SlideShare une entreprise Scribd logo
1  sur  24
Télécharger pour lire hors ligne
Extending expertise
How cognitive computing is transforming HR and the employee experience
IBM Institute for Business Value
IBM Smarter Workforce Institute
How IBM can help
IBM is at the forefront of practices and technology that help
organizations improve business outcomes through their
people. We bring together the power of behavioral science,
cognitive technologies and expert consulting to help our
clients get ahead and stay ahead. To learn more about the
IBM Talent and Engagement Consulting Practice, please visit
ibm.com/services/us/business-consulting/talent-change-
management. Learn more about IBM Watson Talent at
ibm.com/watson/talent.
Executive Report
Talent and Engagement
Executive summary
Today’s organizations face increasingly complex workforce challenges. Heightened
expectations for a compelling employee experience are combining with the virtualization
of the workplace, a growing demand for novel skillsets, and a continuing stream of new
technology and data. The HR function has a key role in addressing these challenges. Several
evolving capabilities, including cloud, mobile and the Internet of Things (the networking of
physical devices such as sensors, wearables and other electronics), are helping guide the
ongoing HR transformation. Another important capability, cognitive computing, is emerging
and can help improve business outcomes by expanding human expertise and improving
decision making.
To better understand the impact of cognitive solutions on the human resources function,
we surveyed senior HR executives, CEOs and employees across a range of industries and
geographies. As part of a larger IBM global survey of more than 6,000 executives, we asked
nearly 400 CHROs about their current views on cognitive computing; we also sought input
from employees regarding their willingness to receive guidance from cognitive solutions.
(For more information, see the Study approach and research methodology section.)
Our research shows that CHROs and CEOs recognize the value that cognitive solutions
bring to HR and believe its unique capabilities can address the new talent imperatives;
however, most are uncertain how and where to proceed. Our analysis of employee views
regarding cognitive solutions reveals a “cognitive sweet spot” – a set of parameters that
characterize situations where cognitive solutions will have the greatest impact on employees
and organizations.
SharpeningHRserviceswith
cognitive capabilities
Addressing complexity on behalf of employees is fast
becoming the new work of human resources. This
new priority is driven in large part by the growing
need for a workforce that can readily adapt to an
ever-evolving environment. Cognitive solutions can
help HR professionals in their endeavors to create
more efficient ways to interact with employees,
provide easy access to insights from vast amounts of
data, and deliver information tailored to the needs of
the individual. Our recent research reveals key areas
where cognitive capabilities can be leveraged in the
new HR era.
1
We also identify three areas in which HR professionals are starting to leverage the power of
cognitive computing: talent acquisition, talent development and HR operations. This report
shows how taking the first steps toward becoming a cognitive HR organization need not be
a daunting task. We offer key steps to amplify your transformation by building on your
existing investments.
66%of CEOs believe cognitive
computing can drive significant value
in HR.
50%of HR executives
recognize that cognitive computing
has the power to transform key
dimensions of HR.
54%of HR executives believe
that cognitive computing will affect
key roles in the HR organization.
Meet Joe, an employee on a mission
Consider the story of a new employee. Despite his onboarding program, Joe doesn’t
know where to go for information, resources or support. He wants to meet people and
share ideas but doesn’t know where to begin. Joe asks a desk neighbor his questions,
but she works in a different department and is not much help. Joe’s manager is busy
preparing a presentation, and the employee service desk hasn’t gotten back to him yet.
Joe is lost and frustrated.
What if Joe had been welcomed with new hire information on his mobile device that
was tailored to his first assignment? What if a chatbot could quickly answer his
questions? What if Joe received personalized training suggestions? And what if he
were automatically provided the names and contact information for three people he
could connect with on his first day? In a cognitive organization, Joe’s first experience
would be quite different. He would feel connected and confident that he has the right
tools to succeed. Joe would be off to a great start.
2 Extending expertise
The evolution of HR continues
Along with the digital age comes opportunities, challenges and trends that are impacting
organizations – and HR functions – around the globe (see Figure 1). Rapidly changing
requirements for novel skillsets signal a need for flexible recruiting practices that scour fresh
candidate pools. Today’s employees must be able to navigate the digital world, which includes
accessing and drawing insights from volumes of new data. In addition, the workplace has
become global and virtual, driving a need to optimize resources in different geographies. And
ultimately, there has been an important shift in the expectations of the workforce; employees
demand work experiences that are personal, engaging and authentic.1
Building on existing HR investments in technology and process, including core HR platforms,
cognitive solutions provide an opportunity to improve the overall employee experience,
reduce costs, and increase the accuracy and quality of HR services. Cognitive solutions
continually build knowledge, understand natural language and use reason to evaluate multiple
pieces of information quickly within context. By combining these three important qualities,
cognitive computing enables the discovery of new insights to support decision making and
boost engagement (see page 4 sidebar: What can a cognitive system do?).
The unique capabilities of cognitive systems open the door to a very different approach to HR
– one that meets the challenges of today’s workforce, benefiting both the organization and its
employees. As CHROs focus on transforming the employee experience, cognitive solutions
can build on existing HR technology investments to enhance the employee experience, help
reduce operational costs and enable the discovery of new workforce insights.
Skill challenges due to
digital transformation
48%
Changing workforce
demographics
43%
Demand for flexible/
virtual arrangements
42%
Rise of independent
workforce/gig economy
37%
Source: 2016 IBM Institute for Business Value Cognitive
Computing Study.
Figure 1
Top trends expected to impact human resources in the next three years
3
What can a cognitive system do?
Understand: Cognitive systems can receive and process unstructured information
in ways similar to humans. They understand language patterns and sensory
inputs, including text, pictures and auditory cues. For example, a cognitive system can
quickly examine thousands of hours of HR service center recordings to identify key
words and patterns based on frequency, tone and sentiment.
Reason: Cognitive systems grasp underlying concepts, form hypotheses, and infer and
extract ideas. They rapidly synthesize information to produce relevant and meaningful
responses. Consider the case of a manager who is looking to fill an internal role: A
cognitive system could look at various data sources, including a candidate’s professional
experience and previous performance, and then further analyze the candidate against
the characteristics of other successful job holders to determine if he or she would be a
strong fit for the organization.
Learn: Cognitive systems learn and improve through every data point, interaction and
outcome, building a deep and broad knowledge base that is always up-to-date. In the HR
world, with a constant stream of changing policies and new regulations, this capability
becomes critical. Rather than addressing a static set of rules, cognitive systems read, tag
and organize HR content from a variety of sources, allowing employees access to the
most accurate and relevant information at any given time.
4 Extending expertise
Cognitive is on the C-suite radar
Our study reveals that the market for cognitive solutions in HR is set to increase notably
over the next three years: Sixty-six percent of CEOs believe cognitive computing can drive
significant value in HR, and almost 40 percent expect their HR function to adopt cognitive
solutions during that time. Business leaders understand that cognitive computing is a critical
differentiator in the ongoing war for talent.
CHROs are aligned with their CEOs; more than half recognize that cognitive will be a
disruptive force in their industry. In fact, CHROs from our survey identify five key HR
challenges that cognitive solutions can address (see Figure 2). Each of these challenges
represents an opportunity to impact the bottom line – either through direct measures such
as labor cost management and HR process optimization or through indirect means such as
time-to-productivity and employee engagement.
HR executives from outperforming organizations appear to be even more aware of cognitive
computing’s potential value in numerous HR disciplines (see Figure 3). Companies that report
higher performance see strong potential for cognitive computing to address new and diverse
challenges across a wide variety of areas. For example, more than twice as many CHROs
from outperforming organizations recognize the value of cognitive computing in talent
acquisition.
Our findings suggest that business and HR leaders recognize that cognitive computing will
play a critical role in the future of human resources. However, many emerging technologies fail
to reach their full potential because the workforce is either unable or unwilling to successfully
embrace them. Given the potential transformative quality of cognitive computing, it’s
important to assess the willingness of employees to interact with cognitive solutions in their
daily work activities.
Slow transformation
of skills
Overly complex
HR processes
Misaligned labor
costs
Lack of agility in
responding to change
Slow response
to employees
40%
39%
39%
38%
35%
Source: 2016 IBM Institute for Business Value Cognitive
Computing Study.
Figure 2
Key HR challenges best addressed by cognitive computing
5
Does human resources advice need to come from humans?
For cognitive HR to take hold, employees need to be just as comfortable taking advice
from cognitive applications as they are from humans. To determine the willingness of
individuals to engage with and derive insights from cognitive systems, we examined the
responses of more than 8,600 employees to a series of typical HR-related scenarios.
Source: 2016 IBM Institute for Business Value Cognitive Computing Study.
Note: Performance groupings were identified through self-assessment, based on criteria including revenue and profitability.
Outperformers scored high in both metrics, while underperformers scored low in both.
Figure 3
Belief that cognitive computing can add value in specific areas of HR (outperforming versus underperforming
organizations)
0% 10% 20% 30% 40% 50% 60% 70%
Learning and development
Workforce planning
Payroll and benefits administration
Compensation and recognition
Talent acquisition
Leadership development
HR service delivery
67%
65%
70%
67%
Outperformers Underperformers
70%
72%46%
72%35%
40%
35%
30%
40%
37%
6 Extending expertise
Source: 2016 IBM Smarter Workforce Institute WorkTrends Study.
Figure 4
Scenarios provided to respondents to gauge readiness for cognitive in HR
As an employee, you have a chance to buy extra vacation but are informed
it is unlikely to be approved as many others have already booked vacation.
Would you apply for the leave, based on the advice provided?
Benefits
optimization:
Buying extra
vacation
After one week as a new hire, you feel the need for more support to help
learn your responsibilities. You are advised that a new hire webpage
contains a lot of useful information.
Would you visit the webpage?
Onboarding:
New hire
support
You have an important meeting scheduled with your manager immediately
following a client call. After the call, you receive feedback that you seem
anxious and should take a break before the meeting.
Would you heed the advice and take a break?
Personal
coaching:
Voice analyzer
The business wants to take a more systematic approach to employee
training. As a team manager, you are provided a list of training opportunities
for team members.
Would you share the provided information with your team?
Training:
Team
training
As a hiring manager in a large company, you discover the company’s
recruitment approach is falling short because it interviews too few
candidates.
Would you start increasing your candidate list in the future?
Selection:
Candidate
selection
Each scenario described either a cognitive-enabled approach to support a decision – a
mobile cognitive chatbot, for example – or a traditional HR source of information, such as
an e-mail exchange with a manager (see Figure 4).
7
Responses to each scenario include a “desired decision” from an HR perspective. For
each scenario, we compared responses across several dimensions including:
• Do employees make the same decisions when advised by cognitive systems versus
traditional HR professionals?
• Do employees feel as well informed by cognitive solutions as traditional HR approaches?
• To what extent do workers trust information from cognitive systems versus traditional HR
sources?
Our employee research revealed the following:
• Behavioral intentions: Respondents indicated they would make similar decisions
regardless of whether they received advice from traditional sources or cognitive solutions.
This suggests employees are able to glean appropriate information from cognitive systems.
Decisions were nearly identical for most scenarios, with the biggest difference in the voice
analyzer scenario. When respondents received traditional human advice, 60 percent
reported an intention to make the desired decision, compared to 56 percent that reported
an intention to make the desired decision when the advice was from the cognitive solution.
• Information adequacy: An important question relates to whether there is any informational
advantage offered by cognitive solutions. When asked if they had sufficient information,
respondents who received information from cognitive systems tended to answer “yes”
more frequently (68 percent on average across the scenarios) than respondents given the
8 Extending expertise
traditional advice (64 percent on average across the scenarios). This difference was
especially pronounced for more complex decisions, such as whether to buy extra vacation.
In this scenario, 58 percent of respondents reported having sufficient information from
cognitive, compared to 50 percent of employees in the traditional scenario.
• Trust: We also examined the level to which respondents trusted the information they
received. Two scenarios showed noteworthy results: the higher complexity vacation
scenario and the personal voice analyzer scenario. In the complex vacation scenario,
people trusted cognitive more than traditional (58 versus 54 percent). In contrast, in the
personal voice analyzer scenario, people trusted traditional more than cognitive advice
(68 versus 58 percent). These findings suggest that for more complex and less
personal decisions, information received from cognitive applications is considered
equally or more trustworthy than information from traditional sources.
• Intent to reuse: We asked participants whether they would seek similar advice from the
same source in the future. While we observed a stronger tendency for employees to reuse
traditional sources for HR advice (average 71 percent), a large percentage still expressed
an intention to reuse cognitive (average 62 percent). This suggests there may be a short
learning curve as employees build familiarity with cognitive systems and learn to make full
use of their features.
9
The cognitive sweet spot
Our research clearly demonstrates that organizations are primed for cognitive HR, and
employees are ready to embrace it in many daily activities. However, there are clear indicators
for success, making it important to recognize the “sweet spot” where cognitive solutions will
have the most significant impact. Look for scenarios where:
• Decisions are information-rich and highly complex – requiring a wide variety of inputs from
different data sources.
• Interactions by users are frequent and varied – where large volumes of requests must be
interpreted and addressed.
• High volumes of unstructured information are involved – such as free-form text, images
and auditory cues.
• The output is expected to be customized and personalized – to address the individual
needs of a global and diverse workforce.
Within the world of HR and employee experience, we identify three areas well suited to the
benefits cognitive capabilities offer:
• Talent acquisition and onboarding: Cognitive solutions can tap into multiple data sources
and reveal new insights to help companies develop richer candidate profiles, position
themselves more effectively in the external labor market, and make better decisions about
prospective employees.
• Talent development: Cognitive insights can lead to more personalized recommendations
for learning and career management.
• HR operations: Cognitive computing can enable more streamlined and accurate
information by equipping and empowering HR advisors.
Cognitive recruiting: Matchmaker
extraordinaire
Forum Engineering is a Japanese company that
places engineers into client organizations with
specific short- or long-term placement
requirements. Its traditional matching process
proved slow and inaccurate, and wrongly matched
candidates resulted in client dissatisfaction and
additional costs. To better serve clients, Forum
Engineering used IBM Watson technology to
employ a cognitive computing solution that uses
natural language processing and cognitive search
capabilities. The tool not only analyzes the
structured data the company has always
collected, but also sifts through unstructured data
in internal files to recommend the most
appropriate candidates for each position. Now
that matches incorporate factors such as
personality, skill and cultural fit, vacancies are
accurately and appropriately filled six times faster.
10 Extending expertise
Talent acquisition and onboarding
Improving the areas of talent acquisition and onboarding is a priority for the CHRO. Forty-six
percent of senior HR executives believe that cognitive technology can completely transform
their talent acquisition capabilities, and 42 percent believe it will bring substantial operational
efficiencies to this key area.
Consider the role of recruiters today. These individuals are constantly juggling multiple tasks,
including managing job requisitions from hiring managers, posting jobs online and with
agencies, and identifying passive candidates using social media. They are often required to
make a “best guess” when balancing short-term job matching and long-term organizational
fit. Supported by cognitive solutions, however, recruiters become marketing strategists and
relationship managers who focus efforts on priority job requisitions, optimizing the time to fill
critical positions. With cognitive capabilities, candidates from new talent pools can be
