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1
HR Technology 2015
Ten Disruptions:
Ignore Them At Your Peril
Josh Bersin
Principal, Deloitte Consulting LLP
December, 2...
2
 Who We Are
- Global provider of leading practices, trends, and benchmarking research in
talent management, learning, a...
3
http://marketing.bersin.com/ten-disruptions-to-hr-
technology-in-2015.html
4
Zero to $1 Billion Valuation in 1-2 Years – What can we learn?
Slack, Dropbox, Snapchat
 “Free” file sharing and “Free”...
5
Top Global Talent Priorities
% Rated “Urgent” or “Important”
63%
68%
69%
73%
74%
76%
76%
79%
81%
84%
87%
88%
0% 10% 20% ...
6
How the Talent World has Changed
“Our candidates today are not
looking for a career…”
“They’re looking for an
Experience...
7
Engagement Still Startlingly Low
 Worldwide only 13% of employees are
“highly engaged” in their jobs.
 63% “disengaged...
8
Only 54% of employees
would recommend company
to a friend
-
Glassdoor, Bersin Analysis, October, 2014
And Even Worse
9
The “Haves” and “Have Nots” In Engagement
Distribution of Glassdoor “Recommend My Company” Averages
Average
3.1
Companie...
10
Benefits &
Compensation
Hiring
Recruiting
E-Learning
Performance
Talent
Network Based
Applications
New Systems of
Engag...
14
Growth in HR Technology Markets
People Management Software is One of the Biggest ERP Segments
Market Category Market Si...
15
Two Major Marketplace Issues
1. Too Many HR Systems
 33% of companies have 10+ HR systems
 47% will replace to integr...
16
Explosion in Mobile Access
1.5 Million Laptop/Desktop Users
1.6 Billion Smartphone Users
5.2 Billion Mobile Phone Users...
18
Mobile Apps Now Generate More
Internet Traffic than PC Apps
Apps
Comscore 2014 Mobile Apps Report
20
Look at Most Popular Mobile Apps
Comscore 2014 Mobile Apps Report
115 Million
46 Million
34 Million
26.5 Million
$10 Bi...
21
Transparency: Standard & Expected
Recognition
Goals
Compensation
HiPos
Leadership
Tinypulse Engagement Survey 2013, 201...
22
Work Moves to the Worker
Or Will
Be…
23
The Overwhelmed Employee
The average mobile
phone user checks
their device 150
times a day.
40% of the US
population
be...
24
The Response
25
Standardized,
Simplified People
Practices
Measuring
Coaching
Performance
Self Directed
Learning –
When I Need It
Social...
28
1. Shift from System of Record to
System of Engagement
67% of buyers now select a system based on its
ease of use, far ...
29
Simplicity Trumps Functionality
Value
Time
Highly Functional
System,
Difficult to Learn
Simpler System,
Easy to Use
“Ha...
30
2. Mobile Is The Platform (Apps)
31
83% of orgs plan
to invest in
mobile in next 12
months
32
Mobile: A System of Engagement
Employees expect mobile access for:
Time and
expense
reporting
Travel
planning
Employee
...
33
3. Embedded Analytics: Data as the Product
34
Examples of
Embedded Analytics
Retention
Career moves
Learning
Spending
Labor Force Optimization
Sales productivity
35
What Our Research Discovered
Bersin by Deloitte Talent Analytics Maturity Model®
Level 4: Predictive Analytics
Developm...
36
Analytics Drives Huge ROI
Today, 14% of HR ORGANIZATIONS believe they “regularly use data
to make talent and HR strateg...
37
Payroll Leakage
38
“People Data Everywhere™”
Retention
Analytics
Models
Internal Data
• Performance
• Mobility
• Compensation
• Goals
• Ed...
39
4. Science of Leadership &
Assessment Leverages Big Data
Competing Values
Framework
Big Five
Model
Dennison Model
40
Big Data meets Assessment
Big Data
Analytics
Candidate Profile
Education
Background
Assessment Data
Job Experience
Perf...
41
How Do We Select the “Right” People?
2/3 of hiring done without any significant assessment
 Background checking: 79%
...
42
5. Sensing and the Quantified
Employee
 Less than 50% of the
companies in
The Engagement Institute
know what to do wit...
43
Think about This
44
Engagement Surveys Shift to Continuous
Employee Feedback and Sentiment
Traditional Engagement
Surveys
Continuous Feedba...
45
Wearables
become
fashionable
Fitbit as
jewelry
Permission requested: Tory Burch
46
6. Network Recruiting Platforms
Replace Traditional Recruitment
Hiring
Manager
Relationships
Candidate
Pool
Development...
47
The top three drivers of
talent acquisition
maturity are:
1. Building strong
relationships with
hiring managers
2. Cult...
48
Reactive Tactical Recruiting
Recruiters are “order takers;” posting of positions on an as-needed basis. Minimal hiring
...
49
Professional
Networking Sites*
Traditional Recruiting Network Recruiting
Sourcing and engaging both active and passive ...
50
Employment Brand
and
Employee Engagement?
What Is the Difference Between…
51
The Reality Today…
Employee Engagement
IS
Your Employment Brand
52
7. Radical changes to performance
management, goals, and talent
mobility
Only 8% of organizations
believe their perform...
53
The evolution of performance management requires a fundamental shift in thinking driven by emerging
business trends
Ong...
