A Administração Estratégica de Pessoas na Era da Reaprendizagem
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Roberta Rebouças Yoshida | Sócia Líder - Human Capital Ronaldo Fragoso | Sócio Risk Advisory Adm. Walter Lerner | Coordenador do Grupo de Excelência em Administração Estratégica de Pessoas & Tecnologias - GEAPE-Tech/CRASP
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A Administração Estratégica de Pessoas na Era da Reaprendizagem
- 1. Administração Estratégica de Pessoas & Tecnologias na Era da Reaprendizagem
- 2. ©2019 Deloitte Touche Tohmatsu 2Indústria 4.0 Liderança na 4ª Revolução Industrial O que a pesquisa lançada pela Deloitte em Davos (janeiro de 2019) buscou identificar em relação à Indústria 4.0? Como os líderes empresariais estão avançando? Onde eles estão obtendo mais progresso? O que diferencia os líderes mais eficazes?
- 3. ©2019 Deloitte Touche Tohmatsu 3Indústria 4.0 Talentos Estão mais à frente na preparação de suas forças de trabalho para o futuro; acreditam que sabem quais são as competências que suas empresas vão precisar Tecnologia Concentram-se mais no uso de tecnologias da 4ª RI para proteger seus negócios do que para fazer investimentos arriscados Talent championDisruption driver Estratégia Trabalham para desenvolver estratégias eficazes para suas empresas, em mercados em rápida transformação Sociedade Expressam um compromisso genuíno em melhorar o mundo, considerando o alto impacto da Indústria 4.0 na sociedade Data-driven decisive Social super Quatro personas de liderança Quem são os líderes empresariais que estão na vanguarda da Indústria 4.0? Os líderes que parecem se adaptar mais rapidamente foram agrupados em quatro personas:
- 4. ©2019 Deloitte Touche Tohmatsu 4Indústria 4.0 Líderes na Indústria 4.0 Características comuns às quatro personas Focam o longo prazo no investimento em tecnologias para gerenciarem melhor as disrupturas Contribuem para um maior crescimento de receita à empresa do que seus concorrentes (mais de 5% ao ano) Têm um propósito claro e são metódicos ao definir uma estratégia de negócio com base na 4ª RI Expressam compromisso de fazer o bem para a empresa e a sociedade (sinergia de propósito) Estão preparados para empregar as tecnologias da Indústria 4.0 de maneira adequada Priorizam o treinamento aos funcionários de forma extensiva para capacitá-los à 4ª RI
- 5. 5 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Liderando a Empresa Social Reinvente com um Foco Humano Deloitte Tendências Globais de Capital Humano 2019
- 6. 6 | Copyright © 2018 Deloitte Development LLC. All rights reserved. Desde que em 2018 nos falamos
- 7. 7 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. A E M P R E S A S O C I A L … escuta, investe e administra as mudanças que dão forma ao mundo de hoje … tem a responsabilidade de ser uma boa cidadã, um modelo a ser seguido e promover a colaboração em todos os níveis da organização ... combina o crescimento de receita e lucratividade com a necessidade de respeitar e apoiar o seu ambiente e sua rede de stakeholders A Empresa Social surgiu para ficar E AS ORGANIZAÇÕES VEM RESPONDENDO
- 8. 8 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Organização Tradicional A Empresa Social PROPÓSITO SIGN IFIC A D O
- 9. 9 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. UM NOVO MANDATO ORGANIZACIONAL: Como as organizações podem trazer o “significado” de volta para o trabalho?