assessed for fit and skills much more rapidly, allowing recruiters to identify the most qualified
candidates (see Page 10 sidebar: Cognitive recruiting: Matchmaker extraordinaire). Cognitive
solutions can also help organizations leverage the latest social media trend data to assess the
employer brand and make changes designed to attract top talent.
The evolution to cognitive-enabled talent acquisition builds and strengthens traditional
methods of recruitment across multiple dimensions (see Figure 5): The employer brand
matures from passive to proactive, sourcing activities shift from random events to targeted
episodes, candidate selection becomes predictive, and the hiring process is truly
personalized.
Beyond the recruitment cycle, onboarding is a critical experience in the new employee’s
tenure with the organization. Cognitive solutions provide new employees with up-to-date
guidance regarding access to benefits, key contacts and other important information
Source: 2016 IBM Institute for Business Value Cognitive
Computing Study.
Figure 5
Benefits of cognitive-enabled talent acquisition
Talent acquisition
Passive
Traditional Cognitive
Employment
brand
RandomTalent
sourcing
InconsistentCandidate
selection
StandardizedHiring and
onboarding
Proactive
Targeted
Predictive
Personalized
11
(see sidebar: Cognitive onboarding: Employee service at your fingertips). Fast responses
to basic inquiries help ease the transition and set a positive tone that, in turn, is reflected in a
strengthened employer brand.
Talent development
Talent development is an area of focus for many HR leaders who recognize it’s no longer just
about what employees need to know, but also when, where and how the development
experience enables performance. Our research revealed that 48 percent of HR executives
view the digital skill gap as a critical issue, and 40 percent believe cognitive solutions are well
suited to address this challenge. These executives understand that continuous learning is
necessary to keep pace with the rapidly changing skills required for today’s workforce.
The talent development journey – from learning and skill development to employee feedback
– can also be enabled by cognitive systems (see Figure 6).
Source: 2016 IBM Institute for Business Value Cognitive Computing Study.
Figure 6
Benefits of cognitive-enabled talent development
Talent development
Cognitive onboarding: Employee
service at your fingertips
In 2016, IBM introduced a cognitive assistant
called CHIP for a variety of scenarios such as
onboarding new hires and supporting acquired
and outsourced employees. It provides
employees with a “one-stop shop” knowledge
base for HR programs and policy information.
CHIP can also be used to send targeted push
notifications about required tasks (for example,
completing the new-hire checklist, business
conduct guidelines or benefits enrollment). By
providing reliable on-demand answers to
commonly asked queries, CHIP helps enhance
the employee experience, improve productivity
and reduce HR service costs.
Learning
Careers
Feedback
Personalized
Individualized content adjusted to employee needs and preferences encourages
continuous development.
Coached
Employees receive personalized guidance for inspiring career paths tailored to
their interests.
Continuous
Pulse surveys and real-time social analytics help gauge employee sentiment and
guide workforce improvement initiatives.
12 Extending expertise
Look at the role of a manager in a global organization. Today, managers check in with their
direct reports as their daily duties permit. They rely on personal experience to determine
which employees need attention, coaching or recognition. Career conversations are often
relegated to the annual performance review cycle, and training recommendations are
prescribed by HR. With cognitive solutions guiding them, managers can have people insights
embedded in their dashboards and other daily tools, which will help them guide their teams
toward the right learning opportunities. Cognitive solutions that integrate learner needs and
critical industry knowledge enable curated learning paths that can be accessed anywhere,
at any time, through any channel (see sidebar: Cognitive learning: It’s personal).
Beyond learning, cognitive solutions also play a role in talent development by helping HR
professionals better understand employee sentiment and more rapidly identify emerging
issues. Cognitive-enabled systems monitor a variety of data sources, ranging from internal
collaboration platforms and employee mini-pulse surveys to external social platforms, and
search for potential issues or employee concerns. Coupled with structured information such
as sales results and turnover statistics, cognitive systems serve as “canaries in a virtual coal
mine,” identifying hot topics and longer-term trends that could affect employee morale and
performance.
Cognitive learning: It’s personal
IBM faced challenges in managing a training
catalogue that remained relevant to its global
workforce of over 375,000 employees. Learning
content was often out-of-date in an industry with
rapidly evolving skills and knowledge needs, and
managers struggled to keep up with corporate
training programs for their teams. In 2016, IBM
introduced Your Learning, an internal tool
powered by Watson cognitive technology that
provides access to personalized talent
development strategies for every employee. The
site curates tailored learning based on a user’s
preferences, job history and career goals. With
30,000 learner transactions a day, Your Learning
searches relevant structured and unstructured
data from more than 30 internal and external
sources to bring together current online content,
classroom training and key resources, allowing
employees to build knowledge anytime and
anywhere.
13
HR operations
In the HR back office, processes change on a regular basis: New benefits are introduced,
travel regulations are adjusted, and expense controls are redefined. Our research shows 39
percent of CHROs believe their HR processes are overly complex and could benefit from the
introduction of cognitive capabilities.
Today, an employee navigates the company intranet to locate information about HR policies,
relies on a manager to obtain guidance related to vacation eligibility, and calls the contact
center to follow up on expense queries. Each channel provides support in a different way and
often with inconsistent results. Enter the cognitive agent. Using natural language processing
capabilities, a cognitive solution that serves as a virtual agent absorbs employee requests
through a variety of channels. By rapidly tapping into myriad data sources – from employee
manuals to external provider databases – it provides answers to even novel questions. And
in situations where employees do access the contact center, cognitive-enabled systems
empower HR advisors with faster, more accurate information than they could get using
traditional systems, better equipping them to respond (see sidebar: Cognitive HR: Any way
you like it).
Optimizing traditional HR operations with cognitive capabilities helps reinvent core processes
and improve decision making among HR professionals (see Figure 7). Payroll administration is
streamlined with compliance updates and reduced runtimes, while workforce administration
benefits from intelligent automation of complex data management. Existing shared service
center advisors empowered by cognitive guidance can deliver even better employee
experiences, and workforce analytics is enhanced through scenario modeling.
Cognitive HR: Any way you like it
A large, global consumer products company
wanted to reduce time spent on complex calls to
its HR service center, as well as improve overall
employee satisfaction rates with the HR
department. It recognized that employees expect
a frictionless interaction on the channel of their
choice, supported quickly and effectively by
service desk advisors. The company introduced a
cognitive solution, powered by Watson technology,
which provides omni-channel access to the
service desk. The solution seamlessly integrates
and synthesizes information to extend and
augment the advisor’s expertise, allowing for more
timely and accurate responses. A 25 percent
improvement in employee satisfaction with the HR
service center was reported after just one month.
14 Extending expertise
Source: 2016 IBM Institute for Business Value Cognitive Computing Study.
Figure 7
Benefits of cognitive-enabled HR operations
HR operations
Payroll
Workforce
administration
HR shared
service centers
Streamlined
Insightful compliance updates and real-time analytics can limit exception
processing, helping reduce runtimes and costs.
Automated
Intelligent agents can process complex data management tasks, helping
improve accuracy.
Empowered
Cognitive call guidance can improve issue resolution and employee experiences.
Workforce
analytics
Optimized
Scenario modeling can identify best skill mix, hiring targets and location options.
15
Beginning your cognitive HR journey
Taking the first steps toward introducing cognitive capabilities to your organization need
not be a daunting task. Here are recommendations for how to begin:
Consider how cognitive will strengthen your HR transformation
Cognitive capabilities amplify existing investments across HR, including core HR platforms and
other cloud-based applications. For example, in talent acquisition, consider how a cognitive
system might better predict new hire success by examining candidate data in combination with
your organization’s internal performance metrics and competency frameworks. In talent
development, look at how cognitive applications could fortify your learning management system
to help guide learners toward up-to-date information aligned with the strategic priorities of your
business. Finally, in HR operations, determine how employee self service could benefit from a
mobile chatbot that interacts naturally and on demand.
Start simple, but start smart
Deciding where to begin with cognitive computing can seem formidable. Consider which
cognitive capabilities are best suited for the problems you want to solve. Natural language
processing capabilities are valuable in situations where repetitive interactions with the
employee population are required, while the ability to interpret tone is a valuable asset for
managers and leaders. Consider the cognitive “sweet spot,” which involves situations where
decisions are information-rich, highly complex and frequently required by employees. Focus
on opportunities that will benefit from novel insights, incredible experiences, enhanced
expertise or intelligent processes. Build an interdisciplinary team to co-create solutions with
a broad selection of your user population.
16 Extending expertise
Understand the possibilities of your data
Because cognitive systems excel at uncovering insights from sources once unsearchable,
traditional text-based data can be augmented with sensory inputs such as natural speech
and images. Unlocking the potential for differentiated insights requires understanding the data
you possess, as well as data outside your firewall and data yet to come. When asked which
data sources would be most important for use in cognitive solutions, HR executives from our
survey identified external labor market sources (46 percent of respondents), internal HR data
(46 percent) and employee competency models (45 percent) as the top three.
Build trust and engage people
Understanding the implications of the integration of people and machines in the workplace
must be an essential part of your cognitive journey. Over half of the HR leaders we surveyed
recognize that a wide variety of HR roles, ranging from senior executives to the employee
service center, will be impacted. Consider the far-reaching implications, including the
anticipated need for reskilling and potential job redesign. Preparing people for new ways of
working with technology is a foundational step; adapting processes, content and roles
helps pave the way. Convincing employees to use the cognitive solutions is the next step.
Build trust by focusing your initial forays on systems that augment and support your
employees’ expertise.
Enhance and expand strategically across HR
Cognitive systems are designed to learn and improve. Plan to assess the system’s progress
and continuously apply feedback to enhance and deepen cognitive functionality. As you
refine and grow, assess your progress and measure the specific value of each solution.
Being deliberate in your progression across different areas of HR, including talent
acquisition, talent development and HR operations, can help you realize value in many
elements of the employee experience.
17
Are you ready for cognitive HR?
As you consider the introduction of cognitive computing into your organization, think about
the following key questions:
• Which areas within your HR organization could benefit from cognitive computing?
• How could cognitive computing enhance your decision making in talent acquisition, talent
engagement and HR operations?
• How effective is your organization in bringing together data from various sources to make
effective decisions about your workforce?
• How could the application of cognitive technology in HR fit into your organization’s overall
business strategy?
• What new skills or competencies would be required in your organization to take advantage
of cognitive computing?
For more information
To learn more about this IBM Institute for Business
Value study, please contact us at iibv@us.ibm.com.
Follow @IBMIBV on Twitter, and for a full catalog of our
research or to subscribe to our monthly newsletter,
visit: ibm.com/iibv.
Access IBM Institute for Business Value executive
reports on your mobile device by downloading the free
“IBM IBV” apps for phone or tablet from your app store.
To learn more about IBM Smarter Workforce Institute,
please contact us at ibmswi@us.ibm.com. Follow
@IBMSmtWorkforce on Twitter.
18 Extending expertise
Study team
IBM brought together a core team of cognitive computing experts, researchers, consultants
and HR leaders to envision how cognitive capabilities will help transform human resources:
Eric Bokelberg, ebokelb@us.ibm.com
Dr. Chitra Dorai, dorai@us.ibm.com
Dr. Sheri Feinzig, sfeinzig@us.ibm.com
Dr. Nigel Guenole, nigel.guenole@uk.ibm.com
Eric Lesser, elesser@us.ibm.com
Janet Mertens, jmertens@ca.ibm.com
Louise Raisbeck, l.raisbeck@ibm.com
Victor Reyes, victor.reyes@us.ibm.com
Susan Steele, steeles@us.ibm.com
Executive Sponsors
Tina Marron-Partridge, Partner and Vice President, tina.marron-partridge@uk.ibm.com
Richard McColl, Vice President, richardmccoll@us.ibm.com
Bob Schultz, General Manager, schultz7@us.ibm.com
The right partner for a changing world
At IBM, we collaborate with our clients, bringing
together business insight, advanced research and
technology to give them a distinct advantage in today’s
rapidly changing environment.
IBM Institute for Business Value
The IBM Institute for Business Value, part of IBM Global
Business Services, develops fact-based strategic
insights for senior business executives around critical
public and private sector issues.
IBM Smarter Workforce Institute
The IBM Smarter Workforce Institute produces
rigorous, global, innovative research spanning a wide
range of workforce topics to advance the collective
understanding of work and organizations.
19
Acknowledgments
The study team would like to thank the following people for their contributions to this
executive report: Yates Baker IV, Kristin Biron, Kathy Cloyd, Brian Goehring, Mark Hance,
Carl F Ingersoll, Kurt Krause, Jon Lester, Spencer Lin, Kathleen Martin, Hebattallah Nashaat,
Anshul Sheopuri and Teresa Thieme.
Study approach and methodology
We examined three key streams of data for this report:
1. IBM Institute for Business Value 2016 Cognitive Computing Study – We surveyed over
6,000 global executives from various industries and markets, including 382 HR senior
executives and 425 CEOs. Respondents were asked to answer questions related to the
trends and challenges best served by cognitive computing, specific to their function. This
paper focuses on the HR function; forthcoming studies will explore cognitive computing
in other areas of the business.
2. IBM Smarter Workforce Institute 2016 Work Trends Survey – We surveyed over 8,600
English-speaking employees from companies around the globe at all levels in the
organization. Respondents were randomly assigned traditional or cognitive approaches
for typical HR scenarios and, for each scenario, asked to answer questions about their
confidence levels, trust and decision paths.
3. Lessons from early adoptions of cognitive HR solutions – We talked to program leaders
and solution designers to understand key challenges cognitive computing is addressing
and the business outcomes of various cognitive programs.
20 Extending expertise
GBE03789USEN-00
Related publications
• “Designing employee experience: How a unifying approach can enhance engagement and
productivity.” IBM Institute for Business Value. February 2016. http://www.ibm.com/
business/value/employee_experience
• “Amplifying employee voice: How organizations can better connect to the pulse of the
workforce.” IBM Institute for Business Value. October 2015. http://www.ibm.com/business/
value/employeevoice
• “Unlock the people equation: Using workforce analytics to drive business results.” IBM
Institute for Business Value. January 2015. http://www.ibm.com/business/value/
peopleequation
• “Starting the workforce analytics journey: The first 100 days.” IBM Smarter Workforce
Institute. May 2015. http://www.ibm.biz/analytics-first100days
Notes and sources
1 Lesser, Eric; Janet Mertens; Maria-Paz Barrientos; and Meredith Singer. “Designing
employee experience: How a unifying approach can enhance engagement and
productivity.” IBM Institute for Business Value. February 2016. http://www.ibm.com/
business/value/employee_experience
© Copyright IBM Corporation 2017
IBM Corporation
Route 100
Somers, NY 10589
Produced in the United States of America
January 2017
IBM, the IBM logo, ibm.com and Watson are trademarks of International
Business Machines Corp., registered in many jurisdictions worldwide.
Other product and service names might be trademarks of IBM or other
companies. A current list of IBM trademarks is available on the web at
“Copyright and trademark information” at: ibm.com/legal/copytrade.
shtml.
This document is current as of the initial date of publication and may be
changed by IBM at any time. Not all offerings are available in every
country in which IBM operates.
THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS IS”
WITHOUT ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING
WITHOUT ANY WARRANTIES OF MERCHANTABILITY, FITNESS FOR
A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF
NON-INFRINGEMENT. IBM products are warranted according to the
terms and conditions of the agreements under which they are provided..
This report is intended for general guidance only. It is not intended to be
a substitute for detailed research or the exercise of professional
judgment. IBM shall not be responsible for any loss whatsoever
sustained by any organization or person who relies on this publication.
The data used in this report may be derived from third-party sources
and IBM does not independently verify, validate or audit such data. The
results from the use of such data are provided on an “as is” basis and
IBM makes no representations or warranties, express or implied.
21
The FIRM & IBM Event : How cognitive computing is transforming hr and the employee experience

