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Steve Boese - Digital Transformation and the Future of Talent

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Steve Boese - Digital Transformation and the Future of Talent

  1. 1. DIGITAL TRANSFORMATION AND THE FUTURE OF TALENT S T E V E B O E S E
  2. 2. ABOUT THE PRESENTER Steve Boese • Co-Chair, HR Technology Conference • Creator and Host of the HR Happy Hour podcast • Co-founder of the Hrevolution • Your new best friend
  3. 3. AGENDA • You are being disrupted • Finding Talent • Developing Talent • Relationship with Talent • Technology Transformation • Talent Transformation • Recommendations
  4. 4. THESIS We do believe the traditional ownership model is being disrupted... We’re going to see more change in the next five to ten years than we’ve seen in the last 50. – Mary Barra, GM CEO, 10/25/15
  5. 5. DISRUPTION HAS NO FAVORITES
  6. 6. PACE OF TECHNOLOGY TRANSFORMATION 2007 2016 iPhone FitBit Facebook WhatsApp iPad Uber Siri WeChat StitchFix Snapchat Slack Echo Model X
  7. 7. JOBS AND WORK ARE CHANGING
  8. 8. HOW THESE DISRUPTIVE TECHNOLOGIES IMPACT TALENT • How you find and engage with talent must adapt to new tools • How you develop and support talent must change for the next generation • How you keep the best people engaged and retained has changed • Talent is in charge (for now) • The pace of change for HR and business leaders is accelerating
  9. 9. DISRUPTIVE IMPACT Mobile first, mobile only Information symmetry Find your tribe Reduce the size of the haystack FINDING TALENT
  10. 10. FINDING TALENT
  11. 11. DISRUPTIVE IMPACT Professional development second only to compensation for most people Peer learning communities are thriving Learning is critical for the adaptive organization Best performing orgs embrace external sources of information DEVELOPING TALENT
  12. 12. DEVELOPING TALENT
  13. 13. DISRUPTIVE IMPACT Relationships over retention Flexible workforce planning Whole person Values driven RETAINING TALENT
  14. 14. RETAINING TALENT
  15. 15. TALENT TRANSFORMATION
  16. 16. TECHNOLOGY TRANSFORMATION
  17. 17. RECOMMENDATIONS, OR, WHICH TRENDS SHOULD I CHASE? • Reduce or eliminate organizational barriers • Elevate customer service • Create a differentiated and personalized experience
  18. 18. CONTACT Steve Boese • Website: www.H3HR.com • Podcast: www.bit.ly/HRHappyHour • Twitter: @SteveBoese • Email: steve@h3hr.com

Notes de l'éditeur

  • Every industry, company, function, and person is going to be disrupted – it has either happened already, is in process, or is about to happen

  • Big Ideas:

    Rapid pace of technological change last 10 years

    iPhone – 2007
    Fitbit - 2007
    Facebook – 2008
    WhatsApp – 2009
    iPad – 2010
    Uber - 2010
    Siri - 2011
    WeChat - 2011
    Stitchfix – 2011
    SnapChat - 2012
    Slack - 2013
    Amazon Echo – 2014
    Tesla Model X - 2015

    These technologies just don’t transform one process, they are transforming every society, industry, business, workplace, and person

    Mary Barra quote - We do believe the traditional ownership model is being
    disrupted...We’re going to see more change in the next five to
    ten years than we’ve seen in the last 50. – Mary Barra, GM CEO, 10/25/15 – Wall St. Journal

  • Examples of a few major industry disruptions

    Media – Newspapers – Web – now the Web publishers are being disrupted by Facebook and others

    Music – Record stores, CD sales, even iTunes now disrupted by Spotify and Pandor

    Taxis – disrupted by Uber and Lyft

    Asset Managers could be fooling themselves too – rise of ‘Robo Advisors’ and automated or semi-automated wealth management tools like Wealthfront and Betterment

  • Yelp – 2004
    Khan Academy - 2006
    iPhone – 2007
    Fitbit - 2007
    Facebook – 2008
    WhatsApp – 2009
    iPad – 2010
    Uber - 2010
    Siri - 2011
    WeChat - 2011
    Stitchfix – 2011
    SnapChat - 2012
    Slack - 2013
    Amazon Echo – 2014
    Tesla Model X - 2015

    These technologies just don’t transform one process, they are transforming every society, industry, business, workplace, and person

    http://fortune.com/2016/07/11/pokemon-go-nintendo-market-value/
  • http://www.oxfordmartin.ox.ac.uk/downloads/academic/The_Future_of_Employment.pdf

    http://priceonomics.com/why-are-so-many-of-the-worlds-oldest-businesses-in/

    Tesla
    Watson
    Baxter
    WeChat
    Automated Insights


  • After this slide we hit these bullets one at a time
  • Yelp
    Glassdoor
    Facebook
    Github
    iPhone
  • http://www.pewinternet.org/2015/11/19/2-job-seeking-in-the-era-of-smartphones-and-social-media/

    Yelp
    Glassdoor
    Facebook
    Github
    iPhone
  • Khan Academy
    Quora
    Slack
    YouTube
    Stack Overflow
  • http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf

  • Gig economy – Uber
    Etsy
    99 Designs
    Causecast
    Upwork
  • Why is this important?

    http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf

  • Need a chart on Macro labor market trends

    http://www.bls.gov/news.release/jolts.nr0.htm

    http://dhihiringindicators.com/

    The average job now takes 29.3 working days to fill, up from 27.7 in March, and represents an all-time high time to fill for the data series.
    Should you or we or anyone care about this? After all, time-to-fill as a singular recruiting metric is kind of flawed, and some would argue that it is not important at all at an individual job level. 
    But others (and I think I am one of them), that increasing time-to-fill duration means something, and in the aggregate, (across the entire organization or in a major job function or industry group), that it can tell you quite a bit about the effectiveness of recruiting strategies and technologies.


  • How will these disruptive technologies impact HCM and HCM Tech more directly

    http://finance.yahoo.com/news/tech-adoption-rates-reached-dizzying-143221586.html

    Siri
    Echo

  • As is usually the case, evaluating technology solutions is not about the technology, at least not as a primary driver. It has to be about the desired outcomes

    So how will you recognize a true digital differentiator when you see it? Generally, it will do one or more of the following: eliminate organizational pain points, elevate customer/employee service levels, or create a differentiated, personalized employee/candidate experience.

    Reduce or eliminate organizational barriers
    where does the workflow break down?
    where is data being replicated in multiple systems
    if you asked your teams ‘what makes my job more difficult than it needs to be?’ what would they say?

    Elevating customer service
    Seamless onboarding
    Immediate provisioning of hardware and software
    Making needed information available as and when and in context – e.g. – learning content embedded in a sales opportunity or suggested experts to contact when drafting a proposal

    Creating a differentiated and personalized employee (or candidate) experience
    Customized offer, compensation, benefit and employment packages
    Personalized 30-60-90-180 day plans encompassing mentors, learning, networking, goal setting and more
    Personalized and dynamic career frameworks and pathing that takes into account their career aspirations, their talents, their qualifications, their competencies, skills, and experiences which is then mapped to a vvisible sight-line to internal opportunities




    TM points:

    Making a High Performance Workforce
    Benefits of a high Performance Workforce
    Taking Action, Impacting the Organization

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