HR Technology Strategy
How to maximize HR Business
Processes using SSFF
Copyright © 2015 Accenture. All rights reserved.
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“Digital” Is used to describe many things
Copyright © 2015 Accenture. All rights reserved.
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Digital is changing the world.
The wearable devices market
will grow from $1.4 billion this
year to $19 billion by 2018
Reviews and Word of Mouth are increasing
their influence on consumer trust
(3-5X more than TV/radio ads)
4 of the 5 top global brands are
digital at the core (Apple, Google,
IBM & Microsoft)
98% of consumers move
sequentially between screens &
devices to complete a task
80% of consumers are more
likely to recommend a brand that
offers a simpler experience
Amazon and eBay are the only
pure retailers on the list of the
top 100 brands
Sources: Accenture, Interbrand, Juniper
Research, Google, Jack Morton
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…and all aspects of our lives.
Shopping
Entertainment
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Learning
Exercising
Traveling
Paying
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Digital HR takes the tools & technologies used to Attract, Engage and Retain
Top Customers. . .
and applies them to Attract, Engage and Retain Top Talent
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The Digital outlook for HR opens a new
journey to a transformed business
Digital Technology radically disrupts
“HR as Usual,” enabling agility and speed. Consumer
Applications transform how HR makes decisions and
supports the business
A Born-Mobile workforce connects constantly to work
and home with wearable devices. Collaboration is as
natural as speaking – physical workplaces optional
Digital Technologies are shattering boundaries –
enabling a workforce that is virtual, mobile, and
flexible. Talent works without walls at a speed and
scale not possible in the past
Consumer applications set the bar for a digital
workforce. Digital consumers expect a tailored
experience – “me-ology” – from being influenced to
being the influencer
Social Media drives the democratization of work –
creating crowd sourced solutions, disrupting
organizational structures, hierarchy, and job titles
Talent Management meets the science of human
behaviour with Big Data - HR uses tools of a
scientist to mine digital signals for insights into how
talent thinks and works - improving performance
and innovation
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The Future of Digital HR is Driven By Key Trends
Themes
HR in the
digital age
Agile HR
Trends
Digital radically disrupts HR
Social drives the democratization of work
HR drives the agile organization
Global
scale of HR
The rise of the extended workforce
Insight
driven HR
Tapping skills anywhere, anytime
Evolution of
talent & work
Navigate risk and privacy in a more complex world
Reconfiguring the global talent landscape
Talent management meets the science of human behavior
Deliver seamless employee experiences
Managing your people as a workforce of one
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Which are Underpinned By Changes
to the Technology Landscape
How things are discovered & connected
How things are
delivered
Social
Cloud Services quickly
deliver consumer-grade
applications into the enterprise
to drive greater agility
Cloud
How insight
is created
Big Data brings HR the ability
to extract more information and insights from internal and
external data, which allow to drive significantly better
performance from the workforce
Digital
Business
Analytics/
Big Data
Social Platforms improve the
employee engagement & enable
communities and collaboration
across geographies
Mobility
How processes
are consumed
Mobile Platforms drive HR
processes beyond the
desktop and into the fabric
of every business
Source: Accenture Technology Vision 2013, Every Business is a Digital Business
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Digital HR: Social
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Social: How Things Are Discovered & Connected
Employee Expectations:
•
Every day, employees engage in rich social experiences with their friends
and family. They come to work expecting to be able to have the same level
of experience with their co-workers and clients
Technology:
•
Advances in social media have changed the way people interact, making it
very easy to communicate and share knowledge independent of time,
location or organizational boundaries.
Business Acceptance:
•
Business Leaders are coming to grips with the underlying concept of
Social Media and what it can bring to the workplace, but are still
concerned about how it is deployed to the organization and ensuring that
potential risks are understood and mitigated prior to roll out
Copyright © 2015 Accenture. All rights reserved.