Contenu connexe

Tendances

LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...LinkedIn Talent Solutions
 
Hr compensation analytics
Hr compensation analyticsHr compensation analytics
Hr compensation analyticspaulmartin315
 
LinkedIn - Global Talent Trends - 2017
LinkedIn - Global Talent Trends - 2017LinkedIn - Global Talent Trends - 2017
LinkedIn - Global Talent Trends - 2017Reuben Obaidullah
 
Troubleshooting Recruiting: How To Recruit More Women Into Your Workforce
Troubleshooting Recruiting: How To Recruit More Women Into Your WorkforceTroubleshooting Recruiting: How To Recruit More Women Into Your Workforce
Troubleshooting Recruiting: How To Recruit More Women Into Your WorkforceAggregage
 
The Future of HR: Standing Still Isn't an Option October 2017
The Future of HR: Standing Still Isn't an Option October 2017The Future of HR: Standing Still Isn't an Option October 2017
The Future of HR: Standing Still Isn't an Option October 2017Dave Millner
 
Strategic Workforce Planning: Key Principles and Objectives, Paul Turner
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerStrategic Workforce Planning: Key Principles and Objectives, Paul Turner
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
 
Workforce analytics, an introduction
Workforce analytics, an introductionWorkforce analytics, an introduction
Workforce analytics, an introductionAnalitiQs
 
The Talent Acquisition Value Matrix
The Talent Acquisition Value MatrixThe Talent Acquisition Value Matrix
The Talent Acquisition Value MatrixRob McIntosh
 
We Got One! How to Measure a Recently Hired Person
We Got One! How to Measure a Recently Hired PersonWe Got One! How to Measure a Recently Hired Person
We Got One! How to Measure a Recently Hired PersonHighRoad Solution
 
Data-Driven Talent Attraction & Engagement
Data-Driven Talent Attraction & EngagementData-Driven Talent Attraction & Engagement
Data-Driven Talent Attraction & EngagementHuman Capital Media
 
The Next (R)evolution of the Talent Acquisition Function -- Breakout Session ...
The Next (R)evolution of the Talent Acquisition Function -- Breakout Session ...The Next (R)evolution of the Talent Acquisition Function -- Breakout Session ...
The Next (R)evolution of the Talent Acquisition Function -- Breakout Session ...LinkedIn Talent Solutions
 
Hiring for success — what makes the difference? Why are so many organisations...
Hiring for success — what makes the difference? Why are so many organisations...Hiring for success — what makes the difference? Why are so many organisations...
Hiring for success — what makes the difference? Why are so many organisations...Steven Jagger
 
Recruitment Policy and Procedure
Recruitment Policy and ProcedureRecruitment Policy and Procedure
Recruitment Policy and ProcedureManage Train Learn
 
HR and the Internet of Engagement November 2017
HR and the Internet of Engagement November 2017HR and the Internet of Engagement November 2017
HR and the Internet of Engagement November 2017Dave Millner
 
Consultancy services
Consultancy servicesConsultancy services
Consultancy servicesRenjin Babu
 
How to Run LinkedIn Searches Like a Pro [Webcast]
How to Run LinkedIn Searches Like a Pro [Webcast]How to Run LinkedIn Searches Like a Pro [Webcast]
How to Run LinkedIn Searches Like a Pro [Webcast]LinkedIn Talent Solutions
 

Tendances (20)

Talent acquisition training
Talent acquisition trainingTalent acquisition training
Talent acquisition training
 
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...
 