- 10. 10 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. O Futuro da Força de trabalho
- 11. 11 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Em 2020, o número de trabalhadores autônomos nos Estados Unidos, por exemplo, deverá triplicar para A força de trabalho alternativa: Agora é realidade M I L H Õ E S D E P E S S O AS42 41% dos respondentes considera essa questão importante ou muito importante…
- 12. 12 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. dos respondentes estabeleceram processos para gerenciar e desenvolver fontes alternativas de força de trabalho 8% M A S , A P E N A S A força de trabalho alternativa: Agora é realidade 41% dos respondentes consideram essa questão importante ou muito importante… Em 2020, por exemplo, o número de trabalhadores autônomos nos Estados Unidos, deverá triplicar para M I L H Õ E S D E P E S S O A S 42
- 13. 13 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. De Cargos para “Supercargos” dos respondentes indicaram que esperam que o uso de inteligência cognitiva e IA aumente ou aumente significativamente 80% N O S P R Ó X I M O S 3 AN O S
- 14. 14 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Acreditam que a automação irá eliminar um número significativo de posições M A S , A P E N A S 13% Ao invés de substituir trabalhadores, as organizações estão descobrindo que humanos e robôs estão trabalhando lado a lado De Cargos para “Supercargos” dos respondentes indicaram que esperam que o uso de inteligência cognitiva e IA aumente ou aumente significativamente 80% N O S P R Ó X I M O S 3 A N O S
- 15. 15 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Liderança para o século XXI: A encruzilhada entre o tradicional e o novo acreditam que a liderança do século XXI tem características únicas e novas que são importantes ou muito importantes para o sucesso da organização 80%D O S R E S P O N D E N T E S
- 16. 16 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Liderança para o século XXI: A encruzilhada entre o tradicional e o novo acreditam que a liderança do século XXI tem características únicas e novas que são importantes ou muito importantes para o sucesso da organização 80%D O S R E S P O N D E N T E S 25% AP E N A S Disseram que estão efetivamente criando líderes digitais 30% Estavam efetivamente desenvolvendo líderes para enfrentar os constantes desafios E
- 17. 17 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. O Futuro da Organização
- 18. 18 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. O Futuro Do RH
- 19. 19 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Dos respondentes citaram que reinventar a forma que as pessoas aprendem é importante ou muito importante – a tendência número 1 em 2019 86% Aprendizagem no fluxo da vida
- 20. 20 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Disseram que as organizações estavam “muito preparadas” para endereçar esse tema 10%A P E N A S 86% Aprendizagem no fluxo da vida Dos respondentes citaram que reinventar a forma que as pessoas aprendem é importante ou muito importante – a tendência número 1 em 2019
- 21. 21 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Dos respondentes classificaram como importante ou muito importante A mobilidade de talentos internos é um assunto de C-level, 76% Mobilidade de Talentos: Vencendo a guerra dentro de casa E
- 22. 22 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Disseram que seus empregados não têm visibilidade sobre as vagas internas 49% E 45% Mobilidade de Talentos: Vencendo a guerra dentro de casa Dos respondentes possuem poucas, se alguma, ferramentas para identificar e propiciar movimentações internas
- 23. 23 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Dos respondentes citaram tecnologias de RH como um assunto importante ou muito importante. 74% RH cloud: Uma plataforma de lançamento, não um destino final
- 24. 24 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Dos respondentes reportaram o uso efetivo de tecnologias de RH em nuvem com aplicativos ou plataformas totalmente integradas A P E N A S 25% RH cloud: Uma plataforma de lançamento, não um destino final Dos respondentes citaram tecnologias de RH como um assunto importante ou muito importante. 74%
- 25. 25 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Ranking das 10 principais tendências de 2019 28.17% 33.02% 39.09% 33.44% 37.48% 41.33% 39.86% 40.59% 42.52% 45.89% 41.18% 65.20% 66.24% 69.14% 70.38% 74.28% 76.04% 79.60% 84.13% 86.40% 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% Força de Trabalho Alternativa Performance Organizacional - Times Cargos e Supercargos Recompensas Acessando Talentos Tecnologias de RH Mobilidade de Talentos Liderança Experiência do Empregado Aprendizagem Importante ou Muito Importante Preparado ou muito preparado Brasil Importânc ia Prontidão 96% (1) 47% 92% (3) 42% 94% (2) 39% 88% (5) 42% 90% (4) 33% (4) 79% 29% (1) 79% 30% (2) 77% 42% 76% 32% (3) 57% 36% (5)
- 26. 26 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Principais gaps no Brasil Tecnologia de RH Gap -57% Importância Prontidão Liderança Gap -55% Importância Prontidão 94% 39% Experiência do empregado Gap -51% Importância Prontidão 92% 42% 33% 90% Aquisição de talentos Gap -51% Importância Prontidão 79% 29%
- 27. 27 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Reinventar com um Foco Humano C O M O O N D E P O R Q U Ê O QUÊ
- 28. 28 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved. Para um mundo onde: Lucros encontrem Propósito Talentos colaborem com Tecnologias Empresa Social reine soberana Todos podemos contribuir!
