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Keynote - Creating a Smarter Workforce by Empowering...
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Keynote - Creating a Smarter Workforce by Empowering People and Transforming BusinessNiramol JindanuwatCountry Manager Human ResourcesIBM Thailand
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Why does the
market need what
we are selling?
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The pressures on business
3
• Global talent pools and shortage of skills require and integrated
approach
• New generation entering the workforce expect HR technologies to mirror
consumer technologies (Mobile, Social, Informal Learning)
• Merging of science and technology
• Move from system of record to record of talent
• With talent being a key focus of executives, HR needs Big Data to
influence business outcomes
Sources: 2010 IBM Global Chief Human Resources Officer Study; 2012 IBM Global Chief Executive Study
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4
Source: Q24 “What do you see as the key sources of sustained economic value in your organization?”
Key sources of sustained economic value
Human capital
Customer relationships
Products / services innovation
Brand(s)
Business model innovation
Technology
Partnership networks
Data access / data-driven insights
R&D, intellectual property
Price / revenue innovation
Assets (physical, infrastructure)
Corporate social responsibility
Access to raw materials
71%
Key Discovery
What’s on the boss’s mind
66%
52%
43%
33%
30%
28%
25%
22%
19%
15%
13%
8%
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5
CEOs say…
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Three key capabilities enable organizations to work beyond borders
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Three key capabilities enable organizations to work beyond borders
Cultivating creative leaders
Developing the next
generation to lead a
more global, flexible and
diverse workforce
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88
Less than one-third of companies say they are effective at building the next generation of leadership capabilities
Source: Q2 (How important is it for your organization to address the following workforce challenges in the next 3 years? Select THREE)
Q3 (How effective is your organization in addressing the following workforce challenges today: Developing future leaders? Effective = 4 and 5)
Effectiveness at developing future leaders
69%Ineffective
31%Effective
Re
lati
ve
e
ffec
tive
ne
ss
Relative future importance
Developing
future leaders
1 2 3 4 5 6 7 8 9
9
8
7
6
5
4
3
2
1
“We have hired and trained people to work in silos. We need to identify future leaders who can
operate in a globally integrated company, and train them to think and work globally.”
Patti Stumpp,
SVP HR, Invacare Corporation
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9
Three key capabilities enable organizations to work beyond borders
Cultivating creative leaders
Developing the next
generation to lead a
more global, flexible and
diverse workforce
Mobilizing for speed and flexibility
Rapidly develop and deploy
workforce skills and capabilities to
match emerging opportunities
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While companies are looking to become more flexible, they are still challenged in building and allocating talent
Source: Q2 (How important is it for your organization to address the following workforce challenges in the next 3 years? Select THREE)
Q3 (How effective is your organization in addressing the following workforce challenges today: Rapidly developing needed workforce skills and capabilities? Efficiently allocating
the workforce across the organization?) (Effective = 4 or 5)
Effectiveness ratings
Efficiently allocating the workforce
across the organization
Rapidly developing workforce skills and
capabilities
36%
64%
31%
69%
Effective Ineffective
Re
lati
ve
eff
ect
ive
ne
ss
Relative future importance
1 2 3 4 5 6 7 8 9
9
8
7
6
5
4
3
2
1
Efficiently allocating the workforce across the organization
Rapidly developing workforce skills and capabilities
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Three key capabilities enable organizations to work beyond borders
Cultivating creative leaders
Developing the next
generation to lead a
more global, flexible and
diverse workforce
Mobilizing for speed and flexibility
Rapidly develop and deploy
workforce skills and capabilities to
match emerging opportunities
Capitalizing on collective intelligence
Fostering collaboration and knowledge
sharing to drive efficiency and foster
innovation
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22%Effective
12
“We don’t share intellectual assets fully, even though we have the IT infrastructure to do so.”
HR Executive, Industrial Sector,
Japan
Organizations struggle to connect their workforces
Source: Q2 (How important is it for your organization to address the following workforce challenges in the next 3 years? Select THREE)
Q3 (How effective is your organization in addressing the following workforce challenges today: Fostering collaboration and social networking? Effective = 4 or 5)
Effectiveness at fostering collaboration and knowledge sharing
78%Ineffective
Re
lati
ve
Eff
ect
ive
ne
ss
Relative future importance
1 2 3 4 5 6 7 8 9
9
8
7
6
5
4
3
2
1Fostering collaboration and knowledge sharing
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From customer
insight to solution
delivery
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Leverage social business technology to delight customers, create a Smarter Workforce
14
DELIGHT CUSTOMERS
to Create Exceptional Customer
Experiences
ACTIVATE THE WORKFORCE
to Create a Smarter Workforce
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15
Leaders face increasing pressures in the global war for talent
Sales &
Customer
Service
Offering
Development
Chief People
Officer/HR
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Thank You and Have a Nice Day!