Hr compensation analytics
Hr compensation analyticsHr compensation analytics
Hr compensation analytics
 
LinkedIn - Global Talent Trends - 2017
LinkedIn - Global Talent Trends - 2017LinkedIn - Global Talent Trends - 2017
LinkedIn - Global Talent Trends - 2017
 
Troubleshooting Recruiting: How To Recruit More Women Into Your Workforce
Troubleshooting Recruiting: How To Recruit More Women Into Your WorkforceTroubleshooting Recruiting: How To Recruit More Women Into Your Workforce
Troubleshooting Recruiting: How To Recruit More Women Into Your Workforce
 
The Future of HR: Standing Still Isn't an Option October 2017
The Future of HR: Standing Still Isn't an Option October 2017The Future of HR: Standing Still Isn't an Option October 2017
The Future of HR: Standing Still Isn't an Option October 2017
 
Smb recruiting trends 2017
Smb recruiting trends 2017Smb recruiting trends 2017
Smb recruiting trends 2017
 
Strategic Workforce Planning: Key Principles and Objectives, Paul Turner
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerStrategic Workforce Planning: Key Principles and Objectives, Paul Turner
Strategic Workforce Planning: Key Principles and Objectives, Paul Turner
 
Workforce analytics, an introduction
Workforce analytics, an introductionWorkforce analytics, an introduction
Workforce analytics, an introduction
 
The Talent Acquisition Value Matrix
The Talent Acquisition Value MatrixThe Talent Acquisition Value Matrix
The Talent Acquisition Value Matrix
 
We Got One! How to Measure a Recently Hired Person
We Got One! How to Measure a Recently Hired PersonWe Got One! How to Measure a Recently Hired Person
We Got One! How to Measure a Recently Hired Person
 
Data-Driven Talent Attraction & Engagement
Data-Driven Talent Attraction & EngagementData-Driven Talent Attraction & Engagement
Data-Driven Talent Attraction & Engagement
 
HR Transformation 2015
HR Transformation 2015HR Transformation 2015
HR Transformation 2015
 
The Value Of HR
The Value Of HRThe Value Of HR
The Value Of HR
 
The Next (R)evolution of the Talent Acquisition Function -- Breakout Session ...
The Next (R)evolution of the Talent Acquisition Function -- Breakout Session ...The Next (R)evolution of the Talent Acquisition Function -- Breakout Session ...
The Next (R)evolution of the Talent Acquisition Function -- Breakout Session ...
 
Hiring for success — what makes the difference? Why are so many organisations...
Hiring for success — what makes the difference? Why are so many organisations...Hiring for success — what makes the difference? Why are so many organisations...
Hiring for success — what makes the difference? Why are so many organisations...
 
Recruitment Policy and Procedure
Recruitment Policy and ProcedureRecruitment Policy and Procedure
Recruitment Policy and Procedure
 
HR and the Internet of Engagement November 2017
HR and the Internet of Engagement November 2017HR and the Internet of Engagement November 2017
HR and the Internet of Engagement November 2017
 
Consultancy services
Consultancy servicesConsultancy services
Consultancy services
 
How to Run LinkedIn Searches Like a Pro [Webcast]
How to Run LinkedIn Searches Like a Pro [Webcast]How to Run LinkedIn Searches Like a Pro [Webcast]
How to Run LinkedIn Searches Like a Pro [Webcast]
 

En vedette

The FIRM & IBM : Rewriting the rules for the digital age
The FIRM & IBM : Rewriting the rules for the digital ageThe FIRM & IBM : Rewriting the rules for the digital age
The FIRM & IBM : Rewriting the rules for the digital ageEmma Mirrington
 
Agility within Resourcing - The FIRM and eSift business breakfast outputs
Agility within Resourcing - The FIRM and eSift business breakfast outputsAgility within Resourcing - The FIRM and eSift business breakfast outputs
Agility within Resourcing - The FIRM and eSift business breakfast outputsEmma Mirrington
 
Cognitive computing for academics 20170301 v5
Cognitive computing for academics 20170301 v5Cognitive computing for academics 20170301 v5
Cognitive computing for academics 20170301 v5ISSIP
 
Introduction to Cognitive Computing the science behind and use of IBM Watson
Introduction to Cognitive Computing the science behind and use of IBM WatsonIntroduction to Cognitive Computing the science behind and use of IBM Watson
Introduction to Cognitive Computing the science behind and use of IBM WatsonSubhendu Dey
 
Enabling cognitive computing business
Enabling cognitive computing businessEnabling cognitive computing business
Enabling cognitive computing businessJerry Smith
 
Brazen Talent Engagement Trends 2016
Brazen Talent Engagement Trends 2016Brazen Talent Engagement Trends 2016
Brazen Talent Engagement Trends 2016Brazen
 
T shaped cognitive 20170221 v2
T shaped cognitive 20170221 v2T shaped cognitive 20170221 v2
T shaped cognitive 20170221 v2ISSIP
 
Cognitive Computing by Professor Gordon Pipa
Cognitive Computing by Professor Gordon PipaCognitive Computing by Professor Gordon Pipa
Cognitive Computing by Professor Gordon Pipadiannepatricia
 
#FIRMday Oct 22nd London - Employing disabled people is good for business
#FIRMday Oct 22nd London - Employing disabled people is good for business#FIRMday Oct 22nd London - Employing disabled people is good for business
#FIRMday Oct 22nd London - Employing disabled people is good for businessEmma Mirrington
 
Why Understanding the Evolving Candidate Journey Gives You a Recruiting Advan...
Why Understanding the Evolving Candidate Journey Gives You a Recruiting Advan...Why Understanding the Evolving Candidate Journey Gives You a Recruiting Advan...
Why Understanding the Evolving Candidate Journey Gives You a Recruiting Advan...Glassdoor
 
The Candidate Journey
The Candidate JourneyThe Candidate Journey
The Candidate JourneyGlassdoor
 
The Intelligent Enterprise: How Companies are Using Cognitive Computing to Dr...
The Intelligent Enterprise: How Companies are Using Cognitive Computing to Dr...The Intelligent Enterprise: How Companies are Using Cognitive Computing to Dr...
The Intelligent Enterprise: How Companies are Using Cognitive Computing to Dr...Susanne Hupfer, Ph.D.
 
Creative Hiring Tactics Along The Candidate Journey [Webcast]
Creative Hiring Tactics Along The Candidate Journey [Webcast]Creative Hiring Tactics Along The Candidate Journey [Webcast]
Creative Hiring Tactics Along The Candidate Journey [Webcast]LinkedIn Talent Solutions
 
Cognitive Computing: Challenges and opportunities in Building an Artificial I...
Cognitive Computing: Challenges and opportunities in Building an Artificial I...Cognitive Computing: Challenges and opportunities in Building an Artificial I...
Cognitive Computing: Challenges and opportunities in Building an Artificial I...Pietro Leo
 
Cognitive Computing
Cognitive ComputingCognitive Computing
Cognitive ComputingPietro Leo
 
The Cognitive Edge: A New Competitive Advantage
The Cognitive Edge: A New Competitive AdvantageThe Cognitive Edge: A New Competitive Advantage
The Cognitive Edge: A New Competitive AdvantageIDC Italy
 

En vedette (20)

The FIRM & IBM : Rewriting the rules for the digital age
The FIRM & IBM : Rewriting the rules for the digital ageThe FIRM & IBM : Rewriting the rules for the digital age
The FIRM & IBM : Rewriting the rules for the digital age
 
Agility within Resourcing - The FIRM and eSift business breakfast outputs
Agility within Resourcing - The FIRM and eSift business breakfast outputsAgility within Resourcing - The FIRM and eSift business breakfast outputs
Agility within Resourcing - The FIRM and eSift business breakfast outputs
 
Cognitive computing for academics 20170301 v5
Cognitive computing for academics 20170301 v5Cognitive computing for academics 20170301 v5
Cognitive computing for academics 20170301 v5
 
Introduction to Cognitive Computing the science behind and use of IBM Watson
Introduction to Cognitive Computing the science behind and use of IBM WatsonIntroduction to Cognitive Computing the science behind and use of IBM Watson
Introduction to Cognitive Computing the science behind and use of IBM Watson
 
Enabling cognitive computing business
Enabling cognitive computing businessEnabling cognitive computing business
Enabling cognitive computing business
 
Cognitive Computing
Cognitive ComputingCognitive Computing
Cognitive Computing
 
Cognitive computing
Cognitive computingCognitive computing
Cognitive computing
 
The Power of Machine Learning and Graphs
The Power of Machine Learning and GraphsThe Power of Machine Learning and Graphs
The Power of Machine Learning and Graphs
 
Brazen Talent Engagement Trends 2016
Brazen Talent Engagement Trends 2016Brazen Talent Engagement Trends 2016
Brazen Talent Engagement Trends 2016
 
T shaped cognitive 20170221 v2
T shaped cognitive 20170221 v2T shaped cognitive 20170221 v2
T shaped cognitive 20170221 v2
 
Cognitive Computing by Professor Gordon Pipa
Cognitive Computing by Professor Gordon PipaCognitive Computing by Professor Gordon Pipa
Cognitive Computing by Professor Gordon Pipa
 
#FIRMday Oct 22nd London - Employing disabled people is good for business
#FIRMday Oct 22nd London - Employing disabled people is good for business#FIRMday Oct 22nd London - Employing disabled people is good for business
#FIRMday Oct 22nd London - Employing disabled people is good for business
 
Why Understanding the Evolving Candidate Journey Gives You a Recruiting Advan...
Why Understanding the Evolving Candidate Journey Gives You a Recruiting Advan...Why Understanding the Evolving Candidate Journey Gives You a Recruiting Advan...
Why Understanding the Evolving Candidate Journey Gives You a Recruiting Advan...
 
The Candidate Journey
The Candidate JourneyThe Candidate Journey
The Candidate Journey
 
Time
TimeTime
Time
 
The Intelligent Enterprise: How Companies are Using Cognitive Computing to Dr...
The Intelligent Enterprise: How Companies are Using Cognitive Computing to Dr...The Intelligent Enterprise: How Companies are Using Cognitive Computing to Dr...
The Intelligent Enterprise: How Companies are Using Cognitive Computing to Dr...
 
Creative Hiring Tactics Along The Candidate Journey [Webcast]
Creative Hiring Tactics Along The Candidate Journey [Webcast]Creative Hiring Tactics Along The Candidate Journey [Webcast]
Creative Hiring Tactics Along The Candidate Journey [Webcast]
 
Cognitive Computing: Challenges and opportunities in Building an Artificial I...
Cognitive Computing: Challenges and opportunities in Building an Artificial I...Cognitive Computing: Challenges and opportunities in Building an Artificial I...
Cognitive Computing: Challenges and opportunities in Building an Artificial I...
 
Cognitive Computing
Cognitive ComputingCognitive Computing
Cognitive Computing
 
The Cognitive Edge: A New Competitive Advantage
The Cognitive Edge: A New Competitive AdvantageThe Cognitive Edge: A New Competitive Advantage
The Cognitive Edge: A New Competitive Advantage
 

Similaire à The FIRM & IBM Event : How cognitive computing is transforming hr and the employee experience

ZingHR-Microsoft-Whitepaper-2016
ZingHR-Microsoft-Whitepaper-2016ZingHR-Microsoft-Whitepaper-2016
ZingHR-Microsoft-Whitepaper-2016Deepak Rahul Sahoo
 
Minting the New Currency of HR - Insights
Minting the New Currency of HR - InsightsMinting the New Currency of HR - Insights
Minting the New Currency of HR - InsightsAdrian Boucek
 
Impact of Artificial Intelligence (AI) on Human Resource
Impact of Artificial Intelligence (AI) on Human Resource Impact of Artificial Intelligence (AI) on Human Resource
Impact of Artificial Intelligence (AI) on Human Resource HRMantra Software Pvt. Ltd
 
21 HR Jobs of the Future
21 HR Jobs of the Future21 HR Jobs of the Future
21 HR Jobs of the FutureCognizant
 
Ibm smarter workforce Unlock the people equation using workforce analytics to...
Ibm smarter workforce Unlock the people equation using workforce analytics to...Ibm smarter workforce Unlock the people equation using workforce analytics to...
Ibm smarter workforce Unlock the people equation using workforce analytics to...Pauline Mura
 
Human resources.pptx
Human resources.pptxHuman resources.pptx
Human resources.pptxMartMantilla1
 
#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...
#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...
#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...CPM Sri Lanka
 
WhoKnows People Data Analytics for Human Resources
WhoKnows People Data Analytics for Human ResourcesWhoKnows People Data Analytics for Human Resources
WhoKnows People Data Analytics for Human ResourcesJoanne Hernon
 
Redesigning work creates a smarter workforce
Redesigning work creates a smarter workforceRedesigning work creates a smarter workforce
Redesigning work creates a smarter workforceIBM Software India
 
Mantle Of Ml In Human Resource Management - Phdassistance
Mantle Of Ml In Human Resource Management - PhdassistanceMantle Of Ml In Human Resource Management - Phdassistance
Mantle Of Ml In Human Resource Management - PhdassistancePhD Assistance
 
