Convergence of Age, Talent & Technology for Employers' Future Planning

Transcription

1 Convergence of Age, Talent & Technology for Employers' Future Planning Jason Averbook, Co-founder & CEO, Knowledge Infusion OCTOBER 17, 2011

2 Coordinates Jason Averbook 925/ Twitter.com/jasonaverbook Blog Page

3 Think Different Page 3 Knowledge Infusion Proprietary and Confidential, Copyright 2011

4 Talent Management Page 4 Knowledge Infusion Proprietary and Confidential, Copyright 2011

5 Is This Talent Management? Page 5

6 Is There Still a War for Talent? Companies aren t hiring Page 6 Knowledge Infusion Proprietary and Confidential, Copyright 2011

7 Page 7 Knowledge Infusion Proprietary and Confidential, Copyright 2011

8 Page 8 Knowledge Infusion Proprietary and Confidential, Copyright 2011

9 Today s Reality of the War on Talent Yesterday Conservative hiring amongst large companies Shortage of qualified workers Inability to know what talent success looks like internally Tomorrow Selective hiring based on new roles and jobs Shortage of highly skilled workers Challenged of identifying internal or external talent success Page 9 Knowledge Infusion Proprietary and Confidential, Copyright 2011

10 Talent Management Priorities Next Generation Talent Management/Talent Mismatch Addressing Global Creating a Lasting Talent Strategy Using Technology To Drive Outcomes Page 10 Knowledge Infusion Proprietary and Confidential, Copyright 2011

11 Automated Talent Management: 2011 Trends Increased focus on outputs and measures Companies get serious about Workforce Planning Increased focus on inputs Complex HR processes scrapped in favor of simple, consistent processes Edge technologies embraced as bolt-on to process-based solutions Page 11 Knowledge Infusion Proprietary and Confidential, Copyright 2011

12 Automated Talent Management: Call to Action Don t just digitize Think overall solution Focus on adoption Portal and Business Intelligence as important as the talent management solution Horizontal business processes drive value; vertical drive efficiency only Page 12 Knowledge Infusion Proprietary and Confidential, Copyright 2011

13 The Future of Talent Management Workforce Planning Edge Technologies Talent Management Decision Support Planning Reporting Analytics Triggers Knowledge Social Networking Intelligent Sourcing Enterprise Collaboration Search/Tagging Core HR Process Talent Acquisition Performance Management Compensation Management Succession Management Learning Management Page 13 Knowledge Infusion Proprietary and Confidential, Copyright 2011

14 THE WORKFORCE Who, How and Where Work Gets Done Page 14 Knowledge Infusion Proprietary and Confidential, Copyright 2011

15 The Workforce: 2011 Trends Increase in virtual workforce - Work from outside firewall - Increased usage of mobile devices Continued focus on employee ownership of data Millennial thinking embedded into the HR function Rise of the employees - Taking ownership in their development - HR will take more active interest in marketing brand More demands from managers of/for information Increased need to track non-employee info HR attention on supporting mobile workforce Continued usage of SMS, Collaborative technology Page 15 Knowledge Infusion Proprietary and Confidential, Copyright 2011

16 Generation Z Computer technology is commonplace Formative years were during the rise of the World Wide Web Instant-gratification due to technology No memory (or nostalgia) of pre-internet history Lack of privacy Expects to speak to an audience even in personal communication Familiarity with anonymous criticism Page 16 Knowledge Infusion Proprietary and Confidential, Copyright 2011

17 Your Technographic? Page 17 Knowledge Infusion Proprietary and Confidential, Copyright 2011

18 The Workforce: Call to Action Prepare No longer optional but required to plan and support Create workforce assessment and understand overall IT strategies to ensure HR strategy alignment Create millennial task force leveraged by HR Proactively begin pushing information to people using mobility technologies - SMS, Reports Create mobility pilots with each HR technology deployment to think outside the box and futures Stay ahead of curve vs. waiting; one year lost creates a five year deficit compared to other organizations Page 18 Knowledge Infusion Proprietary and Confidential, Copyright 2011

19 ENTERPRISE COLLABORATION The Facebook and LinkedIn Effect Page 19 Knowledge Infusion Proprietary and Confidential, Copyright 2011

20 Enterprise Collaboration: 2011 Trends Enterprise collaboration initiatives will occur within every organization globally Focus will shift from IT project to business focused projects HR will NOT step up and own collaboration projects to drive employee engagement Most collaboration projects will still be skunk works and fail to deliver business value Workforce will continue to use and demand collaboration tools with or without support of organization Vendors will continue to discuss social media every chance they get Page 20 Knowledge Infusion Proprietary and Confidential, Copyright 2011

