag consolida...
Social 
robscottinsyd 
The digital immigrants have now 
caught up to the digital natives – 
we are now all digital citizen...
Social 
robscottinsyd 
47% 
Millennials who say a 
prospective employer’s 
digital reputation 
matters as much as the 
job...
Gamification 
robscottinsyd 
“The gamers are here!”
Gamification Gamification in the business context is 
robscottinsyd 
taking the game mechanics/psychology 
- attributes li...
robscottinsyd 
Building blocks of a great game: 
Gamification 
Challenge Progress 
Status Reward 
Social, Networked & Expr...
Gamification 
robscottinsyd 
It’s not new 
New formats 
Range of HR uses
Gamification 
robscottinsyd 
Finding the right 
“Flow” 
Find your gaming 
language 
Process impact 
Breaks the ice 
Flexib...
Mobility 
robscottinsyd
Mobility LOCATOR 
robscottinsyd 
INTERNET 
OF 
THINGS 
NO 
TOUCH 
WEARABLE 
THE 
SOCIAL 
‘HUB’ 
> TAILORED CO-CONNECTED EV...
The Power 
of 3 
robscottinsyd 
MOBILE
The Power 
of 3 
robscottinsyd 
THE SYNERGY OF THESE 3 TOOLS IS CREATING: 
• A Fundamentally different working framework 
...
The Power 
of 3 After jumping from 52% in 
robscottinsyd 
2011 to 74% in 2012, 73% of 
this year’s survey respondents 
say...
The Power 
of 3 IN A DIGITAL HR WORLD, THE MOST RELEVANT 
robscottinsyd 
AND USEFUL DATA WILL BE CREATED OUTSIDE 
OF CURRE...
The Power 
of 3 DIGITAL HR WILL HAVE A SIGNIFICANT IMPACT 
robscottinsyd 
ON PROCESS AND STANDARDISATION 
• Process and st...
The Power 
of 3 THE FUTURE HR TECHNOLOGY POSITION 
robscottinsyd 
• Source of truth 
• Core data 
• Temporary store 
for s...
The Power 
of 3 
robscottinsyd 
A FUTURE LEAVE SCENARIO 
The “Siri” voice indicates that it 
has checked my online diary a...
The Power 
of 3 HR AS 
robscottinsyd 
SOCIAL,MOBILE AND GAMIFICATION ARE CREATING NEW TRENDS 
MIDDLEMAN 
SEPARATE HR 
ACTI...
The Power 
of 3 
robscottinsyd 
Custodian to 
coach 
HOW DO YOU FEEL? 
Structure & size 
of HR 
Administrator to 
data min...
Wrap-up & 
Questions 
robscottinsyd 
KEY TAKE AWAYS 
• Social, Mobile and Gamification are tools with great 
potential for...
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Smash: social, gamification and mobile impacts for HR

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A presentation at the AHRI 2014 conference in Melbourne, Australia. This presentation is about the impacts of Social, gamification and Mobile in achieving HR transformation

Published in: Recruiting & HR
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Smash: social, gamification and mobile impacts for HR

  1. 1. robscottinsyd
  2. 2. robscottinsyd
  3. 3. Rob Scott Global Lead: HR Strategy & Innovation robscottinsyd
  4. 4. robscottinsyd The HR benefits of colliding Social, Gamification and Mobile platforms
  5. 5. We’re talking a “Big Smash” 2 000 000 000 000 000 000 000 robscottinsyd TWO QUADRILLION • The amount of (megabytes) information mankind broadcasts annually through TV, radio, newsprint, post, e-mail, 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
  6. 6. We’re Talking “Big Smash” robscottinsyd
  7. 7. Todays Insights AGENDA robscottinsyd  THE AXIS OF WORKFORCE AND WORKPLACE CHANGE  Social tools  Gamification  Mobile  THE POWER OF 3  The impacts on HR and HR technology  WRAP UP & QUESTIONS
  8. 8. Where is HR on the digital divide Narrow view of digital transformation. robscottinsyd Automated just about every aspect of its customer experience.