Mantle Of Ml In Human Resource Management - Phdassistance
Mantle Of Ml In Human Resource Management - PhdassistanceMantle Of Ml In Human Resource Management - Phdassistance
Mantle Of Ml In Human Resource Management - PhdassistancePhD Assistance
 
The Tru Files - New Role of the Recruiter
The Tru Files - New Role of the RecruiterThe Tru Files - New Role of the Recruiter
The Tru Files - New Role of the RecruiterKelly Services
 
Cracking the Workforce Genome with HR Analytics
Cracking the Workforce Genome with HR AnalyticsCracking the Workforce Genome with HR Analytics
Cracking the Workforce Genome with HR AnalyticsAccenture Insurance
 
People Analytics: Creating The Ultimate Workforce
People Analytics: Creating The Ultimate WorkforcePeople Analytics: Creating The Ultimate Workforce
People Analytics: Creating The Ultimate WorkforceCenterfor HCI
 
HR Technology Influencer eBook
HR Technology Influencer eBook HR Technology Influencer eBook
HR Technology Influencer eBook LBi Software
 

Similaire à The FIRM & IBM Event : How cognitive computing is transforming hr and the employee experience (20)

ZingHR-Microsoft-Whitepaper-2016
ZingHR-Microsoft-Whitepaper-2016ZingHR-Microsoft-Whitepaper-2016
ZingHR-Microsoft-Whitepaper-2016
 
Minting the New Currency of HR - Insights
Minting the New Currency of HR - InsightsMinting the New Currency of HR - Insights
Minting the New Currency of HR - Insights
 
Impact of Artificial Intelligence (AI) on Human Resource
Impact of Artificial Intelligence (AI) on Human Resource Impact of Artificial Intelligence (AI) on Human Resource
Impact of Artificial Intelligence (AI) on Human Resource
 
21 HR Jobs of the Future
21 HR Jobs of the Future21 HR Jobs of the Future
21 HR Jobs of the Future
 
Evidence-Based HR
Evidence-Based HREvidence-Based HR
Evidence-Based HR
 
Ibm smarter workforce Unlock the people equation using workforce analytics to...
Ibm smarter workforce Unlock the people equation using workforce analytics to...Ibm smarter workforce Unlock the people equation using workforce analytics to...
Ibm smarter workforce Unlock the people equation using workforce analytics to...
 
Human resources.pptx
Human resources.pptxHuman resources.pptx
Human resources.pptx
 
#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...
#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...
#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...
 
WhoKnows People Data Analytics for Human Resources
WhoKnows People Data Analytics for Human ResourcesWhoKnows People Data Analytics for Human Resources
WhoKnows People Data Analytics for Human Resources
 
Redesigning work creates a smarter workforce
Redesigning work creates a smarter workforceRedesigning work creates a smarter workforce
Redesigning work creates a smarter workforce
 
Human Resource Management Essay
Human Resource Management EssayHuman Resource Management Essay
Human Resource Management Essay
 
Mantle Of Ml In Human Resource Management - Phdassistance
Mantle Of Ml In Human Resource Management - PhdassistanceMantle Of Ml In Human Resource Management - Phdassistance
Mantle Of Ml In Human Resource Management - Phdassistance
 
2020 HR Predictions
2020 HR Predictions2020 HR Predictions
2020 HR Predictions
 
Transforming today’s workforce
Transforming today’s workforceTransforming today’s workforce
Transforming today’s workforce
 
Mantle Of Ml In Human Resource Management - Phdassistance
Mantle Of Ml In Human Resource Management - PhdassistanceMantle Of Ml In Human Resource Management - Phdassistance
Mantle Of Ml In Human Resource Management - Phdassistance
 
The Tru Files - New Role of the Recruiter
The Tru Files - New Role of the RecruiterThe Tru Files - New Role of the Recruiter
The Tru Files - New Role of the Recruiter
 
Cracking the Workforce Genome with HR Analytics
Cracking the Workforce Genome with HR AnalyticsCracking the Workforce Genome with HR Analytics
Cracking the Workforce Genome with HR Analytics
 
People Analytics: Creating The Ultimate Workforce
People Analytics: Creating The Ultimate WorkforcePeople Analytics: Creating The Ultimate Workforce
People Analytics: Creating The Ultimate Workforce
 
HAATWORK
HAATWORKHAATWORK
HAATWORK
 
HR Technology Influencer eBook
HR Technology Influencer eBook HR Technology Influencer eBook
HR Technology Influencer eBook
 

Plus de Emma Mirrington

#FIRMday Manchester 4th March 2020 - RoboRecruiter & The FIRM: How Automation...
#FIRMday Manchester 4th March 2020 - RoboRecruiter & The FIRM: How Automation...#FIRMday Manchester 4th March 2020 - RoboRecruiter & The FIRM: How Automation...
#FIRMday Manchester 4th March 2020 - RoboRecruiter & The FIRM: How Automation...Emma Mirrington
 
#FIRMday Manchester 4th March 2020 - Pass Technology: 2020: Transforming the ...
#FIRMday Manchester 4th March 2020 - Pass Technology: 2020: Transforming the ...#FIRMday Manchester 4th March 2020 - Pass Technology: 2020: Transforming the ...
#FIRMday Manchester 4th March 2020 - Pass Technology: 2020: Transforming the ...Emma Mirrington
 
#FIRMday Manchester 4th March 2020 - Recruitive: Is Your Careers Website Fit ...
#FIRMday Manchester 4th March 2020 - Recruitive: Is Your Careers Website Fit ...#FIRMday Manchester 4th March 2020 - Recruitive: Is Your Careers Website Fit ...
#FIRMday Manchester 4th March 2020 - Recruitive: Is Your Careers Website Fit ...Emma Mirrington
 
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...Emma Mirrington
 
#FIRMday Bristol 5th February 2020 - Tribepad: Hiring Humans : Recruiting Rob...
#FIRMday Bristol 5th February 2020 - Tribepad: Hiring Humans : Recruiting Rob...#FIRMday Bristol 5th February 2020 - Tribepad: Hiring Humans : Recruiting Rob...
#FIRMday Bristol 5th February 2020 - Tribepad: Hiring Humans : Recruiting Rob...Emma Mirrington
 
#FIRMday Bristol 5th February 2020 - Member session: Customer Services Recrui...
#FIRMday Bristol 5th February 2020 - Member session: Customer Services Recrui...#FIRMday Bristol 5th February 2020 - Member session: Customer Services Recrui...
#FIRMday Bristol 5th February 2020 - Member session: Customer Services Recrui...Emma Mirrington
 
#FIRMday Leeds 27th November 2019 - Prospects: Graduate Labour Market Trends
#FIRMday Leeds 27th November 2019 - Prospects: Graduate Labour Market Trends  #FIRMday Leeds 27th November 2019 - Prospects: Graduate Labour Market Trends
#FIRMday Leeds 27th November 2019 - Prospects: Graduate Labour Market Trends Emma Mirrington
 
#FIRMday Leeds 27th November 2019 - Jobtrain: How to super-charge your talent...
#FIRMday Leeds 27th November 2019 - Jobtrain: How to super-charge your talent...#FIRMday Leeds 27th November 2019 - Jobtrain: How to super-charge your talent...
#FIRMday Leeds 27th November 2019 - Jobtrain: How to super-charge your talent...Emma Mirrington
 
#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...
#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...
#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...Emma Mirrington
 
#FIRMday London, 6th November 2019 - Dave Hazlehurst: Employer brand in 100 days
#FIRMday London, 6th November 2019 - Dave Hazlehurst: Employer brand in 100 days#FIRMday London, 6th November 2019 - Dave Hazlehurst: Employer brand in 100 days
#FIRMday London, 6th November 2019 - Dave Hazlehurst: Employer brand in 100 daysEmma Mirrington
 
#FIRMday May2019 - SMRS & Balfour Beatty - How to develop an Employer Brand
#FIRMday May2019 - SMRS & Balfour Beatty - How to develop an Employer Brand#FIRMday May2019 - SMRS & Balfour Beatty - How to develop an Employer Brand
#FIRMday May2019 - SMRS & Balfour Beatty - How to develop an Employer BrandEmma Mirrington
 
#FIRMdayCambridge9/9/19 - Be the CEO of your career - Katherine Ray
#FIRMdayCambridge9/9/19 - Be the CEO of your career - Katherine Ray#FIRMdayCambridge9/9/19 - Be the CEO of your career - Katherine Ray
#FIRMdayCambridge9/9/19 - Be the CEO of your career - Katherine RayEmma Mirrington
 
#FIRMday Cambridge 9/9/19 - Internal mobility insights presentation
#FIRMday Cambridge 9/9/19 - Internal mobility insights presentation #FIRMday Cambridge 9/9/19 - Internal mobility insights presentation
#FIRMday Cambridge 9/9/19 - Internal mobility insights presentation Emma Mirrington
 
#FIRMDay Cambridge 9/9/19 - Reed: Inclusion, Diversity & Belonging What UK wo...
#FIRMDay Cambridge 9/9/19 - Reed: Inclusion, Diversity & Belonging What UK wo...#FIRMDay Cambridge 9/9/19 - Reed: Inclusion, Diversity & Belonging What UK wo...
#FIRMDay Cambridge 9/9/19 - Reed: Inclusion, Diversity & Belonging What UK wo...Emma Mirrington
 
#FIRMday Cambridge 09/09/19 - Prospects - East of England Labour Market
#FIRMday Cambridge 09/09/19 - Prospects - East of England Labour Market#FIRMday Cambridge 09/09/19 - Prospects - East of England Labour Market
#FIRMday Cambridge 09/09/19 - Prospects - East of England Labour MarketEmma Mirrington
 
#FIRMday Manchester 25th Sept 2019 - Katrina Collier: Robotic Recruiters: The...
#FIRMday Manchester 25th Sept 2019 - Katrina Collier: Robotic Recruiters: The...#FIRMday Manchester 25th Sept 2019 - Katrina Collier: Robotic Recruiters: The...
#FIRMday Manchester 25th Sept 2019 - Katrina Collier: Robotic Recruiters: The...Emma Mirrington
 
#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...
#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...
#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...Emma Mirrington
 
#FIRMday Manchester 25th Sept 2019 - Xref: The great debate is reference chec...
#FIRMday Manchester 25th Sept 2019 - Xref: The great debate is reference chec...#FIRMday Manchester 25th Sept 2019 - Xref: The great debate is reference chec...
#FIRMday Manchester 25th Sept 2019 - Xref: The great debate is reference chec...Emma Mirrington
 
#FIRMday Manchester 25th Sept 2019 - Jobtrain: Can technology help deliver a ...
#FIRMday Manchester 25th Sept 2019 - Jobtrain: Can technology help deliver a ...#FIRMday Manchester 25th Sept 2019 - Jobtrain: Can technology help deliver a ...
#FIRMday Manchester 25th Sept 2019 - Jobtrain: Can technology help deliver a ...Emma Mirrington
 
#FIRMday Manchester 25th Sept 2019 - Totaljobs: Candidate attraction and the ...
#FIRMday Manchester 25th Sept 2019 - Totaljobs: Candidate attraction and the ...#FIRMday Manchester 25th Sept 2019 - Totaljobs: Candidate attraction and the ...
#FIRMday Manchester 25th Sept 2019 - Totaljobs: Candidate attraction and the ...Emma Mirrington
 

Plus de Emma Mirrington (20)

#FIRMday Manchester 4th March 2020 - RoboRecruiter & The FIRM: How Automation...
#FIRMday Manchester 4th March 2020 - RoboRecruiter & The FIRM: How Automation...#FIRMday Manchester 4th March 2020 - RoboRecruiter & The FIRM: How Automation...
#FIRMday Manchester 4th March 2020 - RoboRecruiter & The FIRM: How Automation...
 