54
Science
Behind
Performance
Management
Status
Certainty
Autonomy
Relatedness
Fairness
55
Performance Management
Integration
56
Starting with a comprehensive view
Performance Appraisal
Ongoing Performance Activities
Performance Management Outcomes...
57
But Keep it Simple
Coaching for
Development
Talent
Decisions
Performance
Improvement
Legal
Documents
Employee
Motivatio...
58
Major Trends Will Disrupt Incumbents
 Traditional top-down goal management is going away
 Agile, transparent “OKR” mo...
59
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Traditional View ...
60
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
The Reality
SMEs
...
61
Entire Organization Must Contribute to
World-Class Career Management
• Identify
Career
Goals
• Maintain Profiles
• Demo...
62
8. LMS Market Transformed and
Expanded
The 21st century
employee wants easy-
to-use learning
approaches and
resources.
...
63
The LMS Market Is Being Reinvented
The 1990s-2000s LMS
Course Administration
Enrollment and Scheduling
Resource Managem...
64
24x7LEARNING BANKERS ACADEMY CORPEDIA LMS EMENEO IKONAMI LTD LATITUDE LEARNING MINDONSITE PRODUCTIVITY4YOU STAM INTERAC...
65
SumTotal
Skillsoft
Clear Consolidation at the Top
Massive Growth in Middle
SAP Oracle
Cornerstone
On Demand
Saba
Blackb...
66
Blogs
Ratings
Mentoring
Wiki’s
Video
Podcasts
Discussion Boards Social
Networking
Tagging
Micro-blogs
Virtual
Worlds
St...
67
Spend time and money differently (think beyond courses and LMSs).
- 1,700,000 live classes
- 250,000 elearning courses
...
68
The Four E’s Take Over Learning
Informal
Education Experiences Exposure Environment
- More mature
L&D teams
deliver 16%...
69
Potential for MOOCs
70
Learning as Solution for Recruiting
71
Many Disruptors Coming
Self-Authored Content Catalogs, Adaptive Learning, Analytics, and MOOCs
72
9. ERP Vendors Take Over
73
10. Tech Vendors Must Compete and
Win War for Talent
74
What we have learned: An Integrated Approach is Needed
The Simply Irresistible Organization®
Meaningful
Work
Great
Mana...
75
http://marketing.bersin.com/ten-disruptions-to-hr-
technology-in-2015.html
http://www.forbes.com/sites/joshbersin/2014/...
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Ten Disruptions in HR Technology for 2015: Ignore At Your Peril

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The ten disruptions in HR technology for the coming year. Ignore them at your peril!

Publié dans : Recrutement & RH, Business
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Ten Disruptions in HR Technology for 2015: Ignore At Your Peril

  1. 1 HR Technology 2015 Ten Disruptions: Ignore Them At Your Peril Josh Bersin Principal, Deloitte Consulting LLP December, 2014
  2. 2  Who We Are - Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR. - 60% of the Fortune 100 are Bersin by Deloitte research members, with more than 19.5 million employees managed by HR teams using Bersin Research.  Broad Research Practices • Human Resources • Leadership Development • Learning & Development • Talent Acquisition • Talent Management  Offerings - WhatWorks® Membership: Research, Tools, Education, Benchmarking - IMPACT®: The industry’s premiere conference on the Business of Talent - Advisory Services & Consulting Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management
  3. 3 http://marketing.bersin.com/ten-disruptions-to-hr- technology-in-2015.html
  4. 4 Zero to $1 Billion Valuation in 1-2 Years – What can we learn? Slack, Dropbox, Snapchat  “Free” file sharing and “Free” collaboration software that is very easy to use - Over 200 million users now (Dropbox) - 260,000 new users per month (Slack)  No training required  Free, mobile enabled from day 1  Elegant simple user interface  Both hit over $1 Billion in valuation in first two years
  5. 5 Top Global Talent Priorities % Rated “Urgent” or “Important” 63% 68% 69% 73% 74% 76% 76% 79% 81% 84% 87% 88% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% The Overwhelmed Employee Simplify Work Diversity & Inclusion Fix Performance Management Integrate HR Technology Globalize Talent Mgt. Talent & HR Analytics Talent Acquisition Reskilling HR Reinvent Learning & Devt. Retention & Engagement Gaps in Leadership Pipeline Deloitte Global Human Capital Trends Research, n=3,000, 11/2014 All These Areas Heavily Impacted by HR Technology
  6. 6 How the Talent World has Changed “Our candidates today are not looking for a career…” “They’re looking for an Experience.”
