Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
In today’s digital age, business practices are shifting from batch to real-time, retrospective to predictive, desktop to mobile, and corporate-driven to people-centric. HR leaders recognize that traditional approaches need to be recalibrated to drive higher levels of employee engagement and better alignment of talent practices with the growth strategy of the organization. Talent acquisition, performance management, and employee engagement are key areas that must be addressed as companies modernize their HR systems and revise their overall approach to managing people.
Join guest speaker Paul Hamerman, Vice President and Principal Analyst at Forrester Research to learn how HR is adapting to the digital age. In this webinar, you will learn how organizations are:
Driving business results with continuous employee performance as an alternative to the annual performance review
Driving higher levels of employee engagement by focusing on six key engagement levers
Transforming talent acquisition by focusing on the candidate experience
Modernizing traditional HR systems to leverage the benefits of cloud and digital experiences.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
In today’s digital age, business practices are shifting from batch to real-time, retrospective to predictive, desktop to mobile, and corporate-driven to people-centric. HR leaders recognize that traditional approaches need to be recalibrated to drive higher levels of employee engagement and better alignment of talent practices with the growth strategy of the organization. Talent acquisition, performance management, and employee engagement are key areas that must be addressed as companies modernize their HR systems and revise their overall approach to managing people.
Join guest speaker Paul Hamerman, Vice President and Principal Analyst at Forrester Research to learn how HR is adapting to the digital age. In this webinar, you will learn how organizations are:
Driving business results with continuous employee performance as an alternative to the annual performance review
Driving higher levels of employee engagement by focusing on six key engagement levers
Transforming talent acquisition by focusing on the candidate experience
Modernizing traditional HR systems to leverage the benefits of cloud and digital experiences.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Digital is not only cash or technology in first of all human. And you have no innovation without intelligence. What is the HR main evolution to the digital ?
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
Digital HR I Best Practices I NuggetHubRichardNowack
Digital HR is a process optimization in which social, mobile, analytics and cloud (SMAC) technologies are leveraged to make human resources more efficient. In other words, it's a tectonic shift in the way Human Resources function. The sole application of new technologies is not what makes HR digital, however.
This document gives insights in digital human resources best practices and strategies. After purchase, you get a ready-to-use presentation in PowerPoint as well as a PDF file.
The presentation shows how an HR organization for the new age has to be set up. Furthermore, it describes approaches to optimize the digital quotient of the HR department, mechanisms, required processes, helpful tools/templates and how the performance can be managed.
We provide you with the following best practices (71 slides each):
- Introduction
- Trends in HR
- Digital HR Frameworks
- Digital Workplace - Frameworks
- Digital Workplace - Methodology
- Organizing new HR
- Human Capital Technology
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Digitization of hr slideshare kenny company 2018 pdf versionWill Yen
In 2016, HR technology funding reached record levels with 402 deals worth approximately $2.2B, more than 5 times the funding in 2012. This innovation in the market place has created a new wave of adoption and digitization by HR organizations.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
New-age HR in times of massive digitizationEdGE NetWorks
According to a McKinsey report, 49 percent of leading companies are investing in digital technology more than their counterparts do, compared with only 5 percent of the laggards. The message is clear – go digital or risk going out of business! Let's learn about new-age HR in times of massive digitization.
"If there is one thing I have learned from working on Machine Learning problems in the People/HR space, it is this: define and structure your problem up front!"
Keith McNulty
Reinventing HR: The Future of HR in these Transitionary TimesRoshan Thiran
We are living in "transitionary times." Just like in the past, transitionary times require different leadership
In this special presentation to HR leaders, I share how the HR function needs to lead, manage, grow and drive the Human Capital function with technology in these complex, transitionary times. It also shares where the HR function is moving towards - as an employee intelligence function.
This was a presentation to the National Human Capital Conference (NHCCE) for the Northern Region in Penang on May 31, 2023
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Digital is not only cash or technology in first of all human. And you have no innovation without intelligence. What is the HR main evolution to the digital ?