21 Enterprise Collaboration: Call to Action Become part of enterprise initiative committee Push executives to understand and sponsor initiatives Ensure all HR processes being optimized and deployed include collaboration embedded Understand all initiatives occurring in enterprise around collaboration both process and technologies owned Pilot, pilot, pilot Enterprise collaboration is truly the future of Knowledge Management/Talent Management and HR must build into all plans Page 21 Knowledge Infusion Proprietary and Confidential, Copyright 2011

22 VENDOR LANDSCAPE Dismal and confusing outlook for buyers Page 22 Knowledge Infusion Proprietary and Confidential, Copyright 2011

23 The Current State of HCM & Talent Consolidation Convergence Cloud Cost Page Client Proprietary and Confidential, Copyright 2011

24 The Market in One Word - Consolidation Nearly $1 billion of acquisitions in past 18 months Page Client Proprietary and Confidential, Copyright 2011

25 Vendor Needs for Market Survival Capital or immediate access to capital Depth and cohesiveness of management team Technology innovation Multiple sources of revenue Service & support excellence and scalability Page Client Proprietary and Confidential, Copyright 2011

26 Vendor Landscape: 2011 Trends Continued market consolidation SaaS become norm, not exception Shift to unified Human Capital platform becomes more compelling The year HR is not seen as a ERP application but more specialized, therefore new developments from ERP vendors HR must own and understand vendor contracts, not procurement Talent Management vendors continue to struggle to show value Vendors such as Jobs2Web, SuccessFactors, Plateau, Workday, Ultimate Software and Rypple change the future of the space Page 26 Knowledge Infusion Proprietary and Confidential, Copyright 2011

27 Vendor Landscape: Call To Action Relook at existing HR technology portfolio and build 3 year strategy based on market changes Leverage a Software as a Service where it makes sense to make overall portfolio agile where needed Understand how/where to reduce complexity in overall portfolio leveraging process integration Become strategic partner with each of your HR technology vendors and share your visions/goals Look at how to leverage other non-hr applications to make deployment and employee experience greater Page 27 Knowledge Infusion Proprietary and Confidential, Copyright 2011

28 Components of true HCM Digital HR Framework Single User Experience: Knowledgebase, Collaboration, Analytics, Transactions HR Service Delivery Case Management, Knowledgebase Information, Transactions, Workflow Benefits, Pay, Personal Data, Promotions, Transfers, Approvals, Notifications Workforce Mgmt* Time & Attendance, Absence Mgmt, Payroll Service Delivery Foundation / Administration Strategic / Talent Mgmt Core HR Foundation Organization Structure, Job Structure, Reporting Relationships, Administration, Benefits Strategic Talent Mgmt Applications Workforce Planning, Competency Mgmt, Talent Acquisition, Learning Mgmt, Performance Mgmt, Compensation, Succession & Career Planning Talent Intelligence Data Warehouse & Analytics: Workforce, Operational, Talent Mgmt, Biz Intelligence CRM FIN Sales *Owned by Finance Today Page

29 The Evolution of HR Technology & Beyond Native, webbased architecture Best-of-breed focused on transactional employee and talent management Delivered as hosted/asp model Processcentric Web 2.0 architecture Unified suites focused on user interface & active processes Delivered in multi-tenant SaaS model Transactional systems of record Open, talent platforms Focus on user experience and interactions Cloud-based services Intelligent systems of engagement Page 29 Knowledge Infusion Proprietary and Confidential, Copyright 2011

30 The Workforce is Changing How We Should Be Delivering Enterprise Apps User-Defined Participation based on users preferences Cloud Computing IT-related capabilities as-a-service Consumer-Driven Focus on engagement & user experience Perpetual Beta End of upgrades and emergence of continuous releases Interactional Focus on collective intelligence versus transactions Page 30 Knowledge Infusion Proprietary and Confidential, Copyright 2011

31 Innovation in HCM Market v.0 11.i ERP v.1 ERP HCM 6.0 ERP HCM EHP 1 ERP HCM EHP 2 ERP HCM EHP 3 ERP HCM EHP 4 ERP HCM EHP Product Releases SaaS On-Premise Hybrid Page 31 Knowledge Infusion Proprietary and Confidential, Copyright 2011

32 Changing Resource Mindset SaaS-Based Model On-Premise Model Focused on vendor management, feature enhancements, service issues, etc. Configuration & change management Managing continuous updates, geographical roll-out UAT based on HR scenarios Focused on application delivery, performance, tuning, availability, hardware/software upgrades, etc. Unique customizations and fixes Large, resource-intensive upgrades Significant UAT based on customizations Page 32 Knowledge Infusion Proprietary and Confidential, Copyright 2011