  7. 7 Engagement Still Startlingly Low  Worldwide only 13% of employees are “highly engaged” in their jobs.  63% “disengaged” and 24% “actively disengaged.”  (Australia and NZ are twice as “engaged” as the rest of the world!) with 25% “highly engaged”  China, Middle East, Africa, India are the lowest at 6-8% fully engaged
  8. 8 Only 54% of employees would recommend company to a friend - Glassdoor, Bersin Analysis, October, 2014 And Even Worse
  9. 9 The “Haves” and “Have Nots” In Engagement Distribution of Glassdoor “Recommend My Company” Averages Average 3.1 Companies in Trouble Companies Getting By Companies Winning the Talent War
  10. 10 Benefits & Compensation Hiring Recruiting E-Learning Performance Talent Network Based Applications New Systems of Engagement 15 Year Evolution of HR Systems MARKETGROWTH-ADOPTION 2 0 0 0 2 0 1 5P R O G R E S S I O N O V E R T I M E Compensation HRIS Benefits Administration Applicant Tracking Recruiting Sourcing Learning Management Workforce Management Succession Management Performance Management Integrated Talent Mgmt Analytics Tools Social Recognition Network Recruiting HRMS + Talent + Workforce Management Self-Service Apps Personality and Pre-Hire Culture Assessment Predictive Analytics Real Time Engagement Mobile Apps for HR Process Automation Integration & New Talent Apps Analytics & “Systems of Engagement”
  11. 14 Growth in HR Technology Markets People Management Software is One of the Biggest ERP Segments Market Category Market Size (2014) CAGR 5 Years Core HRMS $6.2 Billion 7-9% Recruiting $2.6 Billion 8-10% Learning Management $2.4 Billion 10-12% Performance / Compensation $1.4 Billion 8-10% Workforce Management $1.5 Billion 4-6% Engagement, Recognition, Sensing $1.0 Billion 10-15% IDC Market Size 2014, Bersin Estimates
  12. 15 Two Major Marketplace Issues 1. Too Many HR Systems  33% of companies have 10+ HR systems  47% will replace to integrate and consolidate vendors 2. Systems Aging Rapidly  HRIS systems 47% are 7+ years old  Time & Attendance 40% are 7+ years old  Performance Mgt 19% are 7+ years old  Learning Management 17% are 7+ Years old
  13. 16 Explosion in Mobile Access 1.5 Million Laptop/Desktop Users 1.6 Billion Smartphone Users 5.2 Billion Mobile Phone Users Mobile now 25% of web traffic 60% of time on internet is through Mobile devices
  14. 18 Mobile Apps Now Generate More Internet Traffic than PC Apps Apps Comscore 2014 Mobile Apps Report
  15. 20 Look at Most Popular Mobile Apps Comscore 2014 Mobile Apps Report 115 Million 46 Million 34 Million 26.5 Million $10 Billion Valuation A Whole New Paradigm for Design
  16. 21 Transparency: Standard & Expected Recognition Goals Compensation HiPos Leadership Tinypulse Engagement Survey 2013, 2014 200,000+ Respondents The “Yelp” of HR
  17. 22 Work Moves to the Worker Or Will Be…
  18. 23 The Overwhelmed Employee The average mobile phone user checks their device 150 times a day. 40% of the US population believes it is impossible to succeed at work and have a balanced family life. The “average” US worker works 47 hours and 49% work 50 hours or more per week, with 20% at 60+ hours per week The “average” US worker now spends 25% of their day reading or answering emails More than 80% of all companies rate their business “highly complex” or “complex” for employees. Fewer than 16% of companies have a program to “simplify work” or help employees deal with stress. Sources: Deloitte Human Capital Trends 2014 and 2015
  19. 24 The Response
  20. 25 Standardized, Simplified People Practices Measuring Coaching Performance Self Directed Learning – When I Need It Social Collaboration & Transparency Systems of Record Engagement Make Work Simple Employees = Customers “People not Talent” Mobile and Contingent Workforce People Management Today
  21. 28 1. Shift from System of Record to System of Engagement 67% of buyers now select a system based on its ease of use, far greater than the “feature set”
  22. 29 Simplicity Trumps Functionality Value Time Highly Functional System, Difficult to Learn Simpler System, Easy to Use “Harmonization of HR processes before implementation of systems was one of the biggest drivers of successful implementations.” Source: Deploying HCM Technologies: Making Change Work, Katherine Jones, Bersin by Deloitte, 2014.
  23. 30 2. Mobile Is The Platform (Apps)
  24. 31 83% of orgs plan to invest in mobile in next 12 months
  25. 32 Mobile: A System of Engagement Employees expect mobile access for: Time and expense reporting Travel planning Employee directory Message Collaborate Knowledge sharing Learning Training Goals Performance Engagement Recruiting… Applying Screening Source: Global Human Capital Trends
  26. 33 3. Embedded Analytics: Data as the Product
  27. 34 Examples of Embedded Analytics Retention Career moves Learning Spending Labor Force Optimization Sales productivity
  28. 35 What Our Research Discovered Bersin by Deloitte Talent Analytics Maturity Model® Level 4: Predictive Analytics Development of predictive models, scenario planning Risk analysis and mitigation, integration with strategic planning 4% Level 3: Advanced Analytics Segmentation, statistical analysis, development of “people models”; Analysis of dimensions to understand cause and delivery of actionable solutions 10% Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making Multi-dimensional analysis and dashboards 30% Level 1: Reactive – Operational Reporting Ad-Hoc Operational Reporting Reactive to business demands, data in isolation and difficult to analyze 56%
