Post on 17-Jul-2020
Engaging a new generation of employees The IBM case
Yiannis Koutrakis
Area HR Leader, South East Europe, IBM
Why Millennials are so important?
Environmental Crisis
Globalization 2.0
Demographic change
Digitization
Technology convergence
Source: IBM Research – GTO 2009
1990's 2000's
Outsourcing Offshoring In-house Virtual communities
Challenges
Widely
distributed
teams
Multiple
technologies &
platforms
Limited
transparency
Disjointed
processes
1980's
Specialization,
economy of scale
Producer / consumer
not clearly separated Highly complex Labor arbitrage
2010‘s
Customer needs
Superior quality
Low cost
Time advantage
To create the experience now being demanded, a new type of
economic organization is required – the ecosystem
71% of executives believe
consumers will demand
more complete experiences1
64% of executives believe new
business models will profoundly
impact their industries2
Ecosystems are emerging,
attracting new flows of value
and economic activity
Source: [1] 2013 Global Digital Disruption Executive Study Q18. To what extent do you agree with the following statements about customer behavior and expectations today, and in
five years? Rate on a scale of 1 to 5, where 1 = Strongly disagree and 5 = Strongly agree.
[2] 2013 Global Digital Disruption Executive Study Q12: “Please rate the extent to which the following trends will have an impact on your business” (n = 1089)
Disruption is already here Change will only accelerate Ecosystems are emerging
At the threshold of a massive explosion in the history of computing
Devices on the edge are becoming significantly more intelligent and connected
The Challenge: Four years from now... Employees will be in co-operative relations 80% of the time.
The work will float frictionless in transparent processes and flexibility will be a key parameter.
Assignments will increasingly involve external partners.
Proactive processes will be strengthened by predicative capabilities.
The organization will not be the centering point, but instead, a community of people with different
affiliations will: Employees, consultants, alumni, external experts.
Batch will be forgotten and real-time will be the norm.
Liquid talent focused on speed and quality (agile).
Digital reputation will be key in delivery.
Career advice from Millennials for Millennials
“Do ore, orry less. Liste ore, speak less. Assistant Engineer, Electronics, China
Al ays ask, Why? You ll dis o er ho the thi gs you do e ery day i pa t your o pa y, a d you ll lear u h ore a out the usi ess that ay.
eCommerce Sales Associate, Automotive, United States
I e adopted y otto fro A azo s Jeff Bezos: Work hard, ha e fu , ake history. Developer, IT, Spain
Al ays e kee to lear a d e up to date o the latest te h ology a d tre ds i the arket. Quality Assurance Leader, IT, India
• Generation WHY
• Generation Next
• Nexers
• Digital Generation
• Echo Boomers
• Baby Busters
• I Generation
• Net Generation
• Gaming Generation
Success driven
Lifestyle centered
Diverse
Inclusive
Entrepreneurial
Spontaneous
Adventurous
Co e ted…24/
Self-confident
Optimistic
Hopeful
Independent
Determined
Goal oriented
Global
Community minded
………………….…
.......................
“o e o se e s efe to the as the dumbest generation a d de ide the as narcissists. Others applaud Millennials as passionate, idealistic humanists with a mature touch of pragmatism. Approximately one of three people alive in the world today is a member of the Millennial generation, now 1.7 billion strong, born in the 1980s and 1990s. Because of their great numbers, their activism and their accomplishments, this age oho t is shaping our world. Tu ultuous so ietal ha ge pla es Mille ials s ua ely i a fast future e i o e t. Yet cha ge is the Mille ials’ étier, and they feel comfortable with it. Millennials matured in lockstep with the evolution of digital technology, including cellphones, the Internet and web-based businesses. Due to the 200 e essio a d its afte ath, Mille ials ofte a ’t fi d jo s, so a y ope their own businesses. They think o pa ies should ha e a se o d otto li e ased o o ki g fo the pu li good.
Millennial-owned companies often promulgate idealistic social-responsibility agendas.
Why Millennials should NOT be the only
important generation?
How do we engage Millennials?
What kind of work environments attract, retain, and motivate Millennial coworkers?
