© 2013 IBM Corporation IBM Smarter Workforce Creating a Smarter Workforce.

© 2013 IBM Corporation

IBM Smarter Workforce

Creating a Smarter Workforce



Thomas Watson, Jr. Former CEO of IBM

“ I believe the real difference between success and failure in a corporation can very often be traced to the question of how well the organization brings out the great energies and talents of its people.

“

”



3 | Confidential – POV September 2013



At IBM, we’ve always worked to invent solutions that solve big problems.

So then, what could be bigger than helping organizations

reinvent work itself?



The problems with work today

• Can’t find the perfect job or in some cases, any job

• Don’t understand the skills they have or need

• Take jobs they aren’t ideally suited for

• Plateau at their jobs when they have more to give

• Are not engaged enough to bring out their full potential

Employee challenges

• Can’t often fill specific positions

• Don’t often create the best working environments

• Struggle to provide mechanisms for effective performance

• Struggle to retain talent especially their best talent

• Don’t know how to get the best from their people

Employer challenges



A look at work itself…



SustenanceSustenance

+Satisfaction

Sustenance +

Satisfaction+

Identity

Looking at what “Work” means to us individually

The need to survive and provide for the basic needs

of your family

The realization that work can provide dignity and status

When the work you do and who you do

it for proudly defines you

And all this added complexity is putting greater pressure on business to engage the individual.



First, the workforce is more informed and empowered than ever before. Technology has changed the way, and the speed, at which people communicate and connect—and social media plays a huge role in this. This shift has dynamically changed the market, and it’s about to change business.

Second, the insight on human behavior is greater than it has ever been—we have reached a point where we know what makes people good at what they do, individually and as a group. And we understand the dynamics of talent and the science of human behavior like never before.

Finally, the combination of these two things has produced mounds of big data around human behavior and tendencies that we can analyze to literally predict behavior, identify talent like never before, match capabilities to market needs, retain the best and act on proven insight to drive business outcomes.

Looking at how business looks at “Work”



Over the past 15 years, the same social, political, economic and

technological forces have continued to shape work, but in new ways. In

particular, advances in technology—the Internet, processing power, software

and mobile devices—have lowered the barriers to information. With greater

availability and access to information about people and employers, we have new opportunities to re-think, re-design

and re-make the world of work.

Looking at “Work” globally



And, the management of “Work” has changed

It was often about

top-down management

Now, it’s about leveraging our collective intelligence

PAST

FUTURE



So, what’s driving this change in work?



1. The rise of social in the workplaceWe are connecting with each other more quickly than ever before, and we’re doing it in new ways.

Productivity increase25%

Source: McKinsey Global Institute, July 2012 - "The Social Economy: Unlocking Value and Productivity Through Social Technologies."

To

p D

ow

n

Bo

ttom

Up



2. The rise of big data and analytics

Decisions once made based on limited information and gut feelings are now being made based on insights extracted from the exabytes of information that people and employers publish every day.

See it as a competitive advantage

63%Source: IBM Institute for Business Value, October 2012 - “Analytics: The real-world use of big data, How innovative enterprises extract value from uncertain data”

To

p D

ow

n

Bo

ttom

Up



3. The rise of mobile technology

Now, with almost 75% of the world’s population with a mobile device4, that information is not only accessible, but available at your fingertips.

Have a mobile device today75%

Source: Mashable study, July 2012 – “75% of World Has Access to Mobile Phones”

To

p D

ow

n

Bo

ttom

Up



4. The rise of the independent worker

More people are striking out on their own and as human capital becomes the leading source of sustained economic value, employers are looking for better ways to partner with independent and non-traditional workers.

To

p D

ow

n

Bo

ttom

up

Consider themselves not, white or blue collar but no collar employees

30%Source: Deloitte, 2012 – “Brawn from Brains: Talent, Policy and the Future of American Competitiveness”

To

p D

ow

n

Bo

ttom

Up



All these intertwined dynamics require a comprehensive point of view

SOCIAL BUSINESS

BIG DATA AND

ANALYTICS

INDEPENDENT WORKER

MOBILE TECHNOLOGY



34

Enhancing the power of human judgment by using both mathematical and behavioral science analytics.