  29. 36 Analytics Drives Huge ROI Today, 14% of HR ORGANIZATIONS believe they “regularly use data to make talent and HR strategy decisions”… …and these organizations, are… 2X as likely to believe they are excellent at selecting the right candidates 2X as likely to believe they are delivering a strong leadership pipeline Generating 30% higher stock returns than the S&P 500 over the last three years 3X as likely to believe they are efficiently operating HR
  30. 37 Payroll Leakage
  31. 38 “People Data Everywhere™” Retention Analytics Models Internal Data • Performance • Mobility • Compensation • Goals • Education • Work History External Data • Location • Job • Social Profile • Compensation • Connections • Work History Flight Risks Drivers of Retention Talent Problems to Fix
  32. 39 4. Science of Leadership & Assessment Leverages Big Data Competing Values Framework Big Five Model Dennison Model
  33. 40 Big Data meets Assessment Big Data Analytics Candidate Profile Education Background Assessment Data Job Experience Performance Training Assignments Fit With Job Fit With Company Fit With Team
  34. 41 How Do We Select the “Right” People? 2/3 of hiring done without any significant assessment  Background checking: 79%  Managerial interviews: 64%  Interview training: 47%  Behavioral assessments: 34%  Reference calls: 32%  Skills-based assessments: 25% % of Organizations Which Regularly Use Following Assessment Practices Bersin & Associates High-Impact Talent Acquisition Study, Fall 2012, 158 organizations responded The most important criteria of success is fit, which is driven by clear understanding of role and culture
  35. 42 5. Sensing and the Quantified Employee  Less than 50% of the companies in The Engagement Institute know what to do with engagement data  Data is slow to collect, too broad, and not local  Technology changes the market: - Fast - Local - Open - Transparent
  36. 43 Think about This
  37. 44 Engagement Surveys Shift to Continuous Employee Feedback and Sentiment Traditional Engagement Surveys Continuous Feedback and Sentiment Analysis Once per year Every month, week or day Standard questions Widely varied questions Some but little open feedback Any comment considered Anonymous Anonymous but… “voted” up and down Internal use only May be posted to public Survey based Mobile app based Questions based on large longitudinal database Questions based on modern engagement issues
  38. 45 Wearables become fashionable Fitbit as jewelry Permission requested: Tory Burch
  39. 46 6. Network Recruiting Platforms Replace Traditional Recruitment Hiring Manager Relationships Candidate Pool Development Social Media Campaign Recruiter Training Governance & Decision Making Employee Referral Program TA Program Management Optimized TA Technology Diverse Candidate Slates Employment Branding Assessment Against Requirements Reporting & Analytics
  40. 47 The top three drivers of talent acquisition maturity are: 1. Building strong relationships with hiring managers 2. Cultivating pools of potential candidates long before hire 3. Driving employment brand 62% Create new products more quickly than competitors 88% Meet or exceed financial targets 100 % Meet or exceed customers’ expectations Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Three Key Drivers of Impact
  41. 48 Reactive Tactical Recruiting Recruiters are “order takers;” posting of positions on an as-needed basis. Minimal hiring compliance standards met; no real processes defined. No strategic focus on candidate experience. Level 1 Standardized Operational Recruiting Effective assessment of candidates against job requirements. Begin to establish strong relationships with hiring managers. Some link to workforce planning. Standard interview documents. Level 2 Integrated Talent Acquisition Strong employment brand. Active pipeline of candidates. Robust TA programs (e.g., diversity, alumni, employee referral). Investment in new TA products and services. Level 3 Optimized Talent Acquisition Strategic enabler of the business. Successful social media campaign. Recruiter training builds strategic capabilities. Ability to predict external forces & remain agile. Level 4 Talent Acquisition Maturity ModelBersinbyDeloitte Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 35% 29% 23% 13%
  42. 49 Professional Networking Sites* Traditional Recruiting Network Recruiting Sourcing and engaging both active and passive candidates through employees’ and company networks to build talent pools for current and future hiring needs Engagement Channel Print Job Boards Agencies Job Search Aggregators University Recruiting Internal Talent Mobility Talent Communities Employee Referrals Network Recruiting Sourcing active candidates through recruiters or 3rd party agencies to fill current hiring needs How Recruiting Has Changed From “Active” to “Network Recruiting”
  43. 50 Employment Brand and Employee Engagement? What Is the Difference Between…
  44. 51 The Reality Today… Employee Engagement IS Your Employment Brand
  45. 52 7. Radical changes to performance management, goals, and talent mobility Only 8% of organizations believe their performance management process is worth the time they’re putting into it.