- 29. Roberta Yoshida Sócia-líder Consultoria em Gestão do Capital Humano royoshida@deloitte.com Ronaldo Fragoso Sócio de Risk Advisory rfragoso@deloitte.com
Notes de l'éditeur
- Eu sugiro trocar a palavra contrapartes, nós não costumamos utilizá-la
- Reminder on, “WHAT is a social enterprise?” A social enterprise is an organization whose mission combines revenue growth and profit-making with the need to respect and support its environment and stakeholder network.
- Social Enterprise is not CSR. It's about engaging with external ecosystem and working together more symphonically. Drivers from last year have not changed. Individuals have a powerful voice and they're using it; people don't trust the government, and technology continues to challenge our trust as to whether that technology is working for us or against us. Because of that, organizations need to be social enterprises. Good news, organizations have listened and responded with purpose, but this doesn't necessarily benefit the individual. To benefit the individual, you need to get to meaning.
- Meaning is a concept that's hard to understand, but if we look at Maslow's hierarchy, it gives us the definition of meaning. What it tells us are the areas that are gaps which our survey has validated. Creating a sense of belonging, creating a sense of esteem, and helping people self-actualize. That is the responsibility of organizations right now because of the aforementioned drivers. Putting meaning back into the workplace is the organizational mandate of our time.
- Creating a sense of Belonging The Workforce is Diverse: types of workers, and alternative workforce is now mainstream. Organizations have to recognize the shift to create belonging. As the workforce is diversifying, the work itself is also changing with the influence of technology. Jobs need the integration of humans with machines in the flow of work making super jobs more human valuing skills like empathy, collaboration, and teamwork This changing workforce needs a new kind of leader that is focused on creating a sense of belonging, are empathetic, and are able to influence
- Alternative Workforce: It's now mainstream The future of the workforce is diverse. Not just diverse in the sense of gender, ethnicity, race. It's diverse in terms of how people think about work. So if you want to create a sense of belonging, you have to have processes in place to manage the alternative workforce and people who think about work differently. They are too core to ignore.
- The alternative workforce is now a critical mainstay of the workforce. Organizations need to ensure all individuals feel a sense of belonging to ensure they get meaning from work. Workers in the alternative workforce need to feel respected for their contributions and engaged in the culture and fabric of the organization as members of the team. Organizations must rewire and move beyond “managing” the alternative workforce to “optimizing” and “leveraging” a diverse group of workers, creating new connections among HR, the business, procurement, and IT, among others, to do so effectively.