Eliminating hierarchies by implementing tools that empower the collective intelligence of an organization

Forming a true labor market built from long term needs and the career desires of the individual

Creating radical transparency across organizations by using social networks to create constant collaboration

Our Point of View. We can reinvent work through….

12

56

Causing career paths and ‘best fit roles’ to be predicted for people and businesses.

Creating the new supply chain for the 21st Century of workers and the work needing to be done.



Therefore, if we could harness the power of big data and analytics with human insight, human behavior and workforce solutions, along with

social and mobile technologies, we could bring people and employers together to do more

meaningful and valuable work to drive business.

We call it Smarter Workforce



BRINGING THE IDEA OF A SMARTER WORKFORCE TO LIFE



A Smarter Workforce is actually smarter when:

• Behavioral science identifies what makes people good at what they do and organizations thrive because of it

• Technology just doesn’t drive efficiency, it fuels collective innovation

• Analytics is both a predictive and management tool critical for driving continual improvement

• Behavioral science identifies what makes people good at what they do and organizations thrive because of it

• Technology just doesn’t drive efficiency, it fuels collective innovation

• Analytics is both a predictive and management tool critical for driving continual improvement



A Smarter Workforce Makes Smarter Business

Leading companies are seizing these opportunities to create real business value.

• Analyzing human capital to better understand talent• Increasing innovation through shared expertise• Using social platforms to bring the workforce closer

together• Rethinking business models• Creating infrastructures that grow and scale with

needs• Making business more flexible to market changes• Sharing information real-time• Using data to predict performance• Attracting not recruiting talent



When “work” is reinvented…



• Be better educated about careers and their skills

• Have the tools to connect, organize and collaborate socially—getting constant opportunity to tap into expertise and creative ideas at their fingertips.

• Become culturally aware and understand the type of culture they will thrive in

• Develop leadership skills to lead in flat organizations and empower real-time development opportunities

• Define work through talent and not jobs or roles

People Will…



• Become experts at using analytics to find the right people

• Have the capabilities to leverage skills quickly and in a virtual work environment

• Assess, recognize and reward people continuously using social tools

• Help employees learn continuously and socially

• Use mobile devices as the predominant work tools

• Think of the social network as the 21st Century supply chain

• Predict performance, engagement and business outcomes

• Use the knowledge of their culture to engage their people more to create stakeholder value.

Employers will…



In a New Era of Computing, when enterprise value is coming from the extension of IT beyond the enterprise, we will…

• Shape the way work is done and value is created, as a work partner and thought leader.

• Enhance the productivity of clients through enabling them to create a Smarter Workforce.

• Deliver solutions to empower the Chief Human Resource Officer of the future

In the end…



A Smarter Workforce makes Smarter Business

Because what’s good for people is good for organizations and together, they can change the world.



Looking at the Solutions of a Smarter Workforce



Smarter Workforce is an evolution from compliance-oriented to a strategic growth lever

Solution Category Sub-Category

Evolution Progression

Level 1Table stakes

Level 2Market today

Level 3 Level 4Smarter Workforce

Talent Acquisition

Attraction / Employment Branding Recruitment / Sourcing (internal, external) Selection / Assessment Onboarding Strategic Workforce Planning

e.g., competencies e.g., dashboard

e.g., Put science, data and precision into recruitment for a better hire-to-fit ratio

Integrated Social and Mobile

Workforce Platform

Powered by Interconnected State-of-the-Art

Analytics

Leveraging Big Data and

Behavioral Science for Prescriptive

Analytics

Accessible Anytime, Anywhere with an Irresistible

User Interface

Talent Leadership

& Engagement

Succession planning / Leadership Appointment Leadership Development / Coaching Employee Engagement Culture Diversity & Inclusion

e.g., engagement survey

e.g., acting on employee feedback to improve engagement

e.g., linking employee engagement to organization results

Talent Optimization

Learning & Development (individual, team, career, coaching, mentoring)

Performance Management Knowledge Sharing & Collaboration Best Fit Expertise

e.g., traditional learning management system

e.g., social collaboration

e.g., Watson Career Advisor; social reputation; socialperformance management / TOS