#FIRMday Manchester 4th March 2020 - Pass Technology: 2020: Transforming the ...
#FIRMday Manchester 4th March 2020 - Pass Technology: 2020: Transforming the ...#FIRMday Manchester 4th March 2020 - Pass Technology: 2020: Transforming the ...
#FIRMday Manchester 4th March 2020 - Pass Technology: 2020: Transforming the ...
 
#FIRMday Manchester 4th March 2020 - Recruitive: Is Your Careers Website Fit ...
#FIRMday Manchester 4th March 2020 - Recruitive: Is Your Careers Website Fit ...#FIRMday Manchester 4th March 2020 - Recruitive: Is Your Careers Website Fit ...
#FIRMday Manchester 4th March 2020 - Recruitive: Is Your Careers Website Fit ...
 
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
 
#FIRMday Bristol 5th February 2020 - Tribepad: Hiring Humans : Recruiting Rob...
#FIRMday Bristol 5th February 2020 - Tribepad: Hiring Humans : Recruiting Rob...#FIRMday Bristol 5th February 2020 - Tribepad: Hiring Humans : Recruiting Rob...
#FIRMday Bristol 5th February 2020 - Tribepad: Hiring Humans : Recruiting Rob...
 
#FIRMday Bristol 5th February 2020 - Member session: Customer Services Recrui...
#FIRMday Bristol 5th February 2020 - Member session: Customer Services Recrui...#FIRMday Bristol 5th February 2020 - Member session: Customer Services Recrui...
#FIRMday Bristol 5th February 2020 - Member session: Customer Services Recrui...
 
#FIRMday Leeds 27th November 2019 - Prospects: Graduate Labour Market Trends
#FIRMday Leeds 27th November 2019 - Prospects: Graduate Labour Market Trends  #FIRMday Leeds 27th November 2019 - Prospects: Graduate Labour Market Trends
#FIRMday Leeds 27th November 2019 - Prospects: Graduate Labour Market Trends
 
#FIRMday Leeds 27th November 2019 - Jobtrain: How to super-charge your talent...
#FIRMday Leeds 27th November 2019 - Jobtrain: How to super-charge your talent...#FIRMday Leeds 27th November 2019 - Jobtrain: How to super-charge your talent...
#FIRMday Leeds 27th November 2019 - Jobtrain: How to super-charge your talent...
 
#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...
#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...
#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...
 
#FIRMday London, 6th November 2019 - Dave Hazlehurst: Employer brand in 100 days
#FIRMday London, 6th November 2019 - Dave Hazlehurst: Employer brand in 100 days#FIRMday London, 6th November 2019 - Dave Hazlehurst: Employer brand in 100 days
#FIRMday London, 6th November 2019 - Dave Hazlehurst: Employer brand in 100 days
 
#FIRMday May2019 - SMRS & Balfour Beatty - How to develop an Employer Brand
#FIRMday May2019 - SMRS & Balfour Beatty - How to develop an Employer Brand#FIRMday May2019 - SMRS & Balfour Beatty - How to develop an Employer Brand
#FIRMday May2019 - SMRS & Balfour Beatty - How to develop an Employer Brand
 
#FIRMdayCambridge9/9/19 - Be the CEO of your career - Katherine Ray
#FIRMdayCambridge9/9/19 - Be the CEO of your career - Katherine Ray#FIRMdayCambridge9/9/19 - Be the CEO of your career - Katherine Ray
#FIRMdayCambridge9/9/19 - Be the CEO of your career - Katherine Ray
 
#FIRMday Cambridge 9/9/19 - Internal mobility insights presentation
#FIRMday Cambridge 9/9/19 - Internal mobility insights presentation #FIRMday Cambridge 9/9/19 - Internal mobility insights presentation
#FIRMday Cambridge 9/9/19 - Internal mobility insights presentation
 
#FIRMDay Cambridge 9/9/19 - Reed: Inclusion, Diversity & Belonging What UK wo...
#FIRMDay Cambridge 9/9/19 - Reed: Inclusion, Diversity & Belonging What UK wo...#FIRMDay Cambridge 9/9/19 - Reed: Inclusion, Diversity & Belonging What UK wo...
#FIRMDay Cambridge 9/9/19 - Reed: Inclusion, Diversity & Belonging What UK wo...
 
#FIRMday Cambridge 09/09/19 - Prospects - East of England Labour Market
#FIRMday Cambridge 09/09/19 - Prospects - East of England Labour Market#FIRMday Cambridge 09/09/19 - Prospects - East of England Labour Market
#FIRMday Cambridge 09/09/19 - Prospects - East of England Labour Market
 
#FIRMday Manchester 25th Sept 2019 - Katrina Collier: Robotic Recruiters: The...
#FIRMday Manchester 25th Sept 2019 - Katrina Collier: Robotic Recruiters: The...#FIRMday Manchester 25th Sept 2019 - Katrina Collier: Robotic Recruiters: The...
#FIRMday Manchester 25th Sept 2019 - Katrina Collier: Robotic Recruiters: The...
 
#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...
#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...
#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...
 
#FIRMday Manchester 25th Sept 2019 - Xref: The great debate is reference chec...
#FIRMday Manchester 25th Sept 2019 - Xref: The great debate is reference chec...#FIRMday Manchester 25th Sept 2019 - Xref: The great debate is reference chec...
#FIRMday Manchester 25th Sept 2019 - Xref: The great debate is reference chec...
 
#FIRMday Manchester 25th Sept 2019 - Jobtrain: Can technology help deliver a ...
#FIRMday Manchester 25th Sept 2019 - Jobtrain: Can technology help deliver a ...#FIRMday Manchester 25th Sept 2019 - Jobtrain: Can technology help deliver a ...
#FIRMday Manchester 25th Sept 2019 - Jobtrain: Can technology help deliver a ...
 
#FIRMday Manchester 25th Sept 2019 - Totaljobs: Candidate attraction and the ...
#FIRMday Manchester 25th Sept 2019 - Totaljobs: Candidate attraction and the ...#FIRMday Manchester 25th Sept 2019 - Totaljobs: Candidate attraction and the ...
#FIRMday Manchester 25th Sept 2019 - Totaljobs: Candidate attraction and the ...
 

The FIRM & IBM Event : How cognitive computing is transforming hr and the employee experience