- From Jobs to Superjobs: Give people an increased sense of belonging by giving them access to a superjob that gives them more mobility, more development. How do you create a sense of belonging? It's in the job. How do you modify jobs and the structure of jobs to enhance an individual's sense of belonging. Here's the evolution of jobs that we're seeing. Think about traditional job; doing traditional org. design. You write a job description and it's static. Here are the roles / responsibilities. Advancement looks like you've layered on some management responsibilities. Over the past few years, we've seen the emergence of hybrid jobs. Technology has shown us that hybrid jobs create new jobs that combine technical skills and soft skills, skills that would have traditionally been separated. Hybrid jobs are the largest sector of job growth based on a recent report from Burning Glass. Example: Digital janitor is perfect example of hybrid job. The idea is you're cleaning up all of the data that's out there. You're a janitor, but you're a digital janitor. We're seeing the emergence though of superjobs, which combine technical and soft skills, but also responsibilities that have historically belonged to two, distinct jobs Example: Client is <Bank Holding Company #4 >(can't use name). At <Bank Holding Company #4 Related Company>, they have Investment Advisors. If we're talking to our clients about financial health, can't just talk in terms of stocks, bonds, assets. If we really want to talk about financial health and be a good investment advisor, we also need to talk about your skills and how well they position you for jobs of the future. Investment Advisors and Career Coaches will come together into a new role that will emerge. This is a superjob because it's radically different than a job that exists today Example: Federal Government has put out idea of a talent cloud coordinator. Do we see the convergence of talent development, talent acquisition, and learning coming together as a distinct workforce segment vs. being discreet functions in HR? Think about Shared Services. We started to see that Shared Services does more than just traditional, Tier 1 support, but what if shared services takes part of a business partner role and part of a COE, and instead, an experience manager emerges that takes all of those accountabilities and is responsible for the experience of the workforce segment You have the emergence of superjobs, but also have huge growth in low-skilled, low-age jobs. Everyone is talking about the hallowing out of the middle. Simultaneously, we need to push hybrid jobs in line with superjobs to upskill workforce and provide access to technology. We need to evolve jobs because jobs is how people have a sense of belonging. The emergence of superjobs gives people a sense of belonging, more development, more mobility, everything that ties back to meaning. Jobs are becoming more human. As organizations mature on the digital spectrum, there is a need to ensure individuals feel an investment in their technical skillsets and perform jobs alongside machines. Human skills like empathy, collaboration, teaming, and problem solving are increasingly valued as part of their job and allows an ongoing sense of belonging. Recoding work and jobs to integrate new technologies while valuing human skills is among business and HR leaders’ most important and growing priorities.
- Jobs are becoming more human. As organizations mature on the digital spectrum, there is a need to ensure individuals feel an investment in their technical skillsets and perform jobs alongside machines. Human skills like empathy, collaboration, teaming, and problem solving are increasingly valued as part of their job and allows an ongoing sense of belonging. Recoding work and jobs to integrate new technologies while valuing human skills is among business and HR leaders’ most important and growing priorities.
- If you want to create a sense of belonging, you need leaders who are going to be able to create this type of environment. Organizations are saying 21st century leadership is new. However, we're not so sure of this. It's not about new types of leaders, but instead, about the intersection of the traditional and the new. Our statistics show that our leaders are still evaluated on things like operational efficiency. New leadership skillsets will be required and it's about bringing together the traditional and the new that's going to help us create leaders of the future. Part of it is not relying on the external to bring in these leaders. We've overtitled on we need to go outside and bringing in talent that doesn’t have the internal perspective. We need to look within to identify leaders. Leadership was one of the top trends related to survey, so we needed to address it. Survey data was interesting paradox because everyone is saying that leadership is so different, but we question that. We need to think about what are the true new competencies we need to inject in leaders and again, this call to not always going to the outside, look within Instead of trying to reinvent leadership once again, look at the underlying processes that are supporting leaders and consider how we change those to reflect what we want our leaders to do. This is where the opportunity is. Example: <Diversified Health Care Company #1> - Large pharmaceutical company (can't use client name) lost their way years ago. Despite their credo, they were only measuring on what their leaders were accomplishing. They turned it around by starting to measure leaders on what they accomplished and how they accomplished. This became a 50/50 evaluation. Culture is important at all levels, and for individuals to be motivated with a sense of belonging, leaders need to be valued and recognized for new strengths and capabilities. Individuals aspiring to leadership will see leaders model new competencies, foster collaboration and teaming, and engage in a new social context creating a picture for their own paths to leadership from within. Refreshing one’s view of leadership in a belonging culture context is essential to determine how leaders can combine traditional expectations with new leadership competencies to help their organization pursue success.
- Culture is important at all levels, and for individuals to be motivated with a sense of belonging, leaders need to be valued and recognized for new strengths and capabilities. Individuals aspiring to leadership will see leaders model new competencies, foster collaboration and teaming, and engage in a new social context creating a picture for their own paths to leadership from within. Refreshing one’s view of leadership in a belonging culture context is essential to determine how leaders can combine traditional expectations with new leadership competencies to help their organization pursue success.