Talent Recognition & Rewards

Compensation Recognition Incentive Planning Awards

e.g., compensation planninge.g., awards planning

e.g., planning and benchmarkinge.g., peer-to-peer recognition platform

e.g. compensation optimization, social recognition, sales force analytics

Talent Analytics

Big Data, Advanced Analytics Visualization Workforce Science

Descriptive, e.g., product-specific reporting

“Advanced” Descriptive, e.g., Integrated reporting

Predictive, e.g., predictive retention analytics

Description & Business Value

TacticalPoint solutions

Compliance-drivenRisk mitigation

Strategic, Holistic,Interconnected

Fully harnessing the workforce to drive business

results

For internal use only



Solutions map to business questions to enable strategic workforce conversations with C-suite executives

Example Business Questions Solution Portfolios Solution Components

“How can I attract and hire more people just like my top performers?

How can I bring people into the organization so they’re productive from Day 1?”

Talent Acquisition

Attraction / Employment Branding Recruitment / Sourcing (internal, external) Selection / Assessment Onboarding Best Fit Expertise Strategic Workforce Planning

How do I develop the next generation of leaders for a more global, flexible, and diverse workforce?

“How do I gain continuous insight into what my employees’ think of the organization?”

Talent Leadership & Engagement

Culture Leadership Assessment / Succession Planning Leadership Development / Coaching Employee Engagement Diversity & Inclusion 360 Surveys / Leadership Outliers

“How can I rapidly develop, deploy and optimize skills and capabilities to match emerging opportunities?”

“How do I foster knowledge sharing and collaboration to drive more innovation?”

Talent Optimization

Learning & Development (individual, team, career, coaching, mentoring)

Performance Management Knowledge Sharing & Collaboration Best Fit Expertise

“How do I know if I’m recognizing and rewarding my employees optimally?”

"How do I know salary planning is aligned with our business strategy?”

Talent Recognition & Rewards

Compensation Recognition Incentive Planning Awards

“How can I predict what different segments of my employees need and what actions I should take to

optimize business outcomes?”

“How do I find real-time, hidden, game-changing insights from the data available inside and outside my

organization?”

Talent Analytics

Big Data Advanced Analytics Visualization Workforce Science Workforce Metrics/P&L/Dashboard

© 2013 IBM Corporation31


Talent Acquisition:Attract the right candidates to the right roles through precision and science, and using social tools to make them productive more quickly

Employ a science based

approach to clearly articulate and reflect your organizational culture ensures candidates will fit and thrive.

Industry leading recruitment technology simplifies and improves the efficiency of attracting, assessing, and tracking talented candidates as they move through the hiring process.

Fully-integrated, highly predictive assessments improve the quality and efficiency of selection, while allowing better hiring decisions and ensuring organizational fit.

Ensure employees are productive and up to speed faster, while fostering collaboration and improved innovation across the enterprise, directly impacting new hire satisfaction and retention.

Align candidate and employee skills and abilities to each opportunity, capitalizing on the collective knowledge of the enterprise.

Predictive and prescriptive analytics allow skills forecasting and risk assessment enabling truly strategic workforce planning.



Talent Leadership & Engagement:Connect the power of a highly engaged and fully enabled workforce with leaders aligned with critical roles to optimize organizational performance

Capitalize on and directly act upon the wealth of information gained through a holistic assessment of engagement – as more engaged employees are better workers, family members and citizens.

Employ an analytics-based approach to selecting and measuring leadership competencies, skills, and preferences to directly inform leadership potential and ensure alignment of succession planning

Provide a precise alignment between individual’s leadership skills, their personal development opportunities, and the specific competencies required at the present as well as in the future

Reap the multitude of benefits from a truly diverse workplace, where the organizational culture enables everyone to contribute to their full potential

Gain continuous insight into the sentiment of the workforce, key drivers of engagement and enablement, and leadership capabilities to directly impact organizational performance

Actively and cohesively manage and utilize organizational culture in maintaining a strong EVP, directly providing meaning for the work employees do



Talent Optimization:Rapidly develop, deploy, and optimize workforce skills and capabilities while capitalizing on an interconnected, social, and collaborative workforce