24
• You be the leader. This ge e atio has g o up ith st u tu e a d supe isio , ith pa e ts ho e e ole odels. The You e the pa e t TV o e ials a e ight o . Mille ials a e looki g fo leade s ith ho esty a d i teg ity. It’s ot that they do ’t want to be leade s the sel es, they’d just like so e g eat ole odels fi st.
• Challenge me. Mille ials a t lea i g oppo tu ities. They a t to e assig ed to p oje ts they a lea f o . They’ e looki g fo growth, development, a career path.
• Let me work with friends. Millennials say they want to work with people they click with. They like being friends with coworkers.
Employers who provide for the social aspects of work will find those efforts well rewarded by this newest cohort. Some companies are even interviewing and hiring groups of friends.
• Let’s have fu . A little humor, a bit of silliness, even a little irreverence will make your work environment more attractive.
• Respect me. T eat ou ideas espe tfully, they ask, e e though e ha e ’t ee a ou d a lo g ti e.
• Be flexible. The usiest ge e atio e e is ’t goi g to gi e up its a ti ities just e ause of jo s. A igid s hedule is a su e-fire way to lose
your Millennial employees.
Connecting Generations: The Sourcebook by Claire Raines
Workforce “Jams” At IBM e e gage our people through hat e all ja s a d so ial edia. A ja is a large-scale, 72-hour event that
invites all employees to participate and comment on a topic. These popular events first debuted more than a decade ago,
he e used alues ja s to e ha e our three alues—dedi atio to e er lie t’s su ess, i o atio that atters and trust and personal responsibility—to be more contemporary and driven to our future.
In 2013, participation in
the Client Experience
Jam reached record
levels of engagement
with over 248,000 IBMers
participating from 150
countries.
How we started the change?
#reinventPBC: An ongoing co-creation dialogue with 380,000 IBMers
The Case for
Change Based o IBM’s
transformation, the
market and IBMers
Design Thinking Initial workshop and
ongoing throughout design
phase
Invitation to
Co-create The beginning of a dialogue
with the entire workforce
Deliberation
Forums 10 forums shifting
workforce dialogue from
PBC to future state
Polling
Questions Validating points where
form discussions did not
illustrate a majority view
Playback Zero
Naming Requesting feedback on
experience prototype and
brainstorming a name
Program
Announcement The experience revised with
IBMer feedback and 2015
changes
Naming Minipulse Continuing the co-creation
with IBMers selecting the
name
TENS OF
THOUSANDS o
comments and ideas (#getsimple, engagement survey, pilots, roundtables)
Benchmarking other firms and notable research
50+ participants
Global representation
100 active sponsor users
2,000 comments
75,000 views
5,000 comments
88,000 views
1,400 comments
24,000 responses
19,000 experience the Minimum Viable Product and provide additional feedback
600+ ideas for new name
600+ comments
140,000 views
17,000 votes
49%
Checkpoint
41%
Touchpoint
10%
Check-in
Social Business: Unlocking Innovation
The social interactions enable people to rapidly learn, act with
greater confidence and influence others in entirely new ways. In a
social business environment, IBM has been able to:
• Build disti t e pertise aki g it eas for people to lear , lo ate e perts and access relevant information based on the collective knowledge of
specialized communities.
• Foster stro ger relatio ships reati g a ore a al ti s-driven
environment personalized at every touch point to optimize decision-making
and motivate action.
• Opti ize orkfor e tale t rei e ti g ho e re ruit, oti ate a d retain the best talent using workforce science, analytics and comparative
benchmarks
Predictive Retention
We know that retaining our top talent is
critical not only to maintaining a
competitive advantage, but to reducing
tur o er ost as ell. IBM’s ulti-faceted
analysis uses survey technology and
analytics to impact retention practices.
Talent
IBM recognized, in this age of the empowered individual, the need to
transform the way we work. We also recognized that our most important
asset—our people— had to be at the center of that change.
At IBM, successful talent
acquisition is defined by attracting
the right candidates to the right
roles through precision and
science, and using social tools to
make them more productive more
quickly.