  • 1. Extending expertise How cognitive computing is transforming HR and the employee experience IBM Institute for Business Value IBM Smarter Workforce Institute
  • 2. How IBM can help IBM is at the forefront of practices and technology that help organizations improve business outcomes through their people. We bring together the power of behavioral science, cognitive technologies and expert consulting to help our clients get ahead and stay ahead. To learn more about the IBM Talent and Engagement Consulting Practice, please visit ibm.com/services/us/business-consulting/talent-change- management. Learn more about IBM Watson Talent at ibm.com/watson/talent. Executive Report Talent and Engagement
  • 3. Executive summary Today’s organizations face increasingly complex workforce challenges. Heightened expectations for a compelling employee experience are combining with the virtualization of the workplace, a growing demand for novel skillsets, and a continuing stream of new technology and data. The HR function has a key role in addressing these challenges. Several evolving capabilities, including cloud, mobile and the Internet of Things (the networking of physical devices such as sensors, wearables and other electronics), are helping guide the ongoing HR transformation. Another important capability, cognitive computing, is emerging and can help improve business outcomes by expanding human expertise and improving decision making. To better understand the impact of cognitive solutions on the human resources function, we surveyed senior HR executives, CEOs and employees across a range of industries and geographies. As part of a larger IBM global survey of more than 6,000 executives, we asked nearly 400 CHROs about their current views on cognitive computing; we also sought input from employees regarding their willingness to receive guidance from cognitive solutions. (For more information, see the Study approach and research methodology section.) Our research shows that CHROs and CEOs recognize the value that cognitive solutions bring to HR and believe its unique capabilities can address the new talent imperatives; however, most are uncertain how and where to proceed. Our analysis of employee views regarding cognitive solutions reveals a “cognitive sweet spot” – a set of parameters that characterize situations where cognitive solutions will have the greatest impact on employees and organizations. SharpeningHRserviceswith cognitive capabilities Addressing complexity on behalf of employees is fast becoming the new work of human resources. This new priority is driven in large part by the growing need for a workforce that can readily adapt to an ever-evolving environment. Cognitive solutions can help HR professionals in their endeavors to create more efficient ways to interact with employees, provide easy access to insights from vast amounts of data, and deliver information tailored to the needs of the individual. Our recent research reveals key areas where cognitive capabilities can be leveraged in the new HR era. 1
  • 4. We also identify three areas in which HR professionals are starting to leverage the power of cognitive computing: talent acquisition, talent development and HR operations. This report shows how taking the first steps toward becoming a cognitive HR organization need not be a daunting task. We offer key steps to amplify your transformation by building on your existing investments. 66%of CEOs believe cognitive computing can drive significant value in HR. 50%of HR executives recognize that cognitive computing has the power to transform key dimensions of HR. 54%of HR executives believe that cognitive computing will affect key roles in the HR organization. Meet Joe, an employee on a mission Consider the story of a new employee. Despite his onboarding program, Joe doesn’t know where to go for information, resources or support. He wants to meet people and share ideas but doesn’t know where to begin. Joe asks a desk neighbor his questions, but she works in a different department and is not much help. Joe’s manager is busy preparing a presentation, and the employee service desk hasn’t gotten back to him yet. Joe is lost and frustrated. What if Joe had been welcomed with new hire information on his mobile device that was tailored to his first assignment? What if a chatbot could quickly answer his questions? What if Joe received personalized training suggestions? And what if he were automatically provided the names and contact information for three people he could connect with on his first day? In a cognitive organization, Joe’s first experience would be quite different. He would feel connected and confident that he has the right tools to succeed. Joe would be off to a great start. 2 Extending expertise
  • 5. The evolution of HR continues Along with the digital age comes opportunities, challenges and trends that are impacting organizations – and HR functions – around the globe (see Figure 1). Rapidly changing requirements for novel skillsets signal a need for flexible recruiting practices that scour fresh candidate pools. Today’s employees must be able to navigate the digital world, which includes accessing and drawing insights from volumes of new data. In addition, the workplace has become global and virtual, driving a need to optimize resources in different geographies. And ultimately, there has been an important shift in the expectations of the workforce; employees demand work experiences that are personal, engaging and authentic.1 Building on existing HR investments in technology and process, including core HR platforms, cognitive solutions provide an opportunity to improve the overall employee experience, reduce costs, and increase the accuracy and quality of HR services. Cognitive solutions continually build knowledge, understand natural language and use reason to evaluate multiple pieces of information quickly within context. By combining these three important qualities, cognitive computing enables the discovery of new insights to support decision making and boost engagement (see page 4 sidebar: What can a cognitive system do?). The unique capabilities of cognitive systems open the door to a very different approach to HR – one that meets the challenges of today’s workforce, benefiting both the organization and its employees. As CHROs focus on transforming the employee experience, cognitive solutions can build on existing HR technology investments to enhance the employee experience, help reduce operational costs and enable the discovery of new workforce insights. Skill challenges due to digital transformation 48% Changing workforce demographics 43% Demand for flexible/ virtual arrangements 42% Rise of independent workforce/gig economy 37% Source: 2016 IBM Institute for Business Value Cognitive Computing Study. Figure 1 Top trends expected to impact human resources in the next three years 3
  • 6. What can a cognitive system do? Understand: Cognitive systems can receive and process unstructured information in ways similar to humans. They understand language patterns and sensory inputs, including text, pictures and auditory cues. For example, a cognitive system can quickly examine thousands of hours of HR service center recordings to identify key words and patterns based on frequency, tone and sentiment. Reason: Cognitive systems grasp underlying concepts, form hypotheses, and infer and extract ideas. They rapidly synthesize information to produce relevant and meaningful responses. Consider the case of a manager who is looking to fill an internal role: A cognitive system could look at various data sources, including a candidate’s professional experience and previous performance, and then further analyze the candidate against the characteristics of other successful job holders to determine if he or she would be a strong fit for the organization. Learn: Cognitive systems learn and improve through every data point, interaction and outcome, building a deep and broad knowledge base that is always up-to-date. In the HR world, with a constant stream of changing policies and new regulations, this capability becomes critical. Rather than addressing a static set of rules, cognitive systems read, tag and organize HR content from a variety of sources, allowing employees access to the most accurate and relevant information at any given time. 4 Extending expertise
  • 7. Cognitive is on the C-suite radar Our study reveals that the market for cognitive solutions in HR is set to increase notably over the next three years: Sixty-six percent of CEOs believe cognitive computing can drive significant value in HR, and almost 40 percent expect their HR function to adopt cognitive solutions during that time. Business leaders understand that cognitive computing is a critical differentiator in the ongoing war for talent. CHROs are aligned with their CEOs; more than half recognize that cognitive will be a disruptive force in their industry. In fact, CHROs from our survey identify five key HR challenges that cognitive solutions can address (see Figure 2). Each of these challenges represents an opportunity to impact the bottom line – either through direct measures such as labor cost management and HR process optimization or through indirect means such as time-to-productivity and employee engagement. HR executives from outperforming organizations appear to be even more aware of cognitive computing’s potential value in numerous HR disciplines (see Figure 3). Companies that report higher performance see strong potential for cognitive computing to address new and diverse challenges across a wide variety of areas. For example, more than twice as many CHROs from outperforming organizations recognize the value of cognitive computing in talent acquisition. Our findings suggest that business and HR leaders recognize that cognitive computing will play a critical role in the future of human resources. However, many emerging technologies fail to reach their full potential because the workforce is either unable or unwilling to successfully embrace them. Given the potential transformative quality of cognitive computing, it’s important to assess the willingness of employees to interact with cognitive solutions in their daily work activities. Slow transformation of skills Overly complex HR processes Misaligned labor costs Lack of agility in responding to change Slow response to employees 40% 39% 39% 38% 35% Source: 2016 IBM Institute for Business Value Cognitive Computing Study. Figure 2 Key HR challenges best addressed by cognitive computing 5
  • 8. Does human resources advice need to come from humans? For cognitive HR to take hold, employees need to be just as comfortable taking advice from cognitive applications as they are from humans. To determine the willingness of individuals to engage with and derive insights from cognitive systems, we examined the responses of more than 8,600 employees to a series of typical HR-related scenarios. Source: 2016 IBM Institute for Business Value Cognitive Computing Study. Note: Performance groupings were identified through self-assessment, based on criteria including revenue and profitability. Outperformers scored high in both metrics, while underperformers scored low in both. Figure 3 Belief that cognitive computing can add value in specific areas of HR (outperforming versus underperforming organizations) 0% 10% 20% 30% 40% 50% 60% 70% Learning and development Workforce planning Payroll and benefits administration Compensation and recognition Talent acquisition Leadership development HR service delivery 67% 65% 70% 67% Outperformers Underperformers 70% 72%46% 72%35% 40% 35% 30% 40% 37% 6 Extending expertise
  • 9. Source: 2016 IBM Smarter Workforce Institute WorkTrends Study. Figure 4 Scenarios provided to respondents to gauge readiness for cognitive in HR As an employee, you have a chance to buy extra vacation but are informed it is unlikely to be approved as many others have already booked vacation. Would you apply for the leave, based on the advice provided? Benefits optimization: Buying extra vacation After one week as a new hire, you feel the need for more support to help learn your responsibilities. You are advised that a new hire webpage contains a lot of useful information. Would you visit the webpage? Onboarding: New hire support You have an important meeting scheduled with your manager immediately following a client call. After the call, you receive feedback that you seem anxious and should take a break before the meeting. Would you heed the advice and take a break? Personal coaching: Voice analyzer The business wants to take a more systematic approach to employee training. As a team manager, you are provided a list of training opportunities for team members. Would you share the provided information with your team? Training: Team training As a hiring manager in a large company, you discover the company’s recruitment approach is falling short because it interviews too few candidates. Would you start increasing your candidate list in the future? Selection: Candidate selection Each scenario described either a cognitive-enabled approach to support a decision – a mobile cognitive chatbot, for example – or a traditional HR source of information, such as an e-mail exchange with a manager (see Figure 4). 7
  • 10. Responses to each scenario include a “desired decision” from an HR perspective. For each scenario, we compared responses across several dimensions including: • Do employees make the same decisions when advised by cognitive systems versus traditional HR professionals? • Do employees feel as well informed by cognitive solutions as traditional HR approaches? • To what extent do workers trust information from cognitive systems versus traditional HR sources? Our employee research revealed the following: • Behavioral intentions: Respondents indicated they would make similar decisions regardless of whether they received advice from traditional sources or cognitive solutions. This suggests employees are able to glean appropriate information from cognitive systems. Decisions were nearly identical for most scenarios, with the biggest difference in the voice analyzer scenario. When respondents received traditional human advice, 60 percent reported an intention to make the desired decision, compared to 56 percent that reported an intention to make the desired decision when the advice was from the cognitive solution. • Information adequacy: An important question relates to whether there is any informational advantage offered by cognitive solutions. When asked if they had sufficient information, respondents who received information from cognitive systems tended to answer “yes” more frequently (68 percent on average across the scenarios) than respondents given the 8 Extending expertise
  • 11. traditional advice (64 percent on average across the scenarios). This difference was especially pronounced for more complex decisions, such as whether to buy extra vacation. In this scenario, 58 percent of respondents reported having sufficient information from cognitive, compared to 50 percent of employees in the traditional scenario. • Trust: We also examined the level to which respondents trusted the information they received. Two scenarios showed noteworthy results: the higher complexity vacation scenario and the personal voice analyzer scenario. In the complex vacation scenario, people trusted cognitive more than traditional (58 versus 54 percent). In contrast, in the personal voice analyzer scenario, people trusted traditional more than cognitive advice (68 versus 58 percent). These findings suggest that for more complex and less personal decisions, information received from cognitive applications is considered equally or more trustworthy than information from traditional sources. • Intent to reuse: We asked participants whether they would seek similar advice from the same source in the future. While we observed a stronger tendency for employees to reuse traditional sources for HR advice (average 71 percent), a large percentage still expressed an intention to reuse cognitive (average 62 percent). This suggests there may be a short learning curve as employees build familiarity with cognitive systems and learn to make full use of their features. 9
  • 12. The cognitive sweet spot Our research clearly demonstrates that organizations are primed for cognitive HR, and employees are ready to embrace it in many daily activities. However, there are clear indicators for success, making it important to recognize the “sweet spot” where cognitive solutions will have the most significant impact. Look for scenarios where: • Decisions are information-rich and highly complex – requiring a wide variety of inputs from different data sources. • Interactions by users are frequent and varied – where large volumes of requests must be interpreted and addressed. • High volumes of unstructured information are involved – such as free-form text, images and auditory cues. • The output is expected to be customized and personalized – to address the individual needs of a global and diverse workforce. Within the world of HR and employee experience, we identify three areas well suited to the benefits cognitive capabilities offer: • Talent acquisition and onboarding: Cognitive solutions can tap into multiple data sources and reveal new insights to help companies develop richer candidate profiles, position themselves more effectively in the external labor market, and make better decisions about prospective employees. • Talent development: Cognitive insights can lead to more personalized recommendations for learning and career management. • HR operations: Cognitive computing can enable more streamlined and accurate information by equipping and empowering HR advisors. Cognitive recruiting: Matchmaker extraordinaire Forum Engineering is a Japanese company that places engineers into client organizations with specific short- or long-term placement requirements. Its traditional matching process proved slow and inaccurate, and wrongly matched candidates resulted in client dissatisfaction and additional costs. To better serve clients, Forum Engineering used IBM Watson technology to employ a cognitive computing solution that uses natural language processing and cognitive search capabilities. The tool not only analyzes the structured data the company has always collected, but also sifts through unstructured data in internal files to recommend the most appropriate candidates for each position. Now that matches incorporate factors such as personality, skill and cultural fit, vacancies are accurately and appropriately filled six times faster. 10 Extending expertise