  9. 9. Marketing: HR can learn from their journey robscottinsyd
  10. 10. robscottinsyd The impacts on HR elements 40
  11. 11. Ab Align to business goals robscottinsyd A Analytics Gs Next-Gen Strategy Hs HR Strategy & Governance Is Industry SWOT Mm Measurement Rm Risk Management Vm Leadership & Value Motive Ws Workforce Segmentation Cs Compensation Gm Goal Management Ob On-boarding R Talent Acquisition Sp Succession Planning Sw Workforce Planning Cr Core HR Information Pr Payroll & accounting Pos Position Management Ta Time & Attendance S Scheduling Cp Career Planning Cwm Contingent Workforce Ld Learning & Development Pm Performance Management M Mobility (Global/local) Ksa Knowledge, skills,attributes Od Organisation Design Sc Social, Collaboration & Gamification Ev Employee Value prop. Mc Mentoring & Coaching Vr Variable Reward Wh Workplace Health Cm Change Management C Culture Dm Delivery Model Sv Shared Values Sl Style E Ethics D Diversity Eb Employer Brand STRATEGY TACTICAL SOLUTIONS OPERATION SOLUTIONS ENVIRONMENT STIMULANTS BONDS 40
  12. 12. Ab Align to business goals robscottinsyd A Analytics Gs Next-Gen Strategy Hs HR Strategy & Governance Is Industry SWOT Mm Measurement Rm Risk Management Vm Leadership & Value Motive Ws Workforce Segmentation Cs Compensation Gm Goal Management Ob On-boarding R Talent Acquisition Sp Succession Planning Sw Workforce Planning Cr Core HR Information Pr Payroll & accounting Pos Position Management Ta Time & Attendance S Scheduling Cp Career Planning Cwm Contingent Workforce Ld Learning & Development Pm Performance Management M Mobility (Global/local) Ksa Knowledge, skills,attributes Od Organisation Design Sc Social, Collaboration & Gamification Ev Employee Value prop. Mc Mentoring & Coaching Vr Variable Reward Wh Workplace Health Cm Change Management C Culture Dm Delivery Model Sv Shared Values Sl Style E Ethics D Diversity Eb Employer Brand STRATEGY TACTICAL SOLUTIONS OPERATION SOLUTIONS ENVIRONMENT STIMULANTS BONDS SOCIAL GAMIFICATION MOBILE
  13. 13. Social robscottinsyd SOCIAL TOOLS VS SOCIAL MEDIA THE WISDOM OF THE CROWD The concept of CONTROL must be rethought. Social challenges the fundamental principles of “Who, What, When, Why and How”
  14. 14. Social IMPACTS FOR HR robscottinsyd Business to consumer Location based campaigns Short-life content #Tag consolidates knowledge Measure & impact Applicants and staff have the same expectations as consumers. Big data lets new jobs find you before you even know you are looking. The concepts of sharing information that cannot be stored. It has limited shelf-life. The #tag is the common thread for knowledge management and sharing. Social tools are creating measures that can be used for assessments.
  15. 15. Social robscottinsyd The digital immigrants have now caught up to the digital natives – we are now all digital citizens. The fastest growing demographic on Google+ is 45-54 and on Twitter it is 55-64! “ ”
  16. 16. Social robscottinsyd 47% Millennials who say a prospective employer’s digital reputation matters as much as the job it offers 31% Willing to spend their own money on a new social tool if it made them more efficient at work 80k Adobe Management hours saved by replacing old PM process with Social “Check-ins”. Attrition at low of 6.7% 45% SHRM45% of human resources leaders don’t think annual perform reviews are accurate appraisal We have matured in understanding how to make Social part of the real world and not one that remains in the augmented reality world
  17. 17. Gamification robscottinsyd “The gamers are here!”
  18. 18. Gamification Gamification in the business context is robscottinsyd taking the game mechanics/psychology - attributes like puzzles, play, transparency, design and competition—and applying them to real-world business processes, such as on-boarding, learning, development, PM and health & wellness. “ ”
  19. 19. robscottinsyd Building blocks of a great game: Gamification Challenge Progress Status Reward Social, Networked & Expressive
  20. 20. Gamification robscottinsyd It’s not new New formats Range of HR uses
  21. 21. Gamification robscottinsyd Finding the right “Flow” Find your gaming language Process impact Breaks the ice Flexibility The balance between distraction and achieving a business objective. Trivial names like “Ninja Player” and “Achiever” must fit your company culture. More processes than you think are impacted when gaming is introduced. Gaming elements are often the first tools used for interaction. The name of the new game is personalisation not standardisation.