  46. 53 The evolution of performance management requires a fundamental shift in thinking driven by emerging business trends Ongoing, Continuous: Annual and semi-annual review supplemented with more frequent informal manager – employee check-ins and other simple communications Flexible, Agile. Simple: Light touch, low impact processes to gather performance data. Non-value add administrative activities are eliminated Data Driven: Performance data collected from multiple sources throughout the year and analyzed to provide balanced performance insights Local Real–Time: Real time feedback and recognition provided through use of frequent check-in and social media tools to improve performance and drive engagement Development Focused: Shift towards long term employee development vs. appraisal Strengths: Individual strengths identified and leveraged to maximize employee potential and build high performing teams Summary of Our Research Philosophy & Business Goals
  47. 54 Science Behind Performance Management Status Certainty Autonomy Relatedness Fairness
  48. 55 Performance Management Integration
  49. 56 Starting with a comprehensive view Performance Appraisal Ongoing Performance Activities Performance Management Outcomes Audience Performance Management (PM) Strategy Technology&Infrastructure Organization&Governance Goal-Setting & Revising Managing & Coaching Development Planning Rewarding & Recognizing Executive Goal-Setting Goal Cascading & Alignment Employee Goal-Setting Goal Revision Work Plans Management Responsibilities Feedback Coaching Individual Development Plans Development Opportunities Career Management Compensation Reviews Financial Rewards Nonfinancial Rewards Recognition Strategies & Programs Purpose of PM • PM Philosophy • PM Alignment to Strategy & Culture • Level of Senior Leader Ownership • PM Sustainability • Talent Management Integration Executives • Managers • Professionals • Hourly • Organized Labor • Contingent • Critical Talent Segments PMSystem•TalentManagementSystemIntegration• KnowledgeSharing&Collaboration•Metrics&Analysis HRStructures&Roles•Governance•Communication• Tools&Resources Empowered and Engaged Workforce • Focus on Driving Business Results • Foundational Knowledge of Talent HOW: Quarterly, Semi-Annual and/or Annual Reviews • Multi-Rater Feedback • Self-Assessments • Manager Assessments • Distributions & Rankings • Performance Calibration • Performance Improvement Plans WHAT: Competencies/ Behaviors • Goals • Job Responsibilities • Capabilities • Promotion Readiness Bersin by Deloitte’s PM framework
  50. 57 But Keep it Simple Coaching for Development Talent Decisions Performance Improvement Legal Documents Employee Motivation Compensation Performance Feedback PERFORMANCE MANAGEMENT Coaching for Development Talent Decisions Performance Improvement Legal Documents Employee Motivation Compensation Performance Feedback PERFORMANCE MANAGEMENT Kelly Services Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012. .
  51. 58 Major Trends Will Disrupt Incumbents  Traditional top-down goal management is going away  Agile, transparent “OKR” models will replace in most cultures  Performance Management is directly linked to engagement and retention and is causing pain  Performance Management process has been too tightly linked to other talent processes in most organizations  Recognition, rewards, coaching, and developmental feedback will become integrated parts of the process  Tools are far too complex, time consuming, and administrative for today’s workforce and speed  Pulse surveys, supervisor coaching, and feedback must become part of the process
  52. 59 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management Traditional View Talent Mobility SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management
  53. 60 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management The Reality SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management Top Management Contract Hire Job Intern Developmental Assignment Lateral Promotion Stretch Assignment External AssignmentUpward Promotion Lateral Assignment New Assignment Part Time Loan New Candidate New Leader Exec Succession