“HR has an opportunity to utilize the
promise of social media to create
communities of knowledge and
support employees through direct, yet
informal communication.“
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Digital HR: Mobile
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Mobile: Use Cases by Audience
Different HR Mobility Use Cases add more value to some employee
groups than others, meaning that they should be targeted accordingly
HR Back-office Service
Delivery
•
•
•
•
Potential
Employees
Operatives
Managers
HR Executives
Leavers
End-to-End Talent
Management
Collaboration and
Learning
Company Job Search
Interview & Job Education
Application & Interview
Assessment Centre Gamification
•
•
•
•
Employee Portal
Time & Expenses
Requests & Approvals
Pension Planning
• Performance Management
• Mobile Learning & Gamification
• Competency Assessment
• Team Social Style Management
• Social Networking
•
•
•
•
•
•
•
•
•
•
Employee Portal
Time & Expenses
Requests & Approvals
HR Analytics
Pension Planning
Employee Portal
Time & Expenses
Requests & Approvals
HR Analytics
Pension Planning
• Performance Management
• Mobile Learning & Gamification
• Interview Management
• Competency Assessment
• Team Social Style Management
• Social Networking
• Performance Management
• Social Command Centre
• Interview Management
• Competency Assessment
• Team Social Style Management
• Social Networking
• Pension Planning
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• Alumni network
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Mobile: Technology Maturity Model
HR Mobility Maturity
Due to differing complexities, companies should implement HR Mobility progressively,
ensuring that they have the Enterprise Capability foundations in place first
• Social Command Centre
• Enterprise App Store
• Consumer App Store
• On-Boarding
• Digital Application &
Interview
• Training Gamification
• Performance Mgmt.
• Mobile BI (Ltd. KPIs)
• Assessment
Gamification
• Full Employee Portal
Capability
• Job Search & Educ.
• Interview Assistant
• Extended Mobile BI
• Payslips
• Full Mobile BI
• Employee Approvals
• Alumni
• Employee Requests
• Employee Portal (Ltd.
Capabilities)
• Org and Employee Lookup
• Competency Assessment
• Mobile Learning
• Travel Mgmt.
• Social Style
• Expense Card Mgmt
• Social Networking
Step 1
• Use of 3rd Party Apps
only
Enterprise
Mobility
Capabilities• Mobility Policies
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and View
• Mobility Support
• Time & Expenses
Step 2
Step 3
Step 4
Step 5
• Recruitment Marketing
Apps
• Enterprise App POC
• Enterprise Productivity
Apps
• HR Mobility Apps go
mainstream
• Matured HR Mobility
Business Model
• Enterprise App Store
• Mobility Policies
• Mobile Device Mgmt.
• Enterprise App Store
• Mobility Policies
• Mobile Device Mgmt.
• Enterprise App Store
• Mobility Policies
• Mobile Device Mgmt.
• Enterprise App Store
• Mobility Policies
• Mobile Device Mgmt.
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Digital HR: Analytics
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Analytics: A journey to competitive advantage
Competitive
advantage
What’s the best that can happen?
What will happen next?
What if these trends continue
Alerts
Ad hoc
Reports
Standard
Reports
Predictive
Modeling
Forecasting
Predictive Analytics (the ‘so
what’…and the ‘now what’)
Future oriented and source of
competitive advantage
Statistical
Analytics
Why is this happening?
Query
Drilldown
Optimization
What actions are needed?
Where exactly is the problem?
How many, how often, where?
What happened?
Advanced Reporting and
Descriptive Analytics
(the ‘what’)
‘Rearview mirror’ – provides
foundation and insight
Degree of intelligence
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Analytics: Delivers critical workforce insights
Illustrative
PREDICTIVE
DESCRIPTIVE
WFP
Recruitment
Learning
Performance
Rewards
Engagement
•
Workforce supply trends for critical
skills and roles
•
Number and cost of trainings per employee, distribution of trainings by
channel, adherence to curriculum
•
Recruitment process efficiency
measurement (number of open
positions, time to fill, offers declined
etc.)