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
Digital HR I Best Practices I NuggetHubRichardNowack
Digital HR is a process optimization in which social, mobile, analytics and cloud (SMAC) technologies are leveraged to make human resources more efficient. In other words, it's a tectonic shift in the way Human Resources function. The sole application of new technologies is not what makes HR digital, however.
This document gives insights in digital human resources best practices and strategies. After purchase, you get a ready-to-use presentation in PowerPoint as well as a PDF file.
The presentation shows how an HR organization for the new age has to be set up. Furthermore, it describes approaches to optimize the digital quotient of the HR department, mechanisms, required processes, helpful tools/templates and how the performance can be managed.
We provide you with the following best practices (71 slides each):
- Introduction
- Trends in HR
- Digital HR Frameworks
- Digital Workplace - Frameworks
- Digital Workplace - Methodology
- Organizing new HR
- Human Capital Technology
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Digitization of hr slideshare kenny company 2018 pdf versionWill Yen
In 2016, HR technology funding reached record levels with 402 deals worth approximately $2.2B, more than 5 times the funding in 2012. This innovation in the market place has created a new wave of adoption and digitization by HR organizations.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
New-age HR in times of massive digitizationEdGE NetWorks
According to a McKinsey report, 49 percent of leading companies are investing in digital technology more than their counterparts do, compared with only 5 percent of the laggards. The message is clear – go digital or risk going out of business! Let's learn about new-age HR in times of massive digitization.
"If there is one thing I have learned from working on Machine Learning problems in the People/HR space, it is this: define and structure your problem up front!"
Keith McNulty
Reinventing HR: The Future of HR in these Transitionary TimesRoshan Thiran
We are living in "transitionary times." Just like in the past, transitionary times require different leadership
In this special presentation to HR leaders, I share how the HR function needs to lead, manage, grow and drive the Human Capital function with technology in these complex, transitionary times. It also shares where the HR function is moving towards - as an employee intelligence function.
This was a presentation to the National Human Capital Conference (NHCCE) for the Northern Region in Penang on May 31, 2023
The 10 best performing HR technology solution providers 2018 Merry D'souza
In this issue of “The 10 Best Performing HR Technology Solution Providers 2018”, we have brought those organizations that have made a thumping impression all across the globe with their cutting-edge HR technology solutions. On the cover we have highlighted “Infomart” which is a global identity and background screening company with almost three decades of experience in providing companies the information that they need to make informed business decisions.
Rewriting the rules for the digital age2017 Deloitte Global .docxmalbert5
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
COVER AND CHAPTER ILLUSTRATIONS BY LUCIE RICE
Start exploring with an
augmented reality journey
Get a new perspective on the 10 Global Human
Capital Trends for 2017 by downloading the free
Aurasma app from your preferred app store.
Once you have downloaded the app, launch
your AR journey by holding your tablet or phone
over the report cover.
Deloitte’s Human Capital professionals leverage research,
analytics, and industry insights to help design and
execute the HR, talent, leadership, organization, and
change programs that enable business performance
through people performance. Visit the Human
Capital area of www.deloitte.com to learn more.
Rewriting the rules for the digital age
PREFACE
WELCOME to Deloitte’s fifth annual Global Human Capital Trends report and survey. This year’s report takes stock of the challenges ahead for business and HR leaders in a dramatically changing digital, economic, demographic, and social landscape. In an age of disruption, business and HR
leaders are being pressed to rewrite the rules for how they organize, recruit, develop, manage, and engage the
21st-century workforce.
This workforce is changing. It’s more digital, more global, diverse, automation-savvy, and social media-
proficient. At the same time, business expectations, needs, and demands are evolving faster than ever before.
While some view this as a challenge, we see it as an opportunity. An opportunity to reimagine HR, talent, and
organizational practices. An opportunity to create platforms, processes, and tools that will continue to evolve
and sustain their value over time. An opportunity to take the lead in what will likely be among the most signifi-
cant changes to the workforce that we have seen.