  54. 61 Entire Organization Must Contribute to World-Class Career Management • Identify Career Goals • Maintain Profiles • Demonstrate Values • Socialize Interests • Create Internal Network • Share Expertise Employee • Define Job Profiles • Provide Coaching • Assess Potential • Identify Development Opportunities • Provide Candid Feedback • Share Talent Openly Manager • Provides Tools & Resources • Develop Career Models • Facilitate Process • Offer Career Coaching • Career Development Training • Integrate with Talent Mgmt HR • Infrastructure – Process, Technology, People • Create Culture of Mobility • Communicate Expectations • Create Transparent Marketplace Company
  55. 62 8. LMS Market Transformed and Expanded The 21st century employee wants easy- to-use learning approaches and resources. Yet 63% of companies say they are “weak” in providing mobile and social learning as development tools and only 6% are “expert” at advanced media for learning.
  56. 63 The LMS Market Is Being Reinvented The 1990s-2000s LMS Course Administration Enrollment and Scheduling Resource Management Extended enterprise e-learning e-commerce Virtual classroom Assessment tool Security and roles Reporting LearningAdministration Collaboration “Discussion Group” Portals Learning Experience The Modern LMS “Old LMS” Feature Set + Deeper Analytics Dynamic Profile Expert Directory Communities Tagging Content Management Ratings Multi-rater coaching Feedback Content Sharing Content Management Mobile “New” virtual classroom Highly Flexible UI Talent Management Features Administration &Talent Social&Collaboration User Experience MORE IMPORTANT THAN EVER – BUT NEED SIMPLICITY AND SCALE
  57. 64 24x7LEARNING BANKERS ACADEMY CORPEDIA LMS EMENEO IKONAMI LTD LATITUDE LEARNING MINDONSITE PRODUCTIVITY4YOU STAM INTERACTIVE VELOCEDGE 360training.com BIT.MEDIA COURSE PEER ELMSTONE SYSTEMS LTD IMC LAUREN INNOVATIONS MIRAPOLIS PROFISCIENCE PARTNERS STEAG VENU 4CSoft BLACKBOARD COURSE SOURCE EMTRAIN IMPACT LEARNING SYSTEM LEANFORWARD MODALLOGIC PROLEARNING SOLUTIONS STARFIELD VERTICAL ALLIANCE GROUP 4system BLACKSTAD CLASSROOM MANAGER CourseAvenue, Inc. ENGRADE IN2ITIVE LEARN SOMETHING (Xerox) MOODLEROOMS PROMETEUS STONEHOUSE MEDIA VERZTEC ABSC BLOOMFIRE COURSEWEBS EPATH LEARNING INCHONE LEARNAHOLIC MYKNOWLEDGEMAP PROMETHEUS DEVELOPMENT STRATBEANS VI DESKTOP ABSORB LMS BLUEGEM SOFTWARE CREATIVELMS EPSILEN INDECOMM GLOBAL SERVICES LEARNCAST MYLEARNINGPOINT PROSPERO LEARNING SOLUTIONS STUDYWIZ VIA LEARNING ACCESS IPD BLUEVOLT BLUEDROP PERFORMANCE LEARNING EMPOWER TRAINING SOLUTIONS INDUSTRIAL TRAINING ZONE LEARNDASH MYNETWORK PTC SUCCESS FACTORS VIAECOLE ACCESSPLANIT Bodes IT CrossKnowledge ENTERPRISE STUDY INFOLOGIX LEARNEVERYWHERE MZINGA PULSE LEARNING SUMMIT TRAINING SOURCE VIDIZMO ACCENTURE BRAINSHARK CU Training ENVISAGE TECHNOLOGIES INFOR: Certpoint LEARNKEY M-LEARN ON THE GO Q2LEARNING SUMTOTAL VILLAGE88 ACCORD BRIDGE PEOPLE & TECHNOLOGY CUNA ePALS INFORMASYSTEMS LEARNING & PERFORMANCE SOLUTIONS NAVEX QPHARMA SWANK LMS VIRTUAL COLLEGE ACF CONSULTANTS BRIGHTWAVE CYBERWISDOM EPIC INFORMETICA LEARNING ACADEMY SYSTEMS NEOVATION QUBE LEARNING SYBERWORKS VITALECT ACROSERVICES BRITANNICA KNOWLEDGE SYSTEMS CYGNET INFOTECH PVT LTD EPICOR Infosys LEARNING EVOLUTION NETCERTIFICATION QUINTETTO OLS Syfadis Group VIVA LEARNING ACTIVATE SYSTEMS BUSINESS TRAINING LIBRARY DANISH PROBE A/S ESCHOOLS INSTRUCTURE LEARNING FOX NETDIMENSIONS RAINMAKER SYSTEMS SYNTRIO VIVID LEARNING SYSTEMS ADMINISTRATE BVS DAULSOFT RELIAS LEARNING INGENIA LEARNING LIBRARY NETLOGIC RAPID INTAKE T FACTOR VOCAM ADOBE CAPABILITY LMS DELFI SOFTWARE ESSENTIAL SKILLZ Inquestra LEARNING MANAGEMENT.COM NETOP Raytheon TACTIC SOFTWARE WBT Systems ACP COMPUTER TRAINING SCHOOL CAE DELL ETHOSCE INREACH LEARNING RESOURCES INTERNATIONAL NETSMART UNIVERSITY RCAMPUS Tactis Software WBT.IT ADP CALLSOURCE DELTAK (Wiley) eTrainCenter Inspired E-Learning LEARNING SEAT NETEX READYGO Talent2 WEB COURSEWORKS ADDRENNA CAMPUSCRUISER DELTAL ETRIOX INSTANCY LEARNING SPAN NEUSOFT REALABILITY TalentSoft WEB SYNERGIES ADURO CAPITA IT SERVICES DESIRE2LEARN INC EUPHORIA INTEGRITY ELEARNING LEARNING TECHNOLOGY PARTNERS NEWSGATOR REALPAGE Tata Interactive LMS WEB TRAINING ADVANCED NFP CAPSULE COMPANY DESKERA EVOLUSENT INTELEX LEARNING.NET NEXIO REDTRAY TECHNOMEDIA WEBDUCATE AEROSTUDIES CARDNO DICAMPUS EVOLVE E-LEARNING SOLUTIONS Intellum LEARNINGZEN NEXLEARN REFINED TRAINING TEDS WEBSE AFFERO CARE2LEARN DIGITAL CHALK E-WORK.COM Interactyx LEARNIN3.com NORMAL MODES REFLECTION SOFTWARE TEKEGE SOLUTIONS Websoft