In Gen Y what does a crib refer to If you were to photobomb someone what would you be doing Have you ever twerked What is a Throwback Thursday What does ICYMI mean What does YOLO mean ID: 813204
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Slide1
Slide2Slide3Slide4Slide5Slide6Slide7Slide8Slide9What does ROTFL stand for?
In Gen Y, what does a crib refer to?If you were to photobomb someone, what would you be doing?Have you ever “twerked”?
What is a Throwback Thursday?
What does ICYMI mean?
What does YOLO mean?
If the party was “sick” – would it be good or bad?
What is a
bromance
?
Who is
Kimye
?
THE GEN Y QUIZZ
Slide10Future Work Now
Slide11FUTURE WORK
NOW
What
is
driving change
in
the
world
of
work?
How
should this
affect
your
digital
agenda?
Slide12World
of
Work
– 6 Meta T
rends
Total
workforce
costs typically represent
over
70%
of
an
organisation’s
operating expense
but
86%
of
organisations
are
unaware
of
their
total reward
package
CFOs
and
CHROs
are
typically
spending
a
day
a week, collaborating on strategic issues
Of
business
leaders
report having very little or no technology to support decision-making for talent management
4
5%
1
billionBy the 2040’s a single computer will be a billion times more intelligent than every human combined
80
yearsFour years ago, average life span used to be 79 years, now it’s 80 years. By 2036, there will be more than a one year increase in average lifespan per year
Purpose
led
& people centred organisations and leaders
Workforce
globalisation
in an uncertain world
Shifting
demographics
and
skills
dynamics
Business
&
workplace
disruption & growth
42%
of
executives
say
contingent
workers
are
changing
the
workforce
strategy
32%
of people
feel
they could
be
more
productive
at
work
if
properly
incentivised
likelihood
of
employees staying
in
a
purpose
driven organisation.
They are also 1.4 times more engaged
more
3x
74%
of
Generation Z agree that business has a responsibility to create a better world
70%
of companies say they have a responsibility to automate labour as much as possible to allow staff to focus on more value added activities
70%
of jobs will disappear in the next 20 years. There will be new jobs, but it is not clear if there will be enough new jobs in such a small time
72%
of executives said the need for globally mobile employees will increase over the next 2-3 years
70%
of today’s high performers lack critical attributes essential to their success in future roles
Smarter
HR
technology
and deeper analytics
Reinventing
People
Experience
(and
HR)
1
2
3
4
5
6
Slide13Deep Dive 1 – Smarter HR Technology and Deeper Analytics
HR Tech is no longer a forgotten zone
$84
$56
$40
$116
$145
$64
$54
$99
$174
$152
$131
$176
$164
$446
$438
$396
$317
$555
$387
$591
$1,145
28
1
6
19
13
37
25
3
5
35
65
51
67
49
53
70
83
86
99
106
84
90
106
Q1-11Q
2-11
Q3-11Q
4-11
Q1-12Q
2-12
Q3-12Q
4-12
Q1-13Q
2-13
Q3-13Q
4-13
Q1-14Q
2-14
Q3-14Q 4-14 Q1-15Q 2-15 Q3-15Q 4-15 Q1-16Dollars ($M) Dealswww.cbinsights.comHR Tech Financing History: Deals And DollarsQ1’11 – Q1’16*Note: HR tech funding excludes learning and educational fundingHR Tech funding has grown
phenomenally over the
last 5 years:2011 - $295 million2016 to
nearly $2.5 billion
Slide14Deep Dive 1 – Smarter HR Technology and Deeper Analytics
Every aspect of t
he
employee
lifecycle
is being innovated
Perform, Produce,
Work
&
Collaborate
Connected workforce management systems
Mobile sales management and CRM software
Social collaboration and connectivity tools
Cloud-based team building and performance platforms