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Creating a Smarter Workforce by Empowering
People and Transforming BusinessBrent LelloAsia Pacific Business Unit Executive – Social BusinessIBM Collaboration Solutions
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2013: A nexus of global talent challenges
• 18
Workforce Challenges
# 1 - Skills
# 2 – Younger Workforce
# 3 – Global Talent Imbalance
1Disruptive
Competition
3BorderlessWorkplace
521st
CenturyLeadership
2Shift towardEmergingMarkets
6Competingfor Talent Agile Leadership
New Generation of HR Practices
New Technology: Analytics
Social Tools
Mobility
4Specialisation
& newCareer Models
Unique Thai Factors
* Unemployment <1%
* >2.5m migrant workers
* Move to higher value exports
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Workforce Challenge #1: Skills
• 19
“We have entered a global economy
where talent and skills shortages challenge world economic and
business growth around the world.”– Klaus Schwab, Chairman, World
Economic Forum
" 93 per cent of employers say skills
shortages have the potential to hamper their
business in 2013 within Asia”- Jonathan Sampson, Asia Regional Director
Hays - Feb 13, 2013
Acquiring, retaining and developing the right people are key
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• 20� © Bersin Career Development Model
“High potentials”
“Hig
h pe
rform
ers”
Back Office, Operational, Contingent Employees
Functional Specialists/Front-Line Employees
Top
Management
Senior Management
Middle Management
First Line Management
The
Experts
Senior Specialists
� Specialisation sought
� Expertise not Experience
� Action learning
• Career development builds such skills
• Individuals with deep skills can easily leave
Specialisation, Expertise & Deep Skills Drive Competitive Advantages
Workforce Challenge #1: Skills
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Challenge #2: Youth …The Workforce is Getting Younger
• 21
• “The median age of Thailand's 69.5 million inhabitants is 33with less than 9% aged over 65”
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From Gold Collar to No Collar (% with tertiary education)
• 22
Challenge #2: Youth …The Workforce is Getting Younger
17.1% Thai
2012
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Unemployment <1%
>2.5m migrant workers
Move towards higher value
manufacturing and exports
Move away from primary industries
Challenge #4: The Global Talent Imbalance
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Challenge #4: The Global Talent Imbalance
• 24
Regional Leadership
Country Leadership
Middle Management
Entry Level
SurplusChina
Surplus
DeficitD
eficit
Lack of mid-level leaders
filled by expats or
newly empowered
local leaders
Young workers
flooding the
marketplace, weak in
business Skills.
Young Old
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Top talent priorities for 2013
25
2013 critical focus areas
Pre
pa
red
ne
ss
Low importance
Low preparedness
High importance
High preparedness
Low importance
High preparedness
High importance
Low preparedness
Importance
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Top talent priorities for 2013
26
2013 critical focus areas
Pre
pa
red
ne
ss
Low importance
Low preparedness
High importance
High preparedness
Low importance
High preparedness
High importance
Low preparedness
Importance
LeadershipBench
Strength
Diversity and
Inclusion DeepSpecialisa
tion
Manager Capabilities to Drive
Employee Performance
RetainingKey
Employees
Forecasting FutureTalent Needs Identifying Talent
Gaps
Manager Capabilities to
Develop Employees
Filling Talent Gaps
Building a High Impact
Learning Organisation
WorkforcePlanning
Culture ofInternal Mobility
Leveraging HR Metrics
2013 critical focus areas
Promoting Career Development
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Manager
Employee
Mentor
PeerPartner
Candidate
Customer
Employee
Workforce
Young
Connected
Global
Mobile
New models for career
Workplace
Specialized
Diverse
Performance-Driven
Team-Oriented
New models for work
The AGILE enterprise
Highly connected virtual teams
Collaboration to meet needs rapidly
Using data to make decisions
New models for management
The Agile Organisation: Traditional Practices Don’t Always Work
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Expert
Novice
Time
Traditional Training
Continuous Learning
Job
Aids
E-learning
courses
CoachingMentoring
Career
Curriculum Communities
of Practice
SocialNetworking
Mobile
LearningTrainingEvent
Retention is Los t
The Continuous Learning model
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From HR or L&D to capability development
High-impact learning organization® maturity model
Incidental Training
* Ad-hoc Job Support
* Apprenticeship
* SME Focused
Training &
Development Excellence
* Designed Instruction* Governance* L&D Processes* Program Focused
Talent & Performance Improvement
* Talent Development* Consulting* Integrated Business * Tech Focus
Organizational Capability
* Source of Business Performance Capability & Learning Agility* Executive Driven* Cultural & System Focus
1Administration,
Tracking, Virtual
classroom
Corporate LMSEnterprise
Administration
Integration with
Talent Strategies
Learning Culture,Expertise Sharing
2
3
4
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Keys to a smarter workforce
30
• Brand and culture, not recruiting
– Customers and alumni as advocates
• Continuous learning and career, not training:
– Create a continuous learning environment
– Develop the next generation of leaders
• Building Passion, not just engagement
– Hire and manage to “passion” and “fit,” not skills
• Use Technology and Data, not just beliefs
– Apply data to the science of HR
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31
Technology can support desired behavioural change
DELIGHT CUSTOMERS
Creating Exceptional Customer
Experiences
ACTIVATE THE WORKFORCE
Creating a Smarter Workforce
IBM Social business supports a smarter workforce
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Social Business is about;* your people* how they interact * & how they develop* to better meet your business objectives
It is about 'humanising' business processes within the unique culture of your organisation
Social Business is not simply about technology
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33 Source 1: Towers Watson; Source 2: Role of engagement in return to growth, Bloomberg Businessweek Aug 2010; Source 3: Bersin Report, The Science of Fit
26% more revenue
per employee and
40% lower
employee turnover in
businesses focused
on people. 33
65% of global
companies have problems
finding employees with the
right skills1
57% more effort from
employees who are most
committed to their
organization 2
Rethink how to best leverage and manage your talent
33
IBM Social business supports a smarter workforce
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Thank You