  22. 22. Mobility robscottinsyd
  23. 23. Mobility LOCATOR robscottinsyd INTERNET OF THINGS NO TOUCH WEARABLE THE SOCIAL ‘HUB’ > TAILORED CO-CONNECTED EVOLVED ECOSYSTEM INTIMACY OPTIONS NON-SQL & DEEP LEARNING Mobile devices now account for over a billion job searches per month. Seventy percent of job seekers using mobile act within an hour as compared to 30% of job seekers using a PC. 68% of job seekers use a mobile to job search, but only 20% of companies are [M] optimised > Apps will grow and applications PERSON TO COMPUTER will shrink > Apple & Android app stores both exceed 1 million apps > In 2014 86% of mobile activity is through an app, up from 80% in 2013 > Business apps are 6th most popular Augmented Sensory Gestures WORK ‘HUB’ AUGMENTED REALITY Still Value in at the stake beginning until stages 2020 PERSON ($14T) TO PERSON The Internet of Things in its most basic form is where products and items are connected online to each other and to humans > 10B things (0,06%) currently connected out of 1.5T Togetherness Performance Healthcare Emotion Bespoke Decisions Alert/Prevent Authenticate PSFK Future Of Wearable Tech Report – Jan 2014 Research firm ABI estimates industry will hit $6 billion by 2018. > 2020 - 80% of health Google insurance premiums use analytic Ingress will data collected by wearable health monitors > Data from wearable devices will drive 5% of sales from Fortune 1000 companies by 2021.
  24. 24. The Power of 3 robscottinsyd MOBILE
  25. 25. The Power of 3 robscottinsyd THE SYNERGY OF THESE 3 TOOLS IS CREATING: • A Fundamentally different working framework • Long digital “Trails” – information that can be tracked, integrated and analysed • Greater integration and flexibility • An empowered employee with a stronger voice and ability to participate and create their work environment The “Power of 3” will disrupt, but it’s not necessarily a bad thing for HR transformation
  26. 26. The Power of 3 After jumping from 52% in robscottinsyd 2011 to 74% in 2012, 73% of this year’s survey respondents say that social business is important or somewhat important today. Nearly 90% see its importance on a three-year horizon. “ ”
  27. 27. The Power of 3 IN A DIGITAL HR WORLD, THE MOST RELEVANT robscottinsyd AND USEFUL DATA WILL BE CREATED OUTSIDE OF CURRENT HR SYSTEMS Data & integration are paramount ANALYSING A WIDE ARRAY OF NON-HR DATA ON PEOPLE’S LIVES TO CREATE STATISTICALLY VALID PREDICTORS OF PERFORMANCE AT WORK SUCCESSFACTORS, AN SAP COMPANY, TRACKS EMPLOYEES’ SEARCHES OF EXTERNAL BLOGS OR PODCASTS TO SHOW EXECUTIVES HOW AND WHAT EMPLOYEES ARE LEARNING. The ability to take initiative is a far better predictor of high performance on the job than stellar academic records from prestigious schools
  28. 28. The Power of 3 DIGITAL HR WILL HAVE A SIGNIFICANT IMPACT robscottinsyd ON PROCESS AND STANDARDISATION • Process and standardisation are necessary to compensate for HR systems limitations and application of control • Data and insights from a digital HR world will eventually trump process in terms of importance • The ability to statistically determine the key drivers of performance based on hard data, may become much more important than generalized rewards, development, or learning processes
  29. 29. The Power of 3 THE FUTURE HR TECHNOLOGY POSITION robscottinsyd • Source of truth • Core data • Temporary store for shared data • “Key rules” • A platform • A trigger
  30. 30. The Power of 3 robscottinsyd A FUTURE LEAVE SCENARIO The “Siri” voice indicates that it has checked my online diary as well as my partners diary and there seems to be a “perfect week” gap. I indicate that I would like to take the leave, and ask Siri to put it in our diaries and confirm once it is done. A few minutes later it confirms the leave entry and ensures all parties are notified appropriately. While doing some staff planning, my manager notices that I have some bench time for a few weeks. He hits the “auto leave approve” button for that time-period to allow for me to take leave without waiting for approval. While I’m doing an AR training course on “reaction time” while driving to work with my google glasses, the data that it collects as well as information that it has derived from my other social activities on Yammer, LinkedIn, Klout and Facebook cause the programme to interrupt and “suggest” that I need some rest time and that it has been pre-approved.
  31. 31. The Power of 3 HR AS robscottinsyd SOCIAL,MOBILE AND GAMIFICATION ARE CREATING NEW TRENDS MIDDLEMAN SEPARATE HR ACTIVITIES VALUE BY HR RIGID BOUNDARIES EMPLOYEE CONTROLED INTERWOVEN VALUE BY CROWD CHOICE HR OWNS DATA HR BORROWS DATA
  32. 32. The Power of 3 robscottinsyd Custodian to coach HOW DO YOU FEEL? Structure & size of HR Administrator to data miner Implement HR tools to interface builder Standardisation to Personalisation Customised & targeted offerings
  33. 33. Wrap-up & Questions robscottinsyd KEY TAKE AWAYS • Social, Mobile and Gamification are tools with great potential for HR • Like all thinks they require a strategy & plan to make them effective • Don’t get caught up in your own fears of technology or that HR is the custodian of people practices THANK YOU

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