Cloud-based mobile operational automation solutions
Blended virtual and physical workspaces
App and mobile-based scheduling assistants
Integrated logistics and expense management tools
Cloud based HRIS
Digital HR plan data automation platforms
In-application Business Process as a Service (BPaaS)
Pre-hire to retire cloud-based social talent management
Intelligent Automation expanding value add activities
Personalised consumer grade experience driven by analytics
Develop
Digitising
70-20-10 learning
-
conversational, bite-sized e-learning with AI viral coaching
Self-driven role specific content
Qualification recognition technology platforms
Subscription
,
personalised, adaptive learning portals
Personalised mobile career development experiences
Analytics/AI – personalised consumer experience
Virtual/augmented reality gaming, simulators
&
apps
Bite-sized EQ/engagement coaching
RPA – expanding value add
Culture
& Employee EngagementPsychoanalytic-backed feedback and culture platformsDigital coaching and analytics toolsIntegrated and secure external social forumsPlatforms to enhance employee engagement through digital interactions with workplace servicesNetwork analysis and social sensing analyticsVirtual, mobile and social collaboration toolsExitRPA of employee offboarding processes
Alumni-specific apps and social media, dedicated content and platforms/candidate referral programmeSocial media and review site feedback trackingMobile and online exit surveys customised by employee / role
Reward, Incentives & RecognitionPeer-to-peer feedback and bonus awardsDigital employee rewards and recognition solutionsCloud-based payroll / employee benefits platforms/ freewareEngagement and feedback tools with real-time reportingOn-demand feedback requests and automatic identification of improvement areas and recommended actionsSocial media with integrated reward capabilitiesIdentify, Source, Hire & OnboardFull-service pay-per-click / self-service pay-per-post advertisingGamified
neuroscience testing and assessment
Digital, analytics-driven
selection management tools
AI-based self-service chat botsVirtual reality pre / post-hire learning and coaching
Online short-term
assignment marketplacesOnline compensation
and contract rate
benchmarkingCloud-based applicant tracking softwareCloud-based Vendor Management
Systems
(VMS)
Robotic Process Automation (RPA) onboarding
Digital disruption
is
now
impacting each
stage of
the
employee
lifecycle
and
changing both
the
process
AND the
employee
experience
Slide15Deep Dive 2 – Reinventing Employee Experience (EX)
1.
Customers are
people
2.
People
are
empl
o
y
e
e
s
3.
Employees
are customers
CX
EX
W
orld-cla
s
s
services
Low
cost/high
speed
Personalized services
with
real
choice
and
ultimate
flexibility
Ease of
use
Frictionless
digital experiencesImmediate secure fulfillmentEmployees of the future
want (now)…
…to be healthy
…to be protected
…convenience…to be connected…to be involved…to be in
formed… to have control
…to recoverFlexible, and expect an evolving career, working for multiple employersUsing AI, RPA & cognitive computing and want to work within “frictionless” physical and digital environmentsPositioned for change, sprinting and adapting,
able to explore the world for
new ideas
Purpose driven and accustomed to
rapid evolution, interested in differentiated reward choices
Digital is changing the way we do everythingIf you come to expect a level of experience in one area of your life, should you expect any different in another?