Hence, our call for new rules for HR in the digital age.
The 2017 report began last summer with us reaching out to hundreds of organizations, academics, and practi-
tioners around the world. This year, it includes a survey of more than 10,000 HR and business leaders across
140 countries. The report reveals how leaders are turning to new organizational models that highlight the
networked nature of today’s world of work; innovation-based HR platforms; learning and career programs
driven by social and cognitive technologies; and employee experience strategies that put the workforce at the
center. The report closes with a discussion of the future of work amid the changes being driven by advances in
automation and an expanded definition of the workforce.
We are pleased to present this year’s Global Human Capital Trends report and survey and look forward to
your comments. 2017 is positioned to be a year of change as we all manage new levels of transformation and
disruption. The only question now is: Are you ready?
Brett Walsh
Global leader, Human Capital
Deloitte LLP
Erica Volini
US leader, Human Capital
Deloitte Consulting LLP
CONTE.
The FIRM & IBM event THE FUTURE OF WORK IS HERE: Is the people function 'fit ...Emma Mirrington
This presentation will look at what you need to consider in order to ensure that the Resourcing/HR function can deliver the talent-based solutions both today and in the future. Key points will include:
• A brief overview of the Future of Work trends being seen in 2017
• What challenges will this create from business leaders and the workforce in our organisations?
• What does this mean for the Future of HR (technology adoption, new talent practices, new ways of acquiring talent etc.)?
People — Not Just Machines — Will Power Digital InnovationCognizant
As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
The key of the transformation process is HR, we have to pay more attention in this department because can be crucial in the digital transformation of our companies.
3. HR Transformation 1.0
HR Operations
(75%)
HR Transformation
Organization
Effectiveness
(20%)
Business
Strategy (5%)
HR Operations
(10%)
Current HR Service
Profile
Targeted Future HR
Service Profile
INTEGRATION
TECHNOLOGY
PROCESSES
PEOPLE
HR
Strategic Partner Change Agent
Administrative Expert Employee Champion
Design and implement HR
programs that align / fit with the
business vision
Active Role in setting
strategic direction
Create cross-functional
collaboration & organization
readiness to accomplish change
initiative & performance results
Effective Transformation
& Change
Continue improvement of the HR
Process to Optimize operational
efficiencies & employee self- service
Process Optimization
& Efficiency
Develop employee competences
with continuous skills & knowledge
management; foster achievement /
performance recognition programs
Motivated &
Competent Personnel
Business Strategy
(50%)
Organization
Effectiveness
(40%)
4. HR Transformation 1.0
Business Partners Shared Services Center of Expertise
Establish relationships with customers
– line /business unites
Contribute to business unit plans
Develop organizational capabilities
Implement HR practices
Represent center HR
Log needs and coordinate HR services
Front Office
Deliver HR services
Manage routine processes effectively
and efficiently
Often using a single HRIS, intranets to
provide basic information and call
centres for specific queries
May be outsourced
Back Office
Create HR frameworks
Develop and introduce strategic HR
initiatives
Specialized areas such as
compensation and benefits, employee
relations, learning and development,
talent management, OD, staffing,
diversity, and workforce planning
Often depend on the business partners
to roll out programs to the business
Human Resources Has Made Significant Progress In Transforming
Itself…. But With What Results….
5. The Report Card
CEO view
58% of CEO’s state lack of business acumen is biggest issue
with HR (Hewitt Associates)
Line Manager view
58% of the line manager’s believe HR lacks the capability to
develop strategies aligned with business objectives (McKinsey)
Global Study
HR is not making the grade as companies move away from HR as
people administration, to a focus on people performance (Deloitte
2014)
87% of global workers are not engaged in their jobs (Gallup 2013)
34
%
Of CEOs felt that HR was
well-prepared to capitalize
on transformational trends
CEOs feel their HR isn’t ready for the task ahead
when asked how well- prepared the major
functions in their business were to capitalize on
transformational trends, only 34% felt their HR
was well- prepared end 9% said if was not
prepared at all.