•
Productivity levels, trend and comparison to KPIs
•
Compensation and benefits trend, benchmarking against peer group
•
Employee engagement levels and trends
•
Diversity in the workforce
•
Forecast workforce requirements for
near and long term future
•
Profile high performers within the organization
•
Link capabilities and proficiency levels with performance and assess gaps
•
Optimize workforce fulfillment plan
•
Identify right training for right people
•
Predict performance of a candidate
during the screening
•
Measure impact of engagement on business outcomes and identify the key
drivers and interventions
•
Optimize recruitment process
•
Maximize perceived value of rewards, minimizing cost and increasing
employee engagement
Retention
•
Absenteeism and
attrition trend and
impact on pyramid
•
Retirement trend and
pipeline
•
Determine the drivers
for absenteeism and
attrition
•
Predict attrition risk of
individual employees
Analytics enables the HR function to move from manual and very labour intensive analysis of
historical data to INSIGHTS and ACTIONS for effective talent management
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Digital HR: Cloud
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Cloud: How Things Are Delivered
Technology:
•
Rapid changes in consumer technology has radically altered
employees’ relationships with technology in general. Consumer
technology is easy to use and available wherever and whenever it
is needed. Employees now have the same expectation of the tools
they use at work.
Expectations of HR:
•
Integrated Talent Management has become the most consumer
oriented technology in terms of User Experience and has provide
the most obvious “Quick Wins” for the HR Organization
The Market:
•
The HR Software market is “hot” from an investment point of view
and in a constant state of flux.
Copyright © 2015 Accenture. All rights reserved.
As HR heads towards a future of social,
Gamification, cloud, mobile, big data, Talent
Management will become more integrated,
flexible, agile, customized, “real-time,” and fully
embedded into each employee’s everyday
working lives.
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Cloud: No longer a question of “if” but “when”
Gartner estimates approximately 45% to 60% large global enterprises who invested
in On Premise HCM will either upgrade or replace them during the next three years*
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Drivers of Value in HR Cloud
User Oriented Design Drives Higher Adoption
User
Experience
• 30-60% update in Self Service
Functional delivery multiple times a year Drives
Business Agility & IT Cost savings
SaaS
Delivery
• Stops customization to meet market changes between
releases
• Eliminates large capital outlay request to upgrade every 5
years
Delivered
Processes
Drivers
Leading practice processes Drive harmonization &
delivery efficiency
• Drives operational efficiencies and supports shared
services
Integration
Platforms
Pre-built & vendor maintained integrations with leading
service providers Drive ease of Maintenance
• Reduces IT intervention and support requirements
Ecosystem
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Vendor application ecosystems or partnership networks Drive
enterprise level efficiencies and flexible solutions
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Cloud: Applications offer flexibility and
scalability, but require ongoing attention
The graphic to the below outlines the key roles and responsibilities in a post-implementation world between the SaaS
vendor, the client (or contracted vendor) and the joint responsibilities assume.
A key element in the management of any HR system is its Governance Model – how HR & IT manage the process of
change with in an integrated system.
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Cloud: Deploying Cloud HR Solutions in the Organization
HR SaaS solutions – 4 simple rules to ensure a successful implementation
HR SaaS systems are
implemented in an Agile
way and need a nimble,
flexible HR transformation
approach
Managing Critical
Stakeholders is the
key to a successful
implementation
Using the Agile
based Change
Management
approach
Proving the end results,
benefits and value
realized through a SaaS
implementation
Change Management Starts with your initial assessment, bringing Stakeholders along on the journey; However, in SaaS
projects the balance of change management effort shifts to focus on encouraging new ways of working after post-live.
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Future HR Technology integrates with Business Applications
Q: How do we find
Passionate Brand
Advocates
A: Customers Loyalty
Program + Social
Listening + Big Data =
Identification of
Passionate Consumer
and potential
employee
Q: How do you ensure training
continues without impacting sales?
A: Gamification + Mobile +
Social Learning = Targeted
Learning On the Go
Loyalty
Programs
Big Data
Q: How do we assess potential
without an application?
A: Gamification + Brain Science
& Analytics = Feeds Seller’s
Profile and attributes in CRM
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Social
Listening
Sales Tools
Talent
Acquisition
Gamefcation
Mobile
Learning
Performance
Management
Q: How do you drive
business results
through Performance?
A: Social Collaboration +
Quota Setting + Performance
Systems = Performance
Goals that drive business
results
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Thank you
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