Enable increased collaboration within and across teams, experts, mentors, and communities through social solutions

Ensure a precise alignment between individual and team skills, development opportunities, and the specific competencies required in current as well as subsequent roles

Provide an ongoing stream of performance data delivering continuous feedback to enable individualized development actions to improve performance

Deliver recognition in a dynamic, flexible, and social manner, improving engagement and return on talent

Employ cognitive technology to match relevant, high-value, peer/expert recommended development content to participant’s interests

ENGAGEENGAGE

COLLABORATECOLLABORATE

GROWGROW LEARNLEARN

DEVELOPDEVELOP

BE RECOGNIZEDBE RECOGNIZED



Talent Recognition & Rewards:Optimize the way employees are recognized and rewarded across the enterprise to attract, retain, and stimulate top performance

Industry leading compensation technology simplifies and improves the efficiency of managing, reviewing and making changes to your compensation programs

$$

Allocate awards based on comprehensive and relevant performance metrics, customized to individual preferences for optimal impact

Ensure incentives are aligned and deployed appropriately to maximize goal attainment and performance

Enable quantifiable, on-ongoing, real-time recognition across organizational levels and communities

Optimize organizational compensation investment to align compensation practices with business goals

Enable strategic and optimized hiring, attraction, and retention based on insight-driven compensation practices and industry leading comparison data.



1

2

3

Descriptive (by product)

Integrated Reporting / Incremental Predictive

Advanced Analytics

Talent Analytics:Transform the way decisions are made through descriptive, predictive, and prescriptive analytics – enabling data-driven insights

Descriptive reporting and analytics provides direct insight to structured or unstructured data (survey, social, other) for individual elements within a portfolio or solution.

Integrated reporting and incremental predictive analytics enables messaging across elements within a solution to provide a holistic view of human capital management topics, and predictive models within functional areas.

Advanced analytics capitalizes on data-integration and advanced research assets (including cognitive computing) to allow insight into future trends, and to guide users to make the best possible decisions.



Customers who have already embarked upon

building a Smarter Workforce



Attract the right people through employment branding to appeal to the right candidates and win the war for talent

$2 MILLIONsavings in recruiting costs



Empower employees to perform with relevant, real-time solutions that leverage a company’s collective intelligence

40% increase in sales for new construction



Motivate employees to make a difference by defining a culture that leads to business success

9.3% AMONG TOP PERFORMERS

higher sales per labor hour



Empower teams with powerful tools that replace manual processes

100% increase

IN RESPONSE EFFICIENCY



Empower sales and marketing teams to share information, increasing customer satisfaction

Improved sales opportunities



Motivate employees to develop creative solutions to big problems

Brought a new product to market in

ONE-THIRDthe time



Motivate employees to pool together knowledge and deliver high quality products

Leveraged the expertise of

12,000

to create new products



Legal Disclaimer

© IBM Corporation 2013. All Rights Reserved.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.

If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete:All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.

Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.

If you reference Adobe® in the text, please mark the first use and include the following; otherwise delete:Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries. If you reference Java™ in the text, please mark the first use and include the following; otherwise delete:Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both. If you reference Microsoft® and/or Windows® in the text, please mark the first use and include the following, as applicable; otherwise delete:Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. If you reference Intel® and/or any of the following Intel products in the text, please mark the first use and include those that you use as follows; otherwise delete:Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. If you reference UNIX® in the text, please mark the first use and include the following; otherwise delete:UNIX is a registered trademark of The Open Group in the United States and other countries. If you reference Linux® in your presentation, please mark the first use and include the following; otherwise delete:Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others. If the text/graphics include screenshots, no actual IBM employee names may be used (even your own), if your screenshots include fictitious company names (e.g., Renovations, Zeta Bank, Acme) please update and insert the following; otherwise delete: All references to [insert fictitious company name] refer to a fictitious company and are used for illustration purposes only.

© 2013 IBM Corporation IBM Smarter Workforce Creating a Smarter Workforce.

Documents

Transcript of © 2013 IBM Corporation IBM Smarter Workforce Creating a Smarter Workforce.