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Steve Boese - Digital Transformation and the Future of Talent
This document discusses how digital transformation and disruptive technologies are impacting talent and the future of work. It notes that traditional models of finding, developing, and retaining talent are being disrupted as technologies like mobile, social media, analytics and artificial intelligence change expectations. The presentation recommends that organizations adapt to these changes by finding talent through mobile and social platforms, developing talent through peer learning and continuous learning, and retaining talent by focusing on relationships, flexibility and personalization over traditional retention strategies. Organizations must reduce barriers and create differentiated experiences to attract and engage talent in this new environment.
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Steve Boese - Digital Transformation and the Future of Talent
- 1. DIGITAL TRANSFORMATION AND THE FUTUREOF TALENT S T E V E B O E S E
- 2. ABOUT THE PRESENTER SteveBoese • Co-Chair, HR Technology Conference • Creator and Host of the HR Happy Hour podcast • Co-founder of the Hrevolution • Your new best friend
- 3. AGENDA • You arebeing disrupted • Finding Talent • Developing Talent • Relationship with Talent • Technology Transformation • Talent Transformation • Recommendations
- 4. THESIS We do believethe traditional ownership model is being disrupted... We’re going to see more change in the next five to ten years than we’ve seen in the last 50. – Mary Barra, GM CEO, 10/25/15
- 5. DISRUPTION HAS NOFAVORITES
- 6. PACE OF TECHNOLOGYTRANSFORMATION 2007 2016 iPhone FitBit Facebook WhatsApp iPad Uber Siri WeChat StitchFix Snapchat Slack Echo Model X
- 8. JOBS AND WORKARE CHANGING
- 9. HOW THESE DISRUPTIVE TECHNOLOGIESIMPACT TALENT • How you find and engage with talent must adapt to new tools • How you develop and support talent must change for the next generation • How you keep the best people engaged and retained has changed • Talent is in charge (for now) • The pace of change for HR and business leaders is accelerating
- 10. DISRUPTIVE IMPACT Mobile first, mobileonly Information symmetry Find your tribe Reduce the size of the haystack FINDING TALENT
- 11.
- 12. DISRUPTIVE IMPACT Professional development second onlyto compensation for most people Peer learning communities are thriving Learning is critical for the adaptive organization Best performing orgs embrace external sources of information DEVELOPING TALENT
- 13.
- 14. DISRUPTIVE IMPACT Relationships over retention Flexible workforce planning Wholeperson Values driven RETAINING TALENT
- 15.
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- 18. RECOMMENDATIONS, OR, WHICH TRENDSSHOULD I CHASE? • Reduce or eliminate organizational barriers • Elevate customer service • Create a differentiated and personalized experience
- 19. CONTACT Steve Boese • Website:www.H3HR.com • Podcast: www.bit.ly/HRHappyHour • Twitter: @SteveBoese • Email: steve@h3hr.com
Editor's Notes
- #4 Every industry, company, function, and person is going to be disrupted – it has either happened already, is in process, or is about to happen
- #5 Big Ideas: Rapid pace of technological change last 10 years iPhone – 2007 Fitbit - 2007 Facebook – 2008 WhatsApp – 2009 iPad – 2010 Uber - 2010 Siri - 2011 WeChat - 2011 Stitchfix – 2011 SnapChat - 2012 Slack - 2013 Amazon Echo – 2014 Tesla Model X - 2015 These technologies just don’t transform one process, they are transforming every society, industry, business, workplace, and person Mary Barra quote - We do believe the traditional ownership model is being disrupted...We’re going to see more change in the next five to ten years than we’ve seen in the last 50. – Mary Barra, GM CEO, 10/25/15 – Wall St. Journal
- #6 Examples of a few major industry disruptions Media – Newspapers – Web – now the Web publishers are being disrupted by Facebook and others Music – Record stores, CD sales, even iTunes now disrupted by Spotify and Pandor Taxis – disrupted by Uber and Lyft Asset Managers could be fooling themselves too – rise of ‘Robo Advisors’ and automated or semi-automated wealth management tools like Wealthfront and Betterment
- #7 Yelp – 2004 Khan Academy - 2006 iPhone – 2007 Fitbit - 2007 Facebook – 2008 WhatsApp – 2009 iPad – 2010 Uber - 2010 Siri - 2011 WeChat - 2011 Stitchfix – 2011 SnapChat - 2012 Slack - 2013 Amazon Echo – 2014 Tesla Model X - 2015 These technologies just don’t transform one process, they are transforming every society, industry, business, workplace, and person http://fortune.com/2016/07/11/pokemon-go-nintendo-market-value/
- #9 http://www.oxfordmartin.ox.ac.uk/downloads/academic/The_Future_of_Employment.pdf http://priceonomics.com/why-are-so-many-of-the-worlds-oldest-businesses-in/ Tesla Watson Baxter WeChat Automated Insights
- #10 After this slide we hit these bullets one at a time
- #11 Yelp Glassdoor Facebook Github iPhone
- #12 http://www.pewinternet.org/2015/11/19/2-job-seeking-in-the-era-of-smartphones-and-social-media/ Yelp Glassdoor Facebook Github iPhone
- #13 Khan Academy Quora Slack YouTube Stack Overflow
- #14 http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf
- #15 Gig economy – Uber Etsy 99 Designs Causecast Upwork
- #16 Why is this important? http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf
- #17 Need a chart on Macro labor market trends http://www.bls.gov/news.release/jolts.nr0.htm http://dhihiringindicators.com/ The average job now takes 29.3 working days to fill, up from 27.7 in March, and represents an all-time high time to fill for the data series. Should you or we or anyone care about this? After all, time-to-fill as a singular recruiting metric is kind of flawed, and some would argue that it is not important at all at an individual job level. But others (and I think I am one of them), that increasing time-to-fill duration means something, and in the aggregate, (across the entire organization or in a major job function or industry group), that it can tell you quite a bit about the effectiveness of recruiting strategies and technologies.
- #18 How will these disruptive technologies impact HCM and HCM Tech more directly http://finance.yahoo.com/news/tech-adoption-rates-reached-dizzying-143221586.html Siri Echo
- #19 As is usually the case, evaluating technology solutions is not about the technology, at least not as a primary driver. It has to be about the desired outcomes So how will you recognize a true digital differentiator when you see it? Generally, it will do one or more of the following: eliminate organizational pain points, elevate customer/employee service levels, or create a differentiated, personalized employee/candidate experience. Reduce or eliminate organizational barriers where does the workflow break down? where is data being replicated in multiple systems if you asked your teams ‘what makes my job more difficult than it needs to be?’ what would they say? Elevating customer service Seamless onboarding Immediate provisioning of hardware and software Making needed information available as and when and in context – e.g. – learning content embedded in a sales opportunity or suggested experts to contact when drafting a proposal Creating a differentiated and personalized employee (or candidate) experience Customized offer, compensation, benefit and employment packages Personalized 30-60-90-180 day plans encompassing mentors, learning, networking, goal setting and more Personalized and dynamic career frameworks and pathing that takes into account their career aspirations, their talents, their qualifications, their competencies, skills, and experiences which is then mapped to a vvisible sight-line to internal opportunities TM points: Making a High Performance Workforce Benefits of a high Performance Workforce Taking Action, Impacting the Organization