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HR Webinar: Technology Opens New Paths for HR and Business
The document discusses the evolving role of HR in leveraging technology for business agility and workforce management. It emphasizes the importance of collaboration, data-driven insights, and proactive strategies to enhance employee engagement and organizational performance. Additionally, it highlights the significance of adapting HR practices to align with modern workforce expectations and the integration of technology into various HR functions.
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HR Webinar: Technology Opens New Paths for HR and Business
- 1. Technology Opens New Pathsfor HR and Business May 30, 2019
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- 4. How to earncredit Stay on the webinar, online for the full 60 minutes Be watching using your unique URL Program codes delivered by email, to registered email, approximately 30 days following today’s session
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- 6. Nov Omana, HRIP CEO/Founder– Collective HR Solutions, Inc. HR Technology Expert Twitter handle is #hrtechxprt Experience in the HR and Technology arena for over 40 years Known for his thought leadership on leveraging technology with a reputation for “connecting the dots” between technologies Working closely with Start-up vendors, consulting on the HR buying trends, technology trends Frequent keynote presenter, moderator, or contributor for HR associations’ presentations Sought by media and investors for opinions on the industry in general and for insight on technology and HR trends. Serves on several Boards, including: • International Human Resources Information Management (IHRIM) Board of Directors • Chairman of the Technology Review Council • DisruptHR San Francisco Founding team • Advisor to the Oracle HCM User Group Board • SEVAExhchange Advisory Board • CollabWorks Talent Leadership Team Certified Human Resources Information Professional, HRIP
- 7. INTERNAL USE ONLY •BusinessAgility •HR and Culture •Worker Life Cycle – Technology Leverage Points •Considerations for the Future Topics
- 8. INTERNAL USE ONLY 1.Sustain market share or stay competitive 2. Innovation is a key differentiator 3. Workforce readiness 4. Culture and reputation in business 5. Partner eco-system – alignment in the market Business Agility
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- 10. INTERNAL USE ONLY •HR strategy is not insular rather creating the environments that support this enterprise collaboration • Measurement of the plan execution is like Performance Management for the organization • Teams are measured in supporting the Pillars • Understanding risks and impacts • Seeking opportunities to leverage other team efforts • Communicative and collaborative • THERE ARE NO INDIVIDUAL WINNERS OR LOSERS, JUST ACCOMPLISHMENTS OF THE ORGANIZATION Just3Things – example of Enterprise Collaboration
- 11. INTERNAL USE ONLY Bunch.ai:Real Time People Insights Culture. Quantified. • Real-Time People Insights based on data from Slackand other tools (no survey necessary). • Public messages are analyzed with AI to give KPIs around culture, engagement, and productivity. • Connects People KPIs to business metrics and offers tailored action plans to drive meaningful improvements.
- 12. INTERNAL USE ONLY WhenHR both advocates for and models agility, they ensure that strategies, organizations, and individuals anticipate and adapt to dynamic change as fast as the change occurs. - David Ulrich, 2019 O Workforce – Appeal & Impact
- 13. INTERNAL USE ONLY •HR needs to be part of Strategy • HR is the Custodian of Culture • HR is the oversight of the workforce • HR remains cognizant of compliance • HR needs to be proactive in aligning the workforce • HR can provide agility and responsiveness • HR is the advocate of TECHNOLOGY Assumptions about HR
- 14. INTERNAL USE ONLY •People want to do well in their life • People want to be given opportunity to grow to their satisfaction • People want to be fairly rewarded for their efforts • People want to be included and consulted for their ideas • People want to be recognized for their contributions • People want flexibility in their life • People seek to reduce obstacles, create a comfortable environment • People, when working together, can accomplish more than an individual • People will always be needed, despite technology Assumptions about the Workforce
- 15. INTERNAL USE ONLY •Where do I work - anywhere • What do I do – tasks that you do BEST • How do I do it – self-directed • What are my deliverables – timeliness and quality • Who can help me - everyone • Where do I learn – the enterprise • Who do I report to – team leader for the task • How do I ensure security and a safe environment – inclusion/diversity are part of culture • How do I communicate – whatever medium you prefer • How will I be evaluated – on your deliverables and impact on others • What will I receive – respect, rewards, and opportunities Worker Life Cycle considerations – HR shifts in thinking
- 16. INTERNAL USE ONLY WhatWould YODA Do? USE THE FORCE, of technology! Naturally!
