Jim Holincheck, Gartner Group
- Demographics shifts happening
– “Baby Boomers” near retirement
– `Digital natives` enter workforce
— 48% of teens visit social networking sites at least daily
— 55 % have created a personal profile on-line
– Cultural, Ethnic diversity rises
- Globalization: Workforce options expand
– Service Industrialization
– Regional Economic Clusters
– Into untapped markets
– Into reaching talents
- Future Worker 2015: Individualizing the Appeal
– potentially 20 organizations working for during the working life
– from mass customization into extreme individualization
– strategic planning assumption 90% of the tools will be tailored
- HCM Drivers
– Attract/Retain talent
– Develop next gen leaders
– pay for performance
– link HCM to Bus Results
- Human Capital Management (HCM) Systems Landscape
– Integrated Talent Management talked around 2003/04
— the first results published 2005
-.web 2.0 and the “Next Generation Web”
– technology
— principle: WOA, data-driven, syndicated content, rich semantics, mashable, rich client, build by example, aspects: architecture & platforms
– community:
— principles: participation, collaboration, social, transparent
– business:
— principles: long-tail, continuous innovation, collaborative offerings, open business models
— aspects: “ecosystem”, process,value
- non-routine behaviours
– discover
— simulation, communications, search, predictive analytics
– innovate
— automatic contextual search, agents, professional communities
– team
— social software, expertise location, social network analytics
– lead
— web conferencing, group project management, employee performance management
– learn
— e-learning suites
- case: Procter & Gamble
– transforming innovation strategy doubling its market capitalization
– moved from research and develop to connect and develop
— internal research no longer sufficient for growth. new goals: 50 % external innovations
– this is not outsourcing innovation: collaborate and leverage internal skills
– proprietary networks and technology entrepreneurs
– open networks: ninesigma etc.
- a model for workforce analysis
– decision support focused
— 1. Improving Controllable Contribution at a Retailer
—- employee perceptions linked to business outcomes
—- aggressive case: 210 million USD improvement in CC
—- managers target workgroup engagement behaviours to ensure high employee engagement
— 2. Sun Microsystems
—- performance data analysed, diversed participants
—- performance metric: salary grade changes, promotions
—- assumed a dollar increase in compensation equalled a dollar of value for the company
—- results: 25% of mentees had salary grade increases vs. 5 % in control group
—- results: 28 % of mentors had salary grade increases vs. 5 % in control group
—- mentoring results better in lower end that in the higher end
—- continuous investing in mentoring program
— 3. Improving sales leadership programme at a pharmaceutical company
—- correlated behaviors with sales performance
—- identified seven differentiating behaviors
—- develop profile for top performers
—- determined ROI
—- top performers contributed 25%-50% more than others
—- found correlation between a few key behaviors and high performance
—- 5% improvement in key competence increasing 40 million USD
- “Skate to where the puck will be” – Wayne Gretzky
Amar Dhaliwal, SVP of Product Operations, Saba
- discontinuity is opportunity
– chaos is the opportunity
- workforce engagement is critical
– critical for success
- informal learning and web 2.0 are in your thinking
– social networking
- developing leaders remains a challenge
- building the right talent is your key priority
- the HCM conversation is gaining traction
- globalization and flattening is changing everything
- FedEx is the largest airline in the world !
- shift happens
- the adaptable workforce
– survey of 400 organizations
– 75 % concerned with ability to develop future leaders
– 33 % employee skills are not aligned with business prorities
– 47% employee turnover has increased in last two years
– 52% ability to rapidly build skills in primary challenge
– 14% workforce is capable to adopt the change
– 13 % have a clear understanding
– 13% capable of identifying individuals
– 8% companies who think they are good at fostering collaboration
- learning 2.0
– embrace informal learning
— user generated content
— network effects
— collective intelligences
– engage users
— compelling experiences
— edge of network
- learning shift
– ILT, WBT, virtual, blended -> blended blogs, wikis, Q&A, search
– command and control, top-down -> bottom-up; peer to peer, pull
– delivering training programmes -> mentoring, knowledge networks
– expert intructors -> experts (discoverable)
– instructional designers creating content -> everyone contributing content
– content in notebooks and powerpoints -> content in blogs etc.
- enabling architecture
– the adaptive enterprise will have an architectural blueprint for their entire people strategy
- the adaptive enterprse
– adaptable processes
– workforce insight
– learning 2.0
– enabling architecture