71% of Chief Executives today consider their workforce as the key source of sustained economic value within their companies. We will walk through the creation of a competitive edge for your organization by attracting, motivating, and enabling your people better – creating a Smarter Workforce. Presenter: Jon Mell, Kenexa Sales Integrations Leader, IBM. Mer från dagen på http://bit.ly/sb13se

1. Creating a Smarter Workforce
Jon Mell, Social Workforce Sales Leader, Europe
@jonmell
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© 2013 IBM Corporation

2. 2
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3. 3
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4. 71%
of CEOs surveyed cited human capital
as their greatest source of sustained
economic value
Source: 2012 IBM Institute of Business Value CEO Study
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5. 7
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6. structures that dampen network effects
to get worse the more people use them

7. structures that harness network effects
to get better the more people use them

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10. http://www.flickr.com/photos/dpstyles/3091707912/
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11. Integrate into the business process
Market Management Process:
Marketing
We can now do market
segmentation in real-time.
Critical Situation Process: Customer
Service
Find who can best help me address
this urgent problem
for my client
Talent Management Process: HR
Anticipate and react
competitive poaching
of top talent
Software Deployment Process: IT
Find the technical
expertise to fix an error
in our ERP system.
Lead Development Process: Sales
Use predictive analytics to gather insights into what
customers will buy next
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© 2011 IBM Corporation

12. The foundation
Our Point of View on the
‘Future of Work’
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13. 7
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14. “
I believe the real
difference between
success and failure in a
corporation can very
often be traced to the
question of how well the
organization brings out
the great energies and
talents of its people.
”
- Thomas Watson, Jr.
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15. Looking at what “Work” means to us individually
Sustenance
The need to survive
and provide for the
basic needs of your
family
Sustenance
+
Satisfaction
The realization that
work can provide
dignity and status
Sustenance
+
Satisfaction
+
Identity
When the work you
do and who you do it
for proudly defines
you
And all this added complexity is putting greater
pressure on business to engage the individual.
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16. And, the management of “Work” has changed
PAST
Now, it’s about
leveraging our
collective intelligence
It was often about
top-down
management
FUTURE
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17. How do we do it?
1.What job role has the
biggest impact on the
business?
2.Why are the great
people great?
3.Recruit, train and
develop to that
standard
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© 2013 IBM Corporation

18. IBM Smarter Workforce
Talent Acquisition:
Attract the right candidates to the right roles through precision and science, and using social tools to make
them productive more quickly.
 Ensure employees are productive and up to
speed faster, while fostering collaboration and
improved innovation across the enterprise,
directly impacting new hire satisfaction and
retention.
 Industry leading
recruitment technology
simplifies and improves
the efficiency of attracting,
assessing, and tracking
talented candidates as
they move through the
hiring process.
 Predictive and prescriptive analytics
allow skills forecasting and risk
assessment enabling truly strategic
workforce planning.
 Employ a
science based
approach to clearly
articulate and reflect
your organizational
culture ensures
candidates will fit
and thrive.
 Align candidate and employee
skills and abilities to each
opportunity, capitalizing on the
collective knowledge of the
enterprise.
 Fully-integrated, highly predictive assessments improve the quality and efficiency of selection,
while allowing better hiring decisions and ensuring organizational fit.
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© 2013 IBM Corporation

19. Kenexa IBM Recruiting & Onboarding Applications
Increasing Quality of Hire - Simulations
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20. IKEA
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21. IKEA
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22. IKEA
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23. New to Blue
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24. IBM Smarter Workforce
Talent Leadership & Engagement:
Connect the power of a highly engaged and fully enabled workforce with leaders aligned with critical roles
to optimize organizational performance.
 Gain continuous insight into the sentiment of
the workforce, key drivers of engagement and
enablement, and leadership capabilities to
directly impact organizational performance
 Actively and cohesively manage
and utilize organizational culture in
maintaining a strong EVP, directly
providing meaning for the work
employees do
 Reap the multitude of benefits
from a truly diverse workplace,
where the organizational culture
enables everyone to contribute to
their full potential
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 Employ an analytics-based approach to selecting and
measuring leadership competencies, skills, and preferences
to directly inform leadership potential and ensure alignment
of succession planning
 Provide a precise alignment
between individual’s leadership
skills, their personal
development opportunities,
and the specific competencies
required at the present as well
as in the future
 Capitalize on and directly act
upon the wealth of information
gained through a holistic
assessment of engagement –
as more engaged employees
are better workers, family
members and citizens.
© 2013 IBM Corporation