IBM developed and deployed a
toolkit that provides hiring teams
with globally consistent
messaging, creative guidance,
templates and imagery.
IBM recognized that attrition is
highest in the first 90 days after
hire.
New2Blue paves the way for
new IBM employees to quickly
connect with colleagues, find
experts and access all the
resources they need to perform
their jobs.
Expertise at IBM
Faster response to client needs for expert insight truly
sets IBM apart from the competition and helped drive
the creation of Expertise. Expertise is a discovery tool
that allows IBMers to quickly find colleagues who can
provide the insight needed to do their jobs.
Accessible in multiple formats
Easy to use
Increases efficiency
Various data sources
Comprehensive keyword filter
What it means for HR?
The 2014 C-suite Study highlights the importance of developing a customer-activated enterprise
Open up to customer influence.
Breaking down barriers to extend collaboration inside and outside– i gi g the usto e ’s oi e di e tly into the boardroom
Pioneer digital-physical innovation.
Fusing traditional activities with social, mobile, and digital networks to create new products, services,
and business models
Craft engaging customer experiences.
Developing unique interactions that fulfill customer expectations and differentiate the organization from
its competitors
The HR function will need to address a
number of new workforce challenges in a
customer-activated world
This intensive customer focus will require a workforce that is more collaborative, flexible and transparent
Shifting ground: business landscape changes for CxOs
73%
68%
61%
54%
52%
20%
33%
25%
28%
20%
Bigger partner network
Social/digital interaction
Partnering to increase value
Focus on customers as individuals
Organizational openness
Neutral
Smaller partner base
Face-to-face interaction
Partnering to increase efficiency
Focus on customers as segments
Operational control
11%
CEOs’ strategic priority in attracting top talent
CEOs re og ize the i porta e of tale t…
78%
41%
58%
Previous
3 years
Next
3 years
Importance of workforce challenges today
Tale t de elop e t a d e plo ee e gage e t are alread o CHROs’ radar…
65%
60% 60% 58% 57%
55%
68%
80% 87%
Talent
development
Employee
engagement
and
commitment
Talent retention Workforce productivity
Sourcing and recruiting
Performance management
evaluation
Talent management
Rapid development of
workforce skills
Collaboration and knowledge sharing
Percentage change in importance of workforce challenges: today vs. 3–5 years
… ith i reasi g fo us o olla oratio a d rapid skill de elop e t o er the e t three to five years
44%
35%
32%
22%
14% 12%
54% 55%
68%
Collaboration and
knowledge sharing
Rapid
development of
workforce skills
Talent management
Performance management evaluation
Workforce productivity
Talent retention Employee engagement and commitment
Talent development
Sourcing and recruiting
34%
32%
28%
Effectiveness in addressing workforce challenges today
20%
Performance management evaluation
Talent development
Workforce productivity
Talent management
Rapid development of workforce skills
While the majority of CHROs believe in their ability to retain talent, less than half are effective in other major workforce capabilities
Sourcing and recruiting
38%
37%
42%
42%
60%
20%
Employee engagement and commitment
Talent retention
Collaboration and knowledge sharing
Three core elements drive the ambitions of Gen Y in the workplace
• Impact--Making a difference is a strong motivational force behind Gen Y's efforts. Though salary and benefits continue to dominate the no. 1 and 2 on the importance list, making an impact ranks no 3.
• Communication--The instant communication framework Gen Y developed through extensive computer usage has led to a need for more professional feedback than that of past generations. Communication platforms such as SMS, e-mail, video chat, and blogging have engendered a mindset that necessitates constant communication with others. That mindset has carried over into the workplace.
• Flexibility--The divide between work and life is continually growing narrower as more people shift from the bricks-and-mortar to a remote workplace. The rate of remote office workers has increased significantly in the past two years.
Source: Wikipedia
48 Effective Presentations | IBM Internal Use Only | Creating Effective Presentations BCS559 v1.5 .ppt | 22-Mar-
16
Yiannis Koutrakis
koutrakis@gr.ibm.com
+30 210 6881 522
@YKoutrakis
/yiannis.koutrakis
in/ykoutrakis
/Yianniskoutraki/