HR Has Much To ProveOnly
6. The Report Card
First Generation HR Transformation Report Card
Reduce Cost B
Streamline technology B
Manage People Globally C
Shift HR focus from administration to
strategy D
Human Resources Function Is Struggling To
Meet The Challenges Of Today’s Business
8. This Turbulent Environment Has A Name…..
An “Adaptive Response” is the only Way in VUCA World
For Volatility
Frequent and sudden
changes
For Uncertainty
Unpredictable patterns
of change
For Complexity
Complex problems and
opportunities co-exist
For Ambiguity
Contradictions and
confusion – unsettling
scenarios.
V U C A
9. The VUCA Impact
States of Organization
Tightly Coupled
Physical coupling of people and
process
Hybrid
Combination of physical and virtual
coupling of people and process
Loosely Coupled
Virtual coupling of people and process
INFORMATION
Hierarchy To Wirearchy
10. Technology is everywhere & ……..
Learning to scale, reason with purpose and interact with human naturally
Social, Mobile, Analytics &
Cloud
Creating new standards of
engagement, collaboration and
networking
Artificial Intelligence,
Cognitive & Robotics
Massive impact on workflow
automation and mass personalization
Big Data and Automation
Ability to process multivariable
algorithms resulting in accurate
predictability, forecasting and
scenario analysis
11. Technology Impact… Business Models will change @ particular
information levels just like natural element changes its form at melting point.
In Nature In Business
Platinum 3,220⁰ Energy
Iron 2,800⁰ Utility
Nickel 2,651⁰ Manufacturing
Aluminum 1,221⁰ Travel
Zinc 787⁰ Healthcare
Lead 621⁰ Life Science
Tin 449⁰ Retail Banking
Sodium 208⁰ Insurance
Water 32⁰ News
Bromine 19⁰ Book Retailing
Mercury -38⁰ Movie Rentals
Chlorine -150⁰ Personal Communications
Nitrogen -346⁰ Maps
Hydrogen -434⁰ Research / Encyclopedia
Helium -458⁰ Classified Ads
RoomTemperature
Today’sInformationLevel
F
13. THE NEXT
INDUSTRIAL AGE
Laying foundations of the
Knowledge Corporate
Model
SOCIAL,
MOBILE, CLOUD,
ANALYTICS
AI, COGNITIVE,
ROBOTICS
BIG DATA,
AUTOMATION
14. The New Workforce…..
Man (Women) & Machine Collaborating will the New Workforce
Multi Generational
Always On the Move & Mobile Workforce
Multi Cultural Robotics Millennials
15. Millennial Expectations Are Changing Work
Workforce Impact
Millennials make more than 60% of the workforce
Germany, Japan, and even China and US will soon have
negative population growth.
41% workforce in US is Contingent Workforce, growing @1%
every year.
Long Term is less
than 2 yrs, Normal is
7 months
Job Hopping and Career
Shifts are new normal
Learning is the key to
retention
Their “ Team Mates ”are
the most important
people at work
Expect Feedback
weekly and
progression
annually
17. The Reality…
Industry
Widget
Winners
Digital Winners Tipping Points
Book Retailing Borders Amazon
Borders Bankrupt 2011: Amazon market Cap, $99
Billion.
Movie Rentals Blockbuster Netflix
Blockbuster bankrupt 2011: Netflix Streaming Volume
Exceed Rentals in 2012 and Constitutes one- quarter
of U.S, Internet Traffic.
Mobile Phone Nokia Apple, Google
Nokia Market share at 1997 level, 3% of peak market
cap, $215 Billion.
Online
Communication
Platform
AOL Facebook
AOL value 95% from peak: Facebook Market Cap,
$48 Billion.
Photographs Kodak Flicker, Shutterfly Kodak Files for Bankruptcy in early 2012
Maps Rand McNally
TomTom,Garmin,
Google
Garmen Market Cap, $7 Billion.