25. IBM Smarter Workforce
“To stay on top, we need Engagement & Leadership”
Good Leaders
Engaged Employees
Engaged Employees
=
Satisfied Customers
Satisfied Customers
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=
=
Top and Bottom Line Growth
© 2013 IBM Corporation
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26. IBM Smarter Workforce
WHEN EMPLOYEES REPORT THEY FOLLOW
EFFECTIVE MANAGERS,
Effective Managers
Ineffective Managers
THE AVERAGE EMPLOYEE ENGAGEMENT SCORE IS
91%
COMPARED TO 17% FOR EMPLOYEES WHO REPORT
NEUTRAL OR INEFFECTIVE MANAGERS.
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© 2013 IBM Corporation
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27. IBM Smarter Workforce
 The current scores of Leadership Behavior had a significant impact on all business metrics
 The dimension is best thought of as an indicator of managerial effectiveness
YTD Metrics
Gross Revenue
Current Survey Scores
Leadership Behavior:
Indicator of Manager
Effectiveness
r = .37*
r = .37*
r = .39*
15. My manager listens and responds to my ideas and concerns.
16. My manager gives me feedback that helps me to improve my performance.
17. My manager always treats me fairly.
18. My manager clearly communicates what is expected of me.
19. My manager generates enthusiasm in our team.
20. My manager keeps his/her commitments.
21. My manager recognizes me for high performance.
22. My manager encourages me to provide feedback to him or her.
23. My manager does a good job of communicating the reasons behind important changes that are made.
24. My manager recognizes me for customer-oriented behavior.
25. My manager deals effectively with poor employee performance.
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per Employee
Net Income
per Employee
Operating Profit
per Employee
*Statistically significant 2013=IBM Corporation
© at p .05
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28. IBM Smarter Workforce
IN 2009-2012, WE COMPLETED MORE THAN:
WITH
735 SURVEY PROJECTS
15 MILLION RESPONDENTS
AND 850 MILLION
SURVEY ITEM RESPONSES
© 2013 IBM Corporation

29. IBM Smarter Workforce
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© 2013 IBM Corporation
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30. IBM Smarter Workforce
Talent Optimization:
Rapidly develop, deploy, and optimize workforce skills and capabilities while capitalizing on an
interconnected, social, and collaborative workforce.
 Ensure a precise alignment between individual and team skills,
development opportunities, and the specific competencies
required in current as well as subsequent roles
DEVELOP
LEARN
GROW
COLLABORATE
 Enable increased collaboration within
and across teams, experts, mentors,
and communities through social
solutions
BE
RECOGNIZED
ENGAGE
Employ cognitive technology to match relevant,
high-value, peer/expert recommended development
content to participant’s interests
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Provide an ongoing stream of
performance data delivering
continuous feedback to enable
individualized development
actions to improve
performance
Deliver recognition in a
dynamic, flexible, and
social manner, improving
engagement and return
on talent
© 2013 IBM Corporation

31. ©2011 IBM Corporation

32. IBM Smarter Workforce
Talent Recognition & Rewards:
Optimize the way employees are recognized and rewarded across the enterprise to attract, retain, and
stimulate top performance.
 Industry leading compensation technology
simplifies and improves the efficiency of
managing, reviewing and making changes
to your compensation programs
 Optimize organizational compensation
investment to align compensation
practices with business goals
 Enable strategic and optimized
hiring, attraction, and retention
based on insight-driven
compensation practices and
industry leading comparison data.
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 Ensure incentives are aligned and deployed
appropriately to maximize goal attainment and
performance
$$
 Enable quantifiable, on-ongoing, realtime recognition across organizational
levels and communities
 Allocate awards based on comprehensive and
relevant performance metrics, customized to
individual preferences for optimal impact
© 2013 IBM Corporation

33. IBM Smarter Workforce
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© 2013 IBM Corporation

34. IBM Smarter Workforce
Talent Optimisation: Make sure the people who make the biggest difference to your
organisation learn from the best
1.2%
increase in profit per customer
© 2013 IBM Corporation

35. IBM Smarter Workforce
Talent Acquisition: Attract the right people through employment branding to appeal to
the right candidates and win the war for talent.
Bring 10 new drug candidates
to market in 4 years
© 2013 IBM Corporation

36. IBM Smarter Workforce
Talent Leadership & Engagement: Motivate employees to make a difference by
defining a culture that leads to business success.
40%
increase in frequency of
meeting financial targets
Customer loyalty up 5.3%
Reduce rework by 60%
Reduce accidents by 3x
© 2013 IBM Corporation

37. HOW TO GET
STARTED
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38. What IBM provides
World-class technology
Software, best practices, data, analytics and research to
impact the workforce and deliver exceptional business results
Science that makes it “smarter”
Industry-leading insights into the science of human behavior,
deep expertise in talent management and predictive analytics
that demonstrates value
Social platform to drive adoption
Big data analytics, enterprise content management, plus a
social networking , collaboration and web experience
platform that integrates with how people work
Flexible service options
Expert consulting, experienced outsourcing and financing
options to make transformation happen
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40. Thank You!
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© 2013 IBM Corporation