Agileview CAREER MANTRA DIGITAL IGNITE eXact Learning Solutions INTRALEARN LEARNOPIA NP TRAINING WORKS RELIANT LIVE TELEMATICA WESTNET LEARNING AGILIX CBT PLANET DIGITEC INTERACTIVE EXCELSOFT INTRAFINITY LEARNBIT NUVEDA REMOTE LEARNER TELETECH Wisetail AJ SQUARE CECITY DISCOVERY CAMPUS EXPERTUS INTERNEXIA LEARNOHOLIC NVOLVE Thomson Reuters (formerly Reqwired) TESTRACK WIZLEARN Akuter CEGOS GROUP DOCEBO FIRMWATER INTUITION LEARNSHARE OAKTREE SYSTEMS RESOURCE DEVELOPMENT CORPORATION THE CAPSULE COMPANY WIZDOM LMS ALCHEMY SYSTEMS CENGAGE LEARNING INC DOCNITO FLEXLS INTUITEXT LEARNSOFT ODIJOO RESOURCE BRIDGE THE KELLY COMPANIES WOLTERS KLUWER ALLANTRA CENTRELEARN DOMINKNOW LEARNING FLEXTRAINING INTUTO LEARNUPON OILENNIUM RIGHT REASON TECHNOLOGIES THE LEARNING PARTNERSHIP WORLD LEARN ALLEN COMMUNICATIONS LEARNING SERVICES CERIDIAN DOKEOS FROG IPRESENTONLINE LEARN-WISE OMNIPLEX RISC THE WORKING MANAGER XCEED LEARNING ALTALENT CERTILEARN DOTS TALENT SOLUTIONS FRONTER COMMUNICATIONS CORP IRIS NFP Solutions LIGHTSPEED SYSTEMS OMNITRACK+ RUSSELL ASSOCIATES THE QUALITY GROUP XERCEO AMBOW CEU360 DUAL CODE FRONTLINE DATA SOLUTIONS IQITY LIKNO LMS ONPOINT DIGITAL RUSTICI THINKINGCAP Xerox (ACS) AMVONET Cezanne DuPont Sustainable Solutions FTS SOLUTIONS ISOPH LINAC Onsoft Computer Systems RXSCHOOL THREE LEARNING XSTREAMSOFTWARE American Research Institute Chamilo D'VINCI INTERACTIVE FULLPARTNER ISOTRAIN LIQWID KRYSTAL ONTUITIVE SABA TIER 1 PERFORMANCE XTRACTOR ANCILE SOLUTIONS CHALKABLE DYNDEVICE FUTURSKILL ISPRING LITESPEED OPANGO SAFFRON INTERATIVE TIME4YOU XYLEME ANEMA CINET E3 LEARNING GCUBE ITC LEARNING LITMOS OPENELMS SAKAI TORTAL YARDSTICK SOFTWARE ANEWSPRING CIRRUS E-LEARNING EADBOX GEENIUS ITRIVIO LMS GLOBAL OPENTEC SALMAT Totara LMS ZAPOINT APPOINTLINK CLARITY EASY AUTHORING GEMINI ITS LEARNING LOGICBAY OpenText (OPERITEL) SAP TPC TRAINING SYSTEMS ZENLER APPSTRONIC CLASSROOM MANAGER EASY COURSE CREATOR Generation21 INTERNATIONAL TECHNOLOGY SOLUTIONS LOMALEARN ONLINE OPTIONC SAVV-E Traincaster ZEUS LEARNING APROPOS CLICKSAFETY ECOLOGIC SYSTEMS GeoMetrix Data Systems Inc. JENZABAR LOUDCLOUD SYSTEMS Oracle EBS SCHOLARIS TRACORP ZIIVA APTEK CM LUMINOSITY ECOM SCOTLAND Global Knowledge JONES & BARTLETT LynxOnline Oracle Fusion SCHOLAR LMS TRAINING EVIDENCE SYSTEMS Zoologic APTIFY Cnergyis eCORNELL Global Vision Technologies KAIZEN SOFTWARE SOLUTIONS Lumesse Oracle Peoplesoft SCHOOLMASTER TRAINING JUMP START ZUMO SOFTWARE Aragon-eRH COBENT LTD. EDGENUITY GRADE K ALLIANCE MAESTRO ELEARNING Oracle Taleo SCHOOLOGY TRAINING PORTAL ARDENT LEARNING COGGNO EDMENTUM GRASPLINK Kallidus (E2TRAIN) MARINE LMS OZTIME SEERTECH SOLUTIONS TRAINEASE AQT SOLUTIONS Cognitive Advisors Edoceo GROWTH ENGINEERING KENEXA (IBM) MARTEC INTERNATIONAL PALAMORE SEMINAR E-LEARNING SYSTEM Training-Orchestra Articulate COGNIZANT TECHNOLOGY SOLUTIONS EDU 2.0 GROUP LEARNER KESDEE MARTONHOUSE PEACH NEW MEDIA SIFY TECHNOLOGIES LIMITED TREATMENT BASICS ASPIRE GOGENTYS EDUBRITE GUIWEB ONLINE SOLUTIONS KMC OnDemand MARSHAL CAVENDISH ONLINE PEAK SKILLS LEARNING SILKROAD THREE RIVERS SYSTEMS ASSERION COLLINS LEARNING EDUCATE GLOBAL GYRUS SYSTEMS KMSI MASTER CONTROL PEARSON LEARNING SOLUTIONS SIMBIONIX TRIVANTIS ASTRA COLONI EDUMATE HAIKU LEARNING KNOWBASE MASTERY LMS PELESYS SIMPLYDIGI TRUE SOLUTION ATHAND SOLUTIONS COMMELIUS EDVANCE 360 HALOGEN KNOWLAGENT MAXIT PEOPLEFLUENT SIMPLYLEARN TTG SYSTEMS ATHENA COMMON GOAL SYSTEMS eFront Learning HCCS KNOWLEDGE ANYWHERE MEDIA DEFINED PEOPLEMATTER SIMULWARE TTN LEARNING Atrixware COMPETENTUM USA LTD. ELCOM HealthcareSource KNOWLEDGE FACTOR MEDIAPRO PERCOLATE LMS SITEL TUTOR PRO ATUTOR COMPLIANCE TRAINING SOLUTIONS ELEAP SOFTWARE HEALTHSTREAM KNOWLEDGE MANAGEMENT INTERACTIVE MEDIKLY PERFORMANCE SOLUTIONS NETWORK SIVECO UDUTU Aunwesha Knowledge Technologies Private Limited COMPUTER AIDED ELEARNING ELEARNING FORCE INTERNATIONAL HR Smart KNOWLEDGE POOL MEDIOPIA PILOT GROUP SKILLPAD Ultimate Software AUTONOMY (HP) Computer Generated Solutions E-LEARNING IDEA SOLUTIONS HUGHES KNOWLEDGE PRESENTER MEDWORXX PING PONG SKILLSOFT ULTRANET Avilar CONNECT LEARNING E-LEARNING WMB HURIX SYSTEMS KNOVIVA MELON Technologies PINPOINT GLOBAL COMMUNICATIONS SKILLSSCORECARD UNDERWRITERS LABORATORIES (ComplianceWire) AXG TECNONEXO CONVENIENCE LEARNING ELEARNING ZOOM HYPERMETHOD IBS KRATOS MERIDIAN KSI PLATTE CANYON SMARTPROS UNISERVITY BAI CONVERGENCE TRAINING ELOGIC LEARNING iCOHERE KRAWLER METALEARN SERVICES PORTALCMS SOLO LEARNING UPSIDE LEARNING SOLUTIONS PVT LTD BANCINTRANETS CORE LEARNING SERVICES ELSEVIER MC STRATEGIES INC. ICS LEARNING GROUP LAMPA MICROPOWER POWERFUL LMS SOLIDSTATE LEARNING V CAMPUS BANKERSEDGE CORNERSTONE ONDEMAND ELUCIDO IC-UC LEARNING Lanteria MINDFLASH PRESENT ELEARNING SYSTEMS SSE VELSOFT MORE THAN 600 LMS PROVIDERS WORLDWIDE