- Esteem is the role of the organization. How do you structure the organization to drive a sense of esteem. Building a Sense of Esteem So, what does the future of the organization need to look like in order to bring a sense of esteem back to the organization? Experience-centric
- Self-actualization is where HR comes in. HR plays a huge role in shaping and leading. Creating a place for self-actualization In order for the organization to reinvent, HR must lead by creating an environment that allows for self-actualization and for workers to achieve their highest potential and gain meaning from their work.
- If you're thinking about the human experience and meaning, learning has to be embedded into every single part of your world. We're highlighting learning experience platforms and how we've moved past LMS. We're now embedding learning into the day-to-day experience Learning is not content consumption. Everybody's mind is that learning means we're consuming something. We learn every moment of every day and it's how we are intentional with learning In the chapter, we talk about parallel to Dev Ops. Dev Ops was the idea that you're moving from traditional waterfall to development to agile approach. We've said let's take the Dev Ops mentality and apply it to learning and call it Dev Work. How do you move from waterfall approach to an agile approach where every moment, every activity you're taking is connected to learning and it's fully embedded Can connect to human experience Individuals feel a higher sense of self-actualization when they experience learning that is integrated into the flow of work—and life. A culture of lifelong learning gives their workers meaning both in and out of the workplace and rewards individuals that take a shared ownership in their personal development. Organizations need to recode in order to embed learning not only into the flow of work, but the flow of life to build an entire culture of learning, one which gives every employee the opportunity to learn every day.
- Individuals feel a higher sense of self-actualization when they experience learning that is integrated into the flow of work—and life. A culture of lifelong learning gives their workers meaning both in and out of the workplace and rewards individuals that take a shared ownership in their personal development. Organizations need to recode in order to embed learning not only into the flow of work, but the flow of life to build an entire culture of learning, one which gives every employee the opportunity to learn every day.
- Majority of people think it's harder to get a promotion inside organization than it is outside Internal mobility is fundamentally broken across every organization If you want to help people self-actualize and evolve to superjobs, but your processes are broken around mobility and rewards aren't instituted to support mobility, you're never going to get there. This is the best way to help people self-actualize Example: JPMC talked about how all of their recruiters use LinkedIn to find out about capabilities of internal employees rather than any internal tools Where are our needs vs. where are our people? This is about fixing the process. Huge partnership with GES. People want a new team / role vs. job. Talent mobility isn't just about geography, it's about moving function, role, etc. Given the fluidity of roles, we can manage our risks by taking baby steps. We can help individuals stretch beyond their responsibilities by giving them flexibility to advance in certain areas Though this isn't radically different now than what we've discussed in the past, what's different is that this has taken on an incredible amount of importance because it is an easy way for organizations to provide meaning to workers if they just fix their processes and that's why we're seeing it as urgent This is an easy fix. If you make this part of your organizational culture, than why can't this happen? We've over-complicated. We need to think about mobility holistically and redefine it, not just about moving jobs Example: <Chemicals Manufacturer #16> does this really well. Leaders have naturally been in 3 - 5 different areas of the organization just as part of their natural career lattice. Example: <Confectionery Manufacturer #1> Example: JPMC has a stat that 45% of their hires are internal and that they are working on creating an open talent marketplace inside Example: <Bank Holding Company #4> (can't use client name). Doing internal sourcing because they believe they have so much capability Managers are resistant to promoting mobility and statistics support this Individuals within the organization need to feel their skillsets and continuous development are valued. They need to see a path for a longer-term relationship with the organization through internal mobility which allows for the creative outlets they need to gain self-actualization and meaning from work. A starting point is to recode prevailing norms about mobility to support movement between teams, jobs, functions, and geographies as a natural step in a worker’s career.
- Individuals within the organization need to feel their skillsets and continuous development are valued. They need to see a path for a longer-term relationship with the organization through internal mobility which allows for the creative outlets they need to gain self-actualization and meaning from work. A starting point is to recode prevailing norms about mobility to support movement between teams, jobs, functions, and geographies as a natural step in a worker’s career.