WORK and LIFE Integration
Slide16Supports Innovation
Drives Engagement
“To
win
in the
marketplace
you
must
first
win
in the
workplace
"
Collaboration tools drive inclusive cultures
of
innovation
Only
30%
of
UK
employees are
fully
engaged in
their
work
94%
of
the
world’s
most admired companies
s
aid
improving EX has
created
a
competitive
advantage
Millennials
expect
to interact
at
work
in
the
same
way
as
they
do
in
their
personal
lives
(social)
Engaged
employees generate
47%
more
revenue83% of employees who work in the field don’t have an email address.But 72% of these already use a mobile deviceEngaged employees are 97% less likely to leave43% of highly engaged employees receive feedback at least once a week, compared to only 18% of employees with low engagementEngaged employees take 4 less sick days per year than disengaged
Deep Dive 2 – Reinventing Employee Experience (EX)
40% of workers are actively disengaged when they get little or no feedback
Organizations
are
seeking tools
that
amplify
the
employee
voice
67% of engaged employees have +NPS vs only 3% of the disengaged
EX
Slide17HUMAN
AND
MACHINE
Technologies that reduce or speed up tasks – thereby reducing and redefining human roles and jobs
Key Technologies - Impact of These on Work
UNDERSTANDING HUMAN
Deep analytics and technologies providing new insight to predict, and manage, human fit and performance
Artificial Intelligence (Chat-bots)
Robotic Process Automation
Neuroscience gamification
Social Sensing Analytics and wearables
Slide18Key Technologies – Robotic Process Automation
RPA is a
catalyst for
business
process
transformation
and
innovation
Business
Examples
RPA
Description
HR
On-boarding; Time and Attendance; Recruitment Administration;
Learning and Development; Payroll Processing; Expense Management
Finance
Accounts Receivable, Accounts Payable, Finance
R
econciliations, Regulatory Reporting, Payroll Processin
g
Supply Chain
Vendor Master Data Management, Procurement Spend Integration, Scheduling and Forecasting of Supply
Chain
routes
Taxation
Data Aggregation
for Tax Returns, Reconciliations, Indirect and Direct Tax Calculations and Submissions to Revenue Services
Regulations and
Control, Anti-Money Laundering
Dynamic Monitoring of
Transactions, KYC Remediation, Sanction Compliance, Payment Screening
Frontline
Operations
Customer Interactions, Integration
between Mobile Applications and Core Systems, Product Development
of
HR
rules-based
processes
can be automatedof
HR Operations Employees’ time spent on
repetitive tasksof savings compared
to an offshore based FTEs Shared Service Centreof companies considering HR technology change
Example - W
hat
can
RPA
do
for
HR
93%
65%
+
57%
1
3
4
5
6
7
8
What
are
the
benefits
of
RPA?
P
r
oductivi
t
y
Mo
r
e
human
2
Cost
E
ffectivenes
s
S
e
c
uri
t
y
S
c
alabili
t
y
A
c
c
u
r
a
c
y
Consistency
Audit Trail80%
Slide19Key Technologies -
Artificial
Intelligence
(AI)
AI, Chat-bots and their
applications
What
is
a
chat-bot?
The
theory
and
development
of
computer
systems
able
to
perform
tasks
normally
requiring
human
intelligence,
such as
visual
perception,
speech
recognition,
decision-making
and
translation
between
languages
Commercial forms of AI:
Example of AI in business:
Personal
assistants (Siri,
Alexa,
Google Now, Cortana, Jibo)Automated vehicles (Google, Tesla, Otto,
Daimler, Volvo)Unmanned Aerial Vehicles (Drone planes)Sales (Amazon Machine Learning, Aerosolve)Scheduling assistants (x.ai, Clara)Decision making (Watson, Cycorp)Recruitment (TalentBin, Juji, Mya)Customer service (Amelia)Logistics Booking (30
seconds to fly,Skyscanner
Business)Expenses
Management (Appzen, acebot)
Definition:A chat-bot is a service, powered by rules and sometimes artificial
intelligence, that can
interact with humans via an online chat interface.
The service could
be any number of things, ranging from functional to fun, and it could live in
any major
chat product (Facebook Messenger,
Slack, Telegram, Text Messages, etc.).
With Natural Language
Processing (NLP) more advanced than ever, the user experience
has been transformed and chat-bots
are being usedacross multiple industries
from a customer service standpoint.
Slide20Key Technologies – Social Sensing Analytics
Ben literally wrote the book on
People Analytics
and his work focuses on using real time data flows to rethink management of people, physical architecture, corporate planning, and training
Ben
Waber
is President and CEO of
Humanyze
, a
behavioral
analytics and
social sensing
company backed by VC that specialises in MIT start ups.
He has a PHD from MIT in Human Dynamics, is a visiting scientist at MIT Media Lab and was a senior researcher in the Harvard Business School Organisational Behaviour group
Meet Ben. He wants to get to know you (much) better…