- 17. INTERNAL USE ONLY DataGathering Virtual Data Warehouse – Data Lake System of CULTURE (Social Enterprise) System of Record • Data Collection • Data Integrity • Privacy • Transparency • Trust • Compliance WORKER LIFE CYCLE Workforce Information Asset
- 18. INTERNAL USE ONLY •HQ – open space • Remote – Home • Remote – Shared spaces • Assets – equipment, storage, • Connectivity/Communication • Equipment • Peers • Management • Cultural style for meetings – inclusion, attention, diversity, safe • Productivity and measurement • Examples – WeWork, Regus, GoTo Meeting, Zoom, Skype Work Environment
- 19. INTERNAL USE ONLY •BRANDING – the Candidate Experience • Sourcing in new Sectors and places • Job Descriptions are dying • Artificial Intelligence in matching • Robotics - Chatbots • Behavior, Expertise, Skills, and Potential Matching • Tying Recruiting thinking into the Current Workforce – Are you in the right job? • Hold those resumes – match to new opportunities • Examples - VideoMyJob, TextIO, Intro30, Dotin, TalentClick, SmashFly, Gloves that change sign language into text/speech, Glasses that tell you what you are seeing Recruiting
- 20. INTERNAL USE ONLY •Early in the hiring process • Stronger alignment – part of the team • Video, electronic, self-supported, notifications of “To Do” • Initiated WHENEVER there is a change in the worker • Positions • Management • Relocation • Examples – WebOnBoarding, WorkBright Onboarding - PreBoarding
- 21. INTERNAL USE ONLY •Tied to accomplishments • Recognition • Career oriented • Succession planning vs. Career Development • Long term planning of financial wealth • Benchmarks internally and externally • Examples – Curo, Payscale, Insights, Fuel50 Total Rewards and Performance
- 22. INTERNAL USE ONLY •Physical, Emotional, Mental, Financial, Legal • Technology plays a LARGE part in this • Assisting and recommending areas needing attention • Aggregated information will yield better workforce insights • Gear programs that are universally accessible (global) • Examples – PayActiv, Whil, League, FitBit embedded clothing/accessories Wellness
- 23. INTERNAL USE ONLY •Portals, notifications, videos, transparency, all levels • Self-directed, OnDemand • Generational presentations • Learning Patterns accommodated • Career Development is cultural • Emotional Touch points - frequent • Examples – TrustSphere, Perceptxy, Waggl, CrowdoScope, CultureIQ, Bunch.AI Engagement - Communication
- 24. INTERNAL USE ONLY 2018Survey
- 25. INTERNAL USE ONLY •Generational • Learning styles – quick insights to deeper insights • Tribal knowledge captured • Continuing – On Demand • Behavioral assessment and change • Delivered what, when, and how • Failure IS AN OPTION – learning through experiential reality • Virtual, Augmented, Mixed Reality • Examples – Mursion, CornerStone, Bridge, WalkMe, Plural Learning = Knowledge Management
- 26. INTERNAL USE ONLY •HR data vs. Enterprise data • Dashboards–digitization of data–delivered on multi-devices • Predictive Analytics • Benchmarks • Storytelling • Analytics should raise additional questions • Data Protection Officer - GDPR • Examples – Ingentis, Visier, Tableau, Perception Analytics – Data Visualization
- 27. INTERNAL USE ONLY •Populations with desire to donate time/effort • Retirees (RETRYMENT COMMUNITY) • Millennials • Out of work or transitioning individuals • Part-time (stay at home, students) Volunteerism – a new workforce
- 28. INTERNAL USE ONLY Whatis Timebanking? Volunteer One Hour Receive A Time Credit ● A senior citizen might tutor a child for an hour, earning 1 time credit. ○ They might spend that credit for help in their home, running errands, or getting a ride to a doctor’s office. ● A Boy Scout might earn 30 credits working on an Eagle Scout service project. ○ They might then donate those 30 credits to a community center, doubling the impact of their service time. ● A Community Center might donate time credits to their neediest members.
- 29. INTERNAL USE ONLY SevaExchange- Volunteer Management Actionable Data and Reporting that Volunteer Managers Need 1. Who is available? 2. How active are they? 3. How many volunteers are likely to come? 4. What do my community members need most? 5. What do my volunteers like to do most? 6. Do volunteers prefer large group projects or 1:1 service? 7. Is my yield per volunteer increasing or decreasing?