  58. 65 SumTotal Skillsoft Clear Consolidation at the Top Massive Growth in Middle SAP Oracle Cornerstone On Demand Saba Blackboard SkillSoft Dupont NetDimensions Healthstream Cross Knowledge Meridian Halogen SilkroadPeoplefluent RISC Elsevier imc IBM Intellum Kallidus Technomedia Absorb RedTray Expertus Open Text Lumesse OnPoint Digital Intuition ADP Cegos Bloomfire Wisetail Desire2Learn Docebo Cyberwisdom Digital Ignite Healthcare Source INFOR Litmos CoursePeer Thomson Reuters Underwriters Labs BrainHoney Schoolology TMS K-12 / Higher Ed Vertical Specialists Social / Mobile Content The New Middle Compliance
  59. 66 Blogs Ratings Mentoring Wiki’s Video Podcasts Discussion Boards Social Networking Tagging Micro-blogs Virtual Worlds Stretch Assignments Communities of Practice Collaboration Search Simulations Surveys Content Explosion Whitepapers Case Studies Articles Visual Aids Presentations Books Corp Websites Manuals Performance Support Product Demonstrations Instructions Observations JournalingStandard Operating Procedures Newsletters Corporate Communications Marketing Collateral Business Process Documentation Programs Role Playing Classroom Conferences eLearning Coaching Webinars Lunch ‘n Learns Chalk Talks Onboarding Debates Consulting Lectures Experiments Labs Teaching Courses Workshops Interviews Feedback Mistakes Successes Job Rotations Peers Project Post-Mortems Meetings Role Models Job Shadows After Action Reviews Customer Data Goals Play Conversations Dialogue Reports Memos Appraisals Business Performance Data CRM Records Proposals
  60. 67 Spend time and money differently (think beyond courses and LMSs). - 1,700,000 live classes - 250,000 elearning courses - 318,000 books - 187,000 articles - 344,000 videos - 1,200+ providers Brand New L&D methods, infrastructure and tools Source: Degreed, 12/2014
  61. 68 The Four E’s Take Over Learning Informal Education Experiences Exposure Environment - More mature L&D teams deliver 16% less training via ILT and vILT classes +More mature L&D teams deliver 31% more learning via on-the-job experiences +More mature L&D teams deliver 140% more learning via coaching & collaboration +More mature L&D teams are 91% more likely to use performance support tools Formal Source: Bersin by Deloitte, 2013 and 2014 Corporate Learning Factbooks
  62. 69 Potential for MOOCs
  63. 70 Learning as Solution for Recruiting
  64. 71 Many Disruptors Coming Self-Authored Content Catalogs, Adaptive Learning, Analytics, and MOOCs
  65. 72 9. ERP Vendors Take Over
  66. 73 10. Tech Vendors Must Compete and Win War for Talent
  67. 74 What we have learned: An Integrated Approach is Needed The Simply Irresistible Organization® Meaningful Work Great Management Fantastic Environment Growth Opportunity Trust in Leadership Autonomy Agile Goal Setting (ie. OKR) Flexible, humane work environment Facilitated talent mobility Mission and purpose Selection to Fit Coaching & feedback Recognition rich culture Career growth in many paths Investment in people, trust Small Teams Leadership Development Open flexible work spaces Self and formal development Transparency and communication Time for Slack Modernized Performance Mgt. Inclusive, diverse culture High impact learning culture Inspiration
  68. 75 http://marketing.bersin.com/ten-disruptions-to-hr- technology-in-2015.html http://www.forbes.com/sites/joshbersin/2014/10/15/th e-top-ten-disruptions-in-hr-technology-ignore-them- at-your-peril/ The Ten Disruptions in HR Technology in 2015 Ignore them At Your Peril 1. Systems of engagement 2. Mobile is the internet 3. Embedded analytics 4. Assessment science and Big Data 5. Sensing, crowdsourcing and Quantified Employee 6. Network Recruiting takes over 7. Agile, simplified, re-engineered performance management 8. Learning Management and learning content shift 9. ERP’s tale over talent platform 10.Vendors must be talent leaders

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