18. The Reality…
In 2012, there were more than 10 times as many photographs taken than in
1992 and yet Kodak filed for bankruptcy
More news is being generated on a daily basis than ever and yet the Los
Angeles Times is bankrupt, The New York Times debt sits at junk status
Book Sales increased 27% in 2011 in the US alone and yet BORDERS
BOOKS Collapsed!
Encyclopedia Britannica Wikipedia
Year founded 1768 2001
Articles 65,000 4,086,999*
Languages 1 271
Words 40 million 2 billion
Updated Annually Real-time
Mistakes per article 2.92 3.86
Cost $729 Free
19. But Will These Jobs Really Go Away?
Of today’s jobs are predicated to be gone in 10
years ( Oxford Research Institute )
No, They Simply Change.
53
%
Up to
The Prediction……
20. Business Leaders Are Worried
Leaders not getting new
digital skills 6X more
likely to leave their org
within the next year
Believe digital will
disrupt their
industry
Whole new talent
base is needed to
compete
Organizations are not
correctly structured to
operate in this new
environment
Need a whole new
talent base to
compete
Don’t have the
right leaders
92%
87%
70%
6X
87%
70%
11%
Believe they the right
skills to compete
Only
21. Human Resources Response….
Integrated Solutions
Provider
Business Alignment &
Outcomes
New Innovative
Practices & HR
Infrastructure
Workforce Enter
Millennial Generation
HR TRANSFORMATION WAVE 2.0
22. New Transformation Principles
1
HR must be adaptive… & Responding
to Business Problems
2
From Silo Working to Supply
Chain Model
3
Must Become Data Driven &
Forward Looking”
4
Speed, Agility & Responsiveness
must match other parts of the
business environment
23. New Transformation Principles
5
One Size Fits All is Dead, Mass
Personalization is the key to success
6It is all about “Experience, Personal
learning , Reinvention & Fun”
7
Embrace Technology as a
enabler and partner
24. Innovative HR Practices
Data will proactively forecast people
challenges, issues and trends so
damage control can be done before the
event for effective talent management
Workforce planning will
become continuous,
collaborative, analytics driven
instead of annual exercise
Talent Acquisition Platform
manages employee referrals,
internal mobility and employer
branding in one solution power
with predictive intelligence,
process automation & real time
performance dashboard.
Simulations &
Gamification for
assessing the “best fit”
Performance assessment,
feedback and coaching
will become real time,
resolving issues quickly
Personalized
management of employee
based on their motivation
profile will increase
25. Innovative HR Practices
Compensation adjustment decisions will be
based maximum impact – maximum pay
Learning will be more and more anytime & any where.
MOOC ( Massive Open Online Courses)
Simulation, Gamification Driven
Embedded and Intelligent learning
Leadership assessment and development will
be more real time data based than core
psychological model based
Recognition will become data driven.
Metrics for recognition will emerge based
on company value and behavioural drivers
Career Mobility will assume “network
shape rather than vertical growth
Transactional HR activities will be
outsourced to service providers or driven
by self service platforms
26. New Rules Of Culture & Engagement
Dynamic measurement of
engagement as opposed
to static measures will be
required
Retention analysis
based on social data
activity analysis
Culture that accelerates team
work, breaks silo and keeps
connected
Use of social network will grow to
engage employees and further support
the building of employer brand
Career navigation
opportunities, building
relevant networks that
help employee complete
tasks successfully
Culture which instils
pride, respect and
happiness
27. Building The HR Infrastructure
Personal credibility, ability to change and reinvent
will become key to success
Predictive Data Analysis will drive decision making
in all HR practices
CoE and shared services model will change shape from
functional silos to integrated comprehensive solution provider
Web application first to Mobile application first
HR will necessarily have to learn the business well and
learn the language of business- finance very well
More line managers will shift to HR roles
28. The Future Is Now
And It’s All About People
…Reinvent HR…Recreate Possibilities
29. Thank You
Secondary Research Sources & Acknowledgement
Google Search
Cognizant Technologies
KPMG,Deloitte,PwC & other similar firms