The HR Tech Landscape - Steve Boese, H3 HR Advisors
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The HR Tech Landscape - Steve Boese, H3 HR Advsors, presentation given to Cleveland SHRM HR Tech SIG, February 2017
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The HR Tech Landscape - Steve Boese, H3 HR Advisors
- 1. OVERVIEW OF THE HR TECHNOLOGY LANDSCAPE S T E V E B O E S E H 3 H R A D V I S O R S
- 2. ABOUT THE PRESENTER Steve Boese • Co-Chair, HR Technology Conference • President, H3 HR Advisors, Inc. • Creator and Host of the HR Happy Hour podcast • Co-founder of the Hrevolution • Your new best friend
- 3. AGENDA • Why does this matter? • A brief review of history • Size matters • Platforms/Solutions/Capabiliti es • Strategery • Some considerations • What’s new? • Recommendations/Resources
- 5. WHY DOES THIS MATTER? Every important labor market measure – job openings, unemployment rate, time to fill, etc. are all trending, well trending towards, ‘Talent is hard to find, hard to keep, and the only long-term competitive advantage you may have’.
- 9. LET’S TALK ABOUT TECHNOLOGY
- 10. PACE OF TECHNOLOGY TRANSFORMATION 2007 2017 iPhone FitBit Facebook WhatsApp iPad Uber Siri WeChat StitchFix Snapchat Slack Echo Model X
- 11. FIRST, THERE WERE THE DINOSAURS On-premise HR software installs began gaining traction in the mid-market. Large companies began writing their own programs on internal mainframes. 60s-70s 80s Late 80s Mid 90s Mid 90s Early 2000s Client-server architectures became prevalent and gained popularity. SaaS/Mobile is the new norm. ERP systems began gaining traction. Today
- 12. SMALL, MEDIUM, LARGE, JUMBO
- 13. ECOSYSTEM
- 14. PLATFORMS Core HR • Payroll • Benefits • Time • EE Record Talent MGMT • Performance • Comp • Succession • Learning Talent Acq • Source • Screen • Offer • Onboard Midway between ‘One unified system’, and ‘Best of Breed’, sit the platform providers
- 15. SOLUTIONSCore HR • Scheduling • Ben Admin • Leave Admin • Compliance Talent MGMT • Feedback • Coaching • Authoring • Recognition Talent Acq • Social • Marketing • Content • Video Within each Platform pillar, there are many, many solution providers – as many as 2K total
- 17. KEY POINTS Larger platforms continue to develop, expand, acquire capabilities Shrinking distinctions between small, medium, and large solutions Pace of innovation on edges of market continues, fed by investments Some estimates claim > 2,000 providers ON THE ECOSYSTEM
- 18. DEVELOPING AN HR TECH STRATEGY Business People Culture Tech HR Role Principles Success
- 19. CORE HR • Size, geography, complexity, business strategy • Size, capability of internal HR/Payroll/Benefits teams • HR Service delivery strategy/capability • Organizational culture • Technology acumen / readiness
- 20. TALENT ACQUISITION • Volume • Categories/Roles • Relative difficulty / opportunity cost of open roles • Size/Capability of TA staff • Culture / composition of hiring teams • Geography / Recruiting
- 21. TALENT MANAGEMENT • Talent/People strategy • Skills capability / gaps • Culture and History • People are our #1 Asset – Are you sure? • Industry / Compliance / Regulations • Leadership • IT (yes again) – Integration or Best of Breed
- 22. EMPLOYEE ENGAGEMENT • What do we know? • What do we think? • What can we prove? • What is important to our culture? • What aligns with our strategy? • What will our people embrace? • Lots of solutions…
- 23. REPORTING AND ANALYTICS • What are the most important questions? • What don’t we know? • What takes too long to answer? • Culture of organization • Data or gut feeling • IT / Technical capacity • Existing capability
- 24. KEY POINTS Build from the center out Identify how people strategy connected to business strategy Align tech strategy to support people strategy Build with an (interim) end in mind ON STRATEGY
- 25. EVALUATION: 5 THINGS TO CONSIDER Capability Adoption IntegrationEvolution Vision
- 26. CAPABILITY (DON’T SAY RFP) • Check off the basics – 80% of what matters • What makes your company win? • What helps define your culture? • What capabilities align with business goals? • What capabilities are you planning to grown into?
- 27. ADOPTION • Attach rates of existing customers • User satisfaction measures • Need for formal training / education • Mobile experience • Fun factor • Time to value/relevance – WIIFM?
- 28. INTEGRATION • Where does this ‘fit’ in our platform? • Native or non-native? • Relevant examples of similar integrations • Internal IT capability • Identification and analysis of tradeoffs • Culture of vendor
- 29. EVOLUTION • History • Technical roots, platforms, development • Stability • Leadership team • Market position • Unbiased feedback
- 30. VISION • How leaders ‘see’ work and workplace tech developing? • Current and planned response to these changes • Ability to plan for and execute on their vision • Cultural alignment • Nice factor
- 31. KEY POINTS Don’t overvalue capability Adoption is rising in importance HR Tech touches everyone Integration is critical Vision and values matter ON EVALUATION Capability Adoption IntegratioEvolution Vision
- 32. NEW AND EMERGING TRENDS • Reduce or eliminate organizational barriers • Elevate customer service • Create a differentiated and personalized experience
- 33. 5 THINGS TO LOOK FOR IN 2017 • Continued evolution of performance management • Increased adoption of people analytics • Emphasis on ‘total workforce management’ • Uncertain regulatory/compliance environment • Convergence of ‘Employee engagement’ technologies
- 34. RESOURCES • ‘Big’ Consultancies – Deloitte, PwC, Accenture, KPMG, Towers, Aon, etc. • ‘Legacy’ analysts – Gartner, IDC, Forrester • Independent analysts – Aptitude, Lighthouse, HRWins, etc. • Content - #HRTech, #HRTechConf, #HRHappyHour, LinkedIn • HR Technology Conference – www.hrtechconference.com
- 35. CONTACT Steve Boese • Website: www.H3HR.com • Podcast: www.bit.ly/HRHappyHour • Twitter: @SteveBoese • Email: steve@h3hr.com
Editor's Notes
- VERY LARGE LETTERS
- Every industry, company, function, and person is going to be disrupted – it has either happened already, is in process, or is about to happen
- 27.4 days in November 2016 Peak 29.5 Days in April 2016 http://dhihiringindicators.com/
- 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 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
- Set up the SMB challenge in the historical context – used to be hard for SMB to have access to great tech, now less hard and share why
- Source – Aptitude Research Partners
- Oracle, WD, ADP, Ceridian, Ultimate, IBM
- http://blog.hrtechnologyconference.com/creating-your-hr-technology-strategy/ Animation – let’s talk about the pillars of HR tech in this context a little more
- Jasper Johns 1958 - Target
- http://www.pwc.com/us/en/hr-management/technology/global-hr-technology-survey/download.html
- 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.
- Mark Rothko No 61
- Mark Rothko – Orange and Yellow
- Mark Rothko – No 12
- Mark Rothko No 16
- This is the most important one, so I saved it for last Rothko – Blue Orange
- 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 visible sight-line to internal opportunities TM points: Making a High Performance Workforce Benefits of a high Performance Workforce Taking Action, Impacting the Organization
- https://www.shrm.org/hr-today/news/hr-magazine/0217/pages/9-hr-tech-trends-for-2017.aspx