33 Costs Should Be Viewed Beyond the Technology Project Success or Failure Independent of Vendor Selection Depends on Three Key Factors: Program Management Ensure the execution of strategy is not lost in the implementation. Ensure optimization of business process with technology capabilities for all offices Validate HR business process scenarios and desired outcomes. Business Process Excellence Evaluate, transform and optimize processes for value to the firm. Design processes based on best practices, outcomes, feedback collected to date. Ensure alignment with new technology and calibrate for optimal performance. Change Management Internally market your new solution to gain user adoption. Create a positive experience for affected users across TRP. Understand the needs of your different users by office location/country. Page 33 Knowledge Infusion Proprietary and Confidential, Copyright 2011

34 Why HR and Talent Management Deployments Fail Page 34 Knowledge Infusion Proprietary and Confidential, Copyright 2011

35 HR has ( ) technology but ( ) implementations Page 35 Knowledge Infusion Proprietary and Confidential, Copyright 2011

36 HR Faces a Two-Fold Problem How HR Software Has Evolved How HR Implementations Must Evolve The Audience Outcome Focus The Design The Purpose The Role of IT User Experience Focus Holistic vs. Silo Value Based Change Mgt. Page 36 Knowledge Infusion Proprietary and Confidential, Copyright 2011

37 Top Reasons for Failed HR Tech Deployments Lack of Executive Support Governance Seen as IT Project Focused on Technology First Project, not PROGRAM MANAGEMENT Old-school Change Management philosophies Digitizing Existing Processes Forgetting Outcomes Page 37 Knowledge Infusion Proprietary and Confidential, Copyright 2011

38 Outcome Based Deployment 38 Knowledge Infusion Proprietary and Confidential, Copyright 2011

39 Outcome Based Deployment What is success? What will be measured? What data is needed (inside and outside)? Who will receive measures? How will they receive information? What languages do they speak? Page 39 Knowledge Infusion Proprietary and Confidential, Copyright 2011

40 What Is Success? Page 40 Knowledge Infusion Proprietary and Confidential, Copyright 2011

41 Success? Page 41 Knowledge Infusion Proprietary and Confidential, Copyright 2011

42 A New Era of Processes Page 42 Knowledge Infusion Proprietary and Confidential, Copyright 2011

43 We thought this was big Page 43 Knowledge Infusion Proprietary and Confidential, Copyright 2011

44 But this is huge Page 44 Knowledge Infusion Proprietary and Confidential, Copyright 2011

45 A Successful Business Process Trumps Cool Technology Every Single Time Page 45 Knowledge Infusion Proprietary and Confidential, Copyright 2011

46 Process Calibration Transformed Business Processes Delivered Software Solution Outcome Based Process Calibration Customer Specific, Outcome Based Solution Page 46 Knowledge Infusion Proprietary and Confidential, Copyright 2011

47 Organizational Capabilities Needed Page 47 Knowledge Infusion Proprietary and Confidential, Copyright 2011

48 HR Capabilities Page 48 Knowledge Infusion Proprietary and Confidential, Copyright 2011

49 Organizational Capabilities Needed Governance Process design, calibration, ownership Understanding of business/hr Strategy Marketing User experience Analytics/Storytelling Page 49 Knowledge Infusion Proprietary and Confidential, Copyright 2011

50 Changing Role of IT Page 50 Knowledge Infusion Proprietary and Confidential, Copyright 2011

51 Changes Changing role of CIO / IT Understanding of enterprise architecture Understanding of connectors Understanding of portal/digital HR Understanding of business intelligence Understanding of other workforce facing solutions Page 51 Knowledge Infusion Proprietary and Confidential, Copyright 2011

52 A New Target Audience Page 52 Knowledge Infusion Proprietary and Confidential, Copyright 2011

53 A New Target Audience Workforce first, function next Value of deployment driven by workforce Technographic of workforce Mobility of workforce Globility of workforce Page 53 Knowledge Infusion Proprietary and Confidential, Copyright 2011

54 The Importance of Messaging/Branding Page 54 Knowledge Infusion Proprietary and Confidential, Copyright 2011

55 The Importance of Messaging/Branding What s In It For Me - Who are your buyers? - What is important? - Why should I? Continual marketing and messaging paramount Aligned to the business strategy Engagement focused Page 55 Knowledge Infusion Proprietary and Confidential, Copyright 2011

56 Building A Budget for Deployment Page 56 Knowledge Infusion Proprietary and Confidential, Copyright 2011

57 Building A Budget For Deployment Pilot Program AND Project Management Process Transformation Change Management / Marketing Governance Strategy and Outcome Definition Configuration Testing Launch & Optimization Page 57 Knowledge Infusion Proprietary and Confidential, Copyright 2011

58 Questions? Page 58 Knowledge Infusion Proprietary and Confidential, Copyright 2011