- 30. INTERNAL USE ONLY •Comprised of for-profit companies committed to sustainability- related initiatives that lie at the center of their business model • Born out of the desire to drive the systemic change necessary to create a more social and environmentally beneficial economy • Governed by B Lab - certification • B Corp movement aims to redefine success in business, whereby corporations generate value for society and not just for shareholders The NEW Corporate Aspiration – B Corporation
- 31. INTERNAL USE ONLY BCorporation
- 32. INTERNAL USE ONLY AttractTalent & Engage Employees Build Credibility and Trust Benchmark & Improve Performance Protect the Mission Economics: Save Money & Attract Investors Join a Leadership Community WHY?
- 33. INTERNAL USE ONLY Community Supplier Relations Community Involvement Charitable Giving Customers ServiceImpact Solution Impact Other Impacts Workers Comp/ Benefits/ Training Ownership Culture/ Work Environment Environment Facilities resource use Transportation & Distribution Conservation & Education Governance Mission Ethics Accountability & Transparency Impact Areas of the B Corporation Assessment
- 34. INTERNAL USE ONLY •What % of the management team is from under represented populations? • What % of workers were reimbursed for continuing education expenses FY? • What % of the Management Team is evaluated in writing on community, social and environmental targets? • Does the company have a formal process to share non-salary financial info with employees? • Are employees officially allowed any paid or non-paid time off for community service? • Does your company monitor and record its waste production – going GREEN? Sample Questions to ask the Organization - Or more specifically – Human Resources The Path to a B Corporation
- 35. INTERNAL USE ONLY •“Asocial movement that only moves people is merely a revolt. A social movement that changes both people and institutions is a revolution.” -Martin Luther King Jr.
- 36. INTERNAL USE ONLY •HR Starting point • Underlying Culture of the Enterprise – agile, responsive, engaged • Leveraging Technology – change management, aggregating data, transparency • Long Term Look • Vision • what is the future for the business • what does it mean for the workforce • Identify “pillars of the business strategy” • Product/service • Customers • Market • Workforce • Bring about Enterprise Collaboration – communication, collaboration, innovation, agility HR CAN start building STRONGER relationships through Culture and Technology
- 37. INTERNAL USE ONLY CollectiveHR Solutions, Inc. 951-2 Old County Rd., #207 Belmont, California 94002 650.341.5067 (direct) 650.740.6558 (cell) Nov@CollectiveHRSolutions.com
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- 39. 39 Ascentis Talent Management Payroll HR& Benefits Talent Management Recruiting & Onboarding Time & Attendance ›Recruiting and Onboarding ›Performance Management ›Learning Management ›Peer rewards and recognition ›Succession Planning
- 40. Learn more Request anassessment of your organization’s Talent Management System
- 41. How to earncredit Stay on the webinar, online for the full 60 minutes Be watching using your unique URL Program codes delivered by email, to registered email, approximately 30 days following today’s session
- 42. Share with yourcolleagues
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Editor's Notes
- #3 Before we get started, I’ll share a bit about who we are: Ascentis’ comprehensive suite of HCM (human capital management) solutions helps organizations develop and elevate their workforce, supporting greater productivity and advanced performance. Total cost of ownership is reduced through our innovative fixed-pricing plans and low implementation fees. Our award-winning technology ensures that workforce administration is simple, easy and intuitive. For more than 35 years we’ve been helping businesses reduce costs, automate processes, increase productivity AND go paperless, and we’re very proud to serve more than 1100 customers, many of which are in the audience today. *NEXT SLIDE*
- #4 I’ll turn the presentation over to Bob after a few housekeeping items you’ll need to know for today’s session. First, we’re going to cover what you need to know to earn your credit. Second, we’ll cover how to ask questions during the webinar. Third, we’ll take a quick peek into what you’ll be learning today, and lastly I’ll give you some information about our speaker, who I am very excited to introduce you to. *NEXT SLIDE*
- #5 So, 1st things first. Credits. There are several things that go into earning a certificate, and we’ve outlined them all here for you to see. I do want to draw your attention to the two most important items. You must be logged in using your unique link from the confirmation email, and you must attend for the full 60 minutes. *NEXT SLIDE*
- #6 Our second housekeeping item is questions. Please enter all your questions into the chat box. Questions about sound quality or even accreditation will be answered right away. And questions for our speaker will be forwarded on for follow up over the next couple of weeks. Today’s session is full of great information, so we will likely not have time for a live Q&A at the end. And that brings us to the third item which is today’s topic. …topic overview …..
- #40 As we have spent more than 30 years in the HR space, we have come to understand all of the areas that companies often consider driving advancements around in the human capital management arena. These areas are Recruiting and Onboarding, Talent Management, HR & Benefits, Time and Attendance and Payroll. Which areas are the top priorities for your business and where would you like us to focus our discussion today?