- If you think about the future of HR, it needs to be repositioned to be the capability manager of the organization. Needs to be responsible for embedding learning into the flow of life. HR needs to be helping to uncomplicate talent mobility. The way they're going to do this is because technology is available more so now than ever However, you can't stop at the Cloud. Our survey data shows that our respondents do not believe they're getting the value from the Cloud. No debate around it. We're not saying you've made a mistake. What we're saying is that HR Cloud is a launchpad, not a destination. So if HR wants to fundamentally rethink how they're accessing capabilities, how they're embedding learning into flow of life, how to fundamentally fix the broken process of talent mobility you need to leverage what cloud provides, which is access to data, consistent data, usable processes. But you have to look beyond that to things like experience platforms and all these new apps coming in. You have to think beyond that and you have to continuously reinvent What you say to clients who haven't gotten onto Cloud: you have an opportunity to think ahead. This was the message at Verizon ConnectMe is the experience platform we use at Deloitte. Service Now getting into this space. It's all about experience. Their whole message is we're helping organizations get more value This will help clients understand what's next on the HR technology journey Another classification of clients that are only getting 40% of the value of the Cloud; 75% of discussions are people who have done something already, but need to optimize 85% of Fortune 100 has already moved to Cloud. Software vendors thinking about the next thing (thinking about finance, provider, higher-ed., etc.). Qualtrix, Service Now are companies that have impressive valuations for what's next. They're promoting themselves as experience platforms HR technology is the silver bullet; but there is actually no silver bullet that manages the complexity of this change. There is never an end to a go-live Parallel to the customer space is spoken about in trends report. We talk about how employee experience was started by someone at AirBnB who was responsible for customer experience and noticed that employee experience was a gap You can do this now because technology is here, you've established a foundation with cloud, and this is the start of your journey, not the end of it Technology and tools that support a collaborative work environment that allow individuals and teams to do their best work. The technology removes barriers to productivity and fosters digital teaming allowing processes to support meaningful work. Organizations have made progress with implementing cloud-based HR systems. The next step is rewire and to integrate cloud platforms with cognitive technologies, AI, and robotics, and to deploy technologies that improve workers’ digital experience by giving them a single consistent interface through which to access HR services and information.
- Technology and tools that support a collaborative work environment that allow individuals and teams to do their best work. The technology removes barriers to productivity and fosters digital teaming allowing processes to support meaningful work. Organizations have made progress with implementing cloud-based HR systems. The next step is rewire and to integrate cloud platforms with cognitive technologies, AI, and robotics, and to deploy technologies that improve workers’ digital experience by giving them a single consistent interface through which to access HR services and information.
- Reinvent is the How --> How do I go about doing this? This is not about reengineering, retooling, tinkering at the edges. This is about a fundamental reinvention of processes, programs, and the way we think about things that are core to use. We use reinvention, because to reinvent, you need to use technology. If you think about inventing, it's always had some types of technology tied to it. Our message here isn't focus on the individual and forget technology. You absolutely must have an emphasis on technology. Technology is what will push the world forward. So you need to use technology to reinvent, but you need to be prepared for radical change. Reinvent is intended to tell our clients that this is a big change Human is the Why--> Focused on the human not in spite of technology, but because technology is allowing us to focus on the human. This nuance is critical within our messaging. How do we know the focus on humans is important? Two years ago, we determined that the fourth industrial revolution was not driving the productivity that we'd expect and have seen prior. We're also seeing wage stagnation on top of this. That doesn't make sense. It's not just about technology. It's not just about individuals. Individuals are adopting technology frequently in their lives. The gap we saw was between the individual and the organization. It's about how the organization takes this technology and the power of the individual to drive change at work; that's what will drive productivity. So why is the focus on humans so important? Because that's the key to productivity. Focus is the Where --> You cannot just focus this on HR. What we've seen historically is that this often gets delegated to HR function. While HR plays a critical role and has the ability to shape and lead, it's not execute. This needs to be done by the symphonic C-suite across the organization, the workforce, and HR. Need to focus on all three levers in order to make this work. We have organized trends report in those three categories. The trends report will talk to you about what does the future of the workforce look like if you want to become a social enterprise and reinvent with a human focus, what does the future of the organization need to look like if you want to be a social enterprise and reinvent with a human, and what does the future of HR look like in order to accomplish that o Trends are the What
- Conclusion slide – leaving it open for discussion and the future.