  • 13. Talent acquisition and onboarding Improving the areas of talent acquisition and onboarding is a priority for the CHRO. Forty-six percent of senior HR executives believe that cognitive technology can completely transform their talent acquisition capabilities, and 42 percent believe it will bring substantial operational efficiencies to this key area. Consider the role of recruiters today. These individuals are constantly juggling multiple tasks, including managing job requisitions from hiring managers, posting jobs online and with agencies, and identifying passive candidates using social media. They are often required to make a “best guess” when balancing short-term job matching and long-term organizational fit. Supported by cognitive solutions, however, recruiters become marketing strategists and relationship managers who focus efforts on priority job requisitions, optimizing the time to fill critical positions. With cognitive capabilities, candidates from new talent pools can be assessed for fit and skills much more rapidly, allowing recruiters to identify the most qualified candidates (see Page 10 sidebar: Cognitive recruiting: Matchmaker extraordinaire). Cognitive solutions can also help organizations leverage the latest social media trend data to assess the employer brand and make changes designed to attract top talent. The evolution to cognitive-enabled talent acquisition builds and strengthens traditional methods of recruitment across multiple dimensions (see Figure 5): The employer brand matures from passive to proactive, sourcing activities shift from random events to targeted episodes, candidate selection becomes predictive, and the hiring process is truly personalized. Beyond the recruitment cycle, onboarding is a critical experience in the new employee’s tenure with the organization. Cognitive solutions provide new employees with up-to-date guidance regarding access to benefits, key contacts and other important information Source: 2016 IBM Institute for Business Value Cognitive Computing Study. Figure 5 Benefits of cognitive-enabled talent acquisition Talent acquisition Passive Traditional Cognitive Employment brand RandomTalent sourcing InconsistentCandidate selection StandardizedHiring and onboarding Proactive Targeted Predictive Personalized 11
  • 14. (see sidebar: Cognitive onboarding: Employee service at your fingertips). Fast responses to basic inquiries help ease the transition and set a positive tone that, in turn, is reflected in a strengthened employer brand. Talent development Talent development is an area of focus for many HR leaders who recognize it’s no longer just about what employees need to know, but also when, where and how the development experience enables performance. Our research revealed that 48 percent of HR executives view the digital skill gap as a critical issue, and 40 percent believe cognitive solutions are well suited to address this challenge. These executives understand that continuous learning is necessary to keep pace with the rapidly changing skills required for today’s workforce. The talent development journey – from learning and skill development to employee feedback – can also be enabled by cognitive systems (see Figure 6). Source: 2016 IBM Institute for Business Value Cognitive Computing Study. Figure 6 Benefits of cognitive-enabled talent development Talent development Cognitive onboarding: Employee service at your fingertips In 2016, IBM introduced a cognitive assistant called CHIP for a variety of scenarios such as onboarding new hires and supporting acquired and outsourced employees. It provides employees with a “one-stop shop” knowledge base for HR programs and policy information. CHIP can also be used to send targeted push notifications about required tasks (for example, completing the new-hire checklist, business conduct guidelines or benefits enrollment). By providing reliable on-demand answers to commonly asked queries, CHIP helps enhance the employee experience, improve productivity and reduce HR service costs. Learning Careers Feedback Personalized Individualized content adjusted to employee needs and preferences encourages continuous development. Coached Employees receive personalized guidance for inspiring career paths tailored to their interests. Continuous Pulse surveys and real-time social analytics help gauge employee sentiment and guide workforce improvement initiatives. 12 Extending expertise
  • 15. Look at the role of a manager in a global organization. Today, managers check in with their direct reports as their daily duties permit. They rely on personal experience to determine which employees need attention, coaching or recognition. Career conversations are often relegated to the annual performance review cycle, and training recommendations are prescribed by HR. With cognitive solutions guiding them, managers can have people insights embedded in their dashboards and other daily tools, which will help them guide their teams toward the right learning opportunities. Cognitive solutions that integrate learner needs and critical industry knowledge enable curated learning paths that can be accessed anywhere, at any time, through any channel (see sidebar: Cognitive learning: It’s personal). Beyond learning, cognitive solutions also play a role in talent development by helping HR professionals better understand employee sentiment and more rapidly identify emerging issues. Cognitive-enabled systems monitor a variety of data sources, ranging from internal collaboration platforms and employee mini-pulse surveys to external social platforms, and search for potential issues or employee concerns. Coupled with structured information such as sales results and turnover statistics, cognitive systems serve as “canaries in a virtual coal mine,” identifying hot topics and longer-term trends that could affect employee morale and performance. Cognitive learning: It’s personal IBM faced challenges in managing a training catalogue that remained relevant to its global workforce of over 375,000 employees. Learning content was often out-of-date in an industry with rapidly evolving skills and knowledge needs, and managers struggled to keep up with corporate training programs for their teams. In 2016, IBM introduced Your Learning, an internal tool powered by Watson cognitive technology that provides access to personalized talent development strategies for every employee. The site curates tailored learning based on a user’s preferences, job history and career goals. With 30,000 learner transactions a day, Your Learning searches relevant structured and unstructured data from more than 30 internal and external sources to bring together current online content, classroom training and key resources, allowing employees to build knowledge anytime and anywhere. 13
  • 16. HR operations In the HR back office, processes change on a regular basis: New benefits are introduced, travel regulations are adjusted, and expense controls are redefined. Our research shows 39 percent of CHROs believe their HR processes are overly complex and could benefit from the introduction of cognitive capabilities. Today, an employee navigates the company intranet to locate information about HR policies, relies on a manager to obtain guidance related to vacation eligibility, and calls the contact center to follow up on expense queries. Each channel provides support in a different way and often with inconsistent results. Enter the cognitive agent. Using natural language processing capabilities, a cognitive solution that serves as a virtual agent absorbs employee requests through a variety of channels. By rapidly tapping into myriad data sources – from employee manuals to external provider databases – it provides answers to even novel questions. And in situations where employees do access the contact center, cognitive-enabled systems empower HR advisors with faster, more accurate information than they could get using traditional systems, better equipping them to respond (see sidebar: Cognitive HR: Any way you like it). Optimizing traditional HR operations with cognitive capabilities helps reinvent core processes and improve decision making among HR professionals (see Figure 7). Payroll administration is streamlined with compliance updates and reduced runtimes, while workforce administration benefits from intelligent automation of complex data management. Existing shared service center advisors empowered by cognitive guidance can deliver even better employee experiences, and workforce analytics is enhanced through scenario modeling. Cognitive HR: Any way you like it A large, global consumer products company wanted to reduce time spent on complex calls to its HR service center, as well as improve overall employee satisfaction rates with the HR department. It recognized that employees expect a frictionless interaction on the channel of their choice, supported quickly and effectively by service desk advisors. The company introduced a cognitive solution, powered by Watson technology, which provides omni-channel access to the service desk. The solution seamlessly integrates and synthesizes information to extend and augment the advisor’s expertise, allowing for more timely and accurate responses. A 25 percent improvement in employee satisfaction with the HR service center was reported after just one month. 14 Extending expertise
  • 17. Source: 2016 IBM Institute for Business Value Cognitive Computing Study. Figure 7 Benefits of cognitive-enabled HR operations HR operations Payroll Workforce administration HR shared service centers Streamlined Insightful compliance updates and real-time analytics can limit exception processing, helping reduce runtimes and costs. Automated Intelligent agents can process complex data management tasks, helping improve accuracy. Empowered Cognitive call guidance can improve issue resolution and employee experiences. Workforce analytics Optimized Scenario modeling can identify best skill mix, hiring targets and location options. 15
  • 18. Beginning your cognitive HR journey Taking the first steps toward introducing cognitive capabilities to your organization need not be a daunting task. Here are recommendations for how to begin: Consider how cognitive will strengthen your HR transformation Cognitive capabilities amplify existing investments across HR, including core HR platforms and other cloud-based applications. For example, in talent acquisition, consider how a cognitive system might better predict new hire success by examining candidate data in combination with your organization’s internal performance metrics and competency frameworks. In talent development, look at how cognitive applications could fortify your learning management system to help guide learners toward up-to-date information aligned with the strategic priorities of your business. Finally, in HR operations, determine how employee self service could benefit from a mobile chatbot that interacts naturally and on demand. Start simple, but start smart Deciding where to begin with cognitive computing can seem formidable. Consider which cognitive capabilities are best suited for the problems you want to solve. Natural language processing capabilities are valuable in situations where repetitive interactions with the employee population are required, while the ability to interpret tone is a valuable asset for managers and leaders. Consider the cognitive “sweet spot,” which involves situations where decisions are information-rich, highly complex and frequently required by employees. Focus on opportunities that will benefit from novel insights, incredible experiences, enhanced expertise or intelligent processes. Build an interdisciplinary team to co-create solutions with a broad selection of your user population. 16 Extending expertise
  • 19. Understand the possibilities of your data Because cognitive systems excel at uncovering insights from sources once unsearchable, traditional text-based data can be augmented with sensory inputs such as natural speech and images. Unlocking the potential for differentiated insights requires understanding the data you possess, as well as data outside your firewall and data yet to come. When asked which data sources would be most important for use in cognitive solutions, HR executives from our survey identified external labor market sources (46 percent of respondents), internal HR data (46 percent) and employee competency models (45 percent) as the top three. Build trust and engage people Understanding the implications of the integration of people and machines in the workplace must be an essential part of your cognitive journey. Over half of the HR leaders we surveyed recognize that a wide variety of HR roles, ranging from senior executives to the employee service center, will be impacted. Consider the far-reaching implications, including the anticipated need for reskilling and potential job redesign. Preparing people for new ways of working with technology is a foundational step; adapting processes, content and roles helps pave the way. Convincing employees to use the cognitive solutions is the next step. Build trust by focusing your initial forays on systems that augment and support your employees’ expertise. Enhance and expand strategically across HR Cognitive systems are designed to learn and improve. Plan to assess the system’s progress and continuously apply feedback to enhance and deepen cognitive functionality. As you refine and grow, assess your progress and measure the specific value of each solution. Being deliberate in your progression across different areas of HR, including talent acquisition, talent development and HR operations, can help you realize value in many elements of the employee experience. 17
  • 20. Are you ready for cognitive HR? As you consider the introduction of cognitive computing into your organization, think about the following key questions: • Which areas within your HR organization could benefit from cognitive computing? • How could cognitive computing enhance your decision making in talent acquisition, talent engagement and HR operations? • How effective is your organization in bringing together data from various sources to make effective decisions about your workforce? • How could the application of cognitive technology in HR fit into your organization’s overall business strategy? • What new skills or competencies would be required in your organization to take advantage of cognitive computing? For more information To learn more about this IBM Institute for Business Value study, please contact us at iibv@us.ibm.com. Follow @IBMIBV on Twitter, and for a full catalog of our research or to subscribe to our monthly newsletter, visit: ibm.com/iibv. Access IBM Institute for Business Value executive reports on your mobile device by downloading the free “IBM IBV” apps for phone or tablet from your app store. To learn more about IBM Smarter Workforce Institute, please contact us at ibmswi@us.ibm.com. Follow @IBMSmtWorkforce on Twitter. 18 Extending expertise
  • 21. Study team IBM brought together a core team of cognitive computing experts, researchers, consultants and HR leaders to envision how cognitive capabilities will help transform human resources: Eric Bokelberg, ebokelb@us.ibm.com Dr. Chitra Dorai, dorai@us.ibm.com Dr. Sheri Feinzig, sfeinzig@us.ibm.com Dr. Nigel Guenole, nigel.guenole@uk.ibm.com Eric Lesser, elesser@us.ibm.com Janet Mertens, jmertens@ca.ibm.com Louise Raisbeck, l.raisbeck@ibm.com Victor Reyes, victor.reyes@us.ibm.com Susan Steele, steeles@us.ibm.com Executive Sponsors Tina Marron-Partridge, Partner and Vice President, tina.marron-partridge@uk.ibm.com Richard McColl, Vice President, richardmccoll@us.ibm.com Bob Schultz, General Manager, schultz7@us.ibm.com The right partner for a changing world At IBM, we collaborate with our clients, bringing together business insight, advanced research and technology to give them a distinct advantage in today’s rapidly changing environment. IBM Institute for Business Value The IBM Institute for Business Value, part of IBM Global Business Services, develops fact-based strategic insights for senior business executives around critical public and private sector issues. IBM Smarter Workforce Institute The IBM Smarter Workforce Institute produces rigorous, global, innovative research spanning a wide range of workforce topics to advance the collective understanding of work and organizations. 19
  • 22. Acknowledgments The study team would like to thank the following people for their contributions to this executive report: Yates Baker IV, Kristin Biron, Kathy Cloyd, Brian Goehring, Mark Hance, Carl F Ingersoll, Kurt Krause, Jon Lester, Spencer Lin, Kathleen Martin, Hebattallah Nashaat, Anshul Sheopuri and Teresa Thieme. Study approach and methodology We examined three key streams of data for this report: 1. IBM Institute for Business Value 2016 Cognitive Computing Study – We surveyed over 6,000 global executives from various industries and markets, including 382 HR senior executives and 425 CEOs. Respondents were asked to answer questions related to the trends and challenges best served by cognitive computing, specific to their function. This paper focuses on the HR function; forthcoming studies will explore cognitive computing in other areas of the business. 2. IBM Smarter Workforce Institute 2016 Work Trends Survey – We surveyed over 8,600 English-speaking employees from companies around the globe at all levels in the organization. Respondents were randomly assigned traditional or cognitive approaches for typical HR scenarios and, for each scenario, asked to answer questions about their confidence levels, trust and decision paths. 3. Lessons from early adoptions of cognitive HR solutions – We talked to program leaders and solution designers to understand key challenges cognitive computing is addressing and the business outcomes of various cognitive programs. 20 Extending expertise
  • 23. GBE03789USEN-00 Related publications • “Designing employee experience: How a unifying approach can enhance engagement and productivity.” IBM Institute for Business Value. February 2016. http://www.ibm.com/ business/value/employee_experience • “Amplifying employee voice: How organizations can better connect to the pulse of the workforce.” IBM Institute for Business Value. October 2015. http://www.ibm.com/business/ value/employeevoice • “Unlock the people equation: Using workforce analytics to drive business results.” IBM Institute for Business Value. January 2015. http://www.ibm.com/business/value/ peopleequation • “Starting the workforce analytics journey: The first 100 days.” IBM Smarter Workforce Institute. May 2015. http://www.ibm.biz/analytics-first100days Notes and sources 1 Lesser, Eric; Janet Mertens; Maria-Paz Barrientos; and Meredith Singer. “Designing employee experience: How a unifying approach can enhance engagement and productivity.” IBM Institute for Business Value. February 2016. http://www.ibm.com/ business/value/employee_experience © Copyright IBM Corporation 2017 IBM Corporation Route 100 Somers, NY 10589 Produced in the United States of America January 2017 IBM, the IBM logo, ibm.com and Watson are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the web at “Copyright and trademark information” at: ibm.com/legal/copytrade. shtml. This document is current as of the initial date of publication and may be changed by IBM at any time. Not all offerings are available in every country in which IBM operates. THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS IS” WITHOUT ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING WITHOUT ANY WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMENT. IBM products are warranted according to the terms and conditions of the agreements under which they are provided.. This report is intended for general guidance only. It is not intended to be a substitute for detailed research or the exercise of professional judgment. IBM shall not be responsible for any loss whatsoever sustained by any organization or person who relies on this publication. The data used in this report may be derived from third-party sources and IBM does not independently verify, validate or audit such data. The results from the use of such data are provided on an “as is” basis and IBM makes no representations or warranties, express or implied. 21