Genom kundexempel vill vi inspirera och motivera dig att fundera på hur du kan attrahera, motivera och behålla de bästa talangerna inom ditt företag. Presenter: Clodagh O´Reilly, Kenexa. Har du frågor eller vill du ha en kopia av presentationen? Kontakta Jesper Carlsten på bit.ly/SB13Jesper Mer från dagen på http://bit.ly/sb13se

1. The Smarter
Workforce in
Action
The future of organisational
performance
Clodagh O'Reilly
Workforce Science Consulting, EMEA
Kenexa, an IBM Company
Stockholm, Thursday 17October
© 2013 IBM Corporation

2. © 2013 Kenexa an IBM Company

3. Proposition: harness the power of big data and
analytics with insight into human behaviour and
workforce solutions, along with social and
mobile technologies, to bring people and
employers together to do more meaningful and
valuable work to drive business success.
We call it Smarter Workforce
integrated – instrumented - intelligent
© 2013 Kenexa an IBM Company

4. The Smarter Workforce
Opportunities
© 2013 Kenexa an IBM Company

5. The Smarter
Workforce in Action
© 2013 Kenexa an IBM Company

6. SE
A
C
ST
Y
D
U
© 2013 Kenexa an IBM Company

7. SE
A
C
ST
Y
D
U
Attraction and Acquisition
“The improved quality of candidates has also reduced
time-to-hire.”
Realistic Job
Preview
Application
Situational
Judgement &
Personality
Dependability
Q
Tests
  
Reduced
applications
16%
in first month
Over 2000
Crew
applications
a day of
which 1900
are rejected
=
“Previously, we
were hiring one in
every nine
applicants. This
number has since
reduced to one in
every six.”
95% - 30%
Managers
Review
In-store task
& Interview
Welcome
Meeting
 
“Managers
have been very
positive, telling
us that the
quality of hire is
higher because
the quality of
candidates has
increased.”
Over 30,000
hires per
year and
turnover
reduced by
2%
© 2013 Kenexa an IBM Company

8. SE
A
C
ST
Y
D
U
Talent Leadership & Engagement
Comparing the impact of the most and least effective leaders
Least effective
leaders
Most effective
leaders
Difference
I am very clear about what I am
empowered to do in my role.
54%
97%
+43%
I feel energised by my work.
37%
94%
+57%
I receive ongoing feedback that
helps me improve my performance.
31%
93%
+62%
I understand how my performance is
evaluated.
31%
92%
+61%
I feel supported during
organisational change at GSK.
16%
88%
+72%
I rarely think about looking for a new
job with another company.
34%
83%
+49%
Survey items
% Fav (n=380)
% Fav (n=453)

9. SE
A
C
ST
Y
D
U
Talent Leadership & Engagement
What are these leaders doing differently?
360 Rating on GSK Behaviours for Most and Least Effective Team Leaders
Average 360 Rating from All Raters
22
21.5
21
20.
20
19.5
19
18.5
18
17.5
Developing
People
Customer
Driven
Flexible
Thinking
Most effective Team Leaders
Continuous
Improvement
Enable and
Drive Change
Building
Relationships
Least effective Team Leaders

10. SE
A
C
ST
Y
D
U
Talent Optimisation
Maximising Individual Contribution
PAST
It was often about
top-down
management
Now, it’s about
leveraging our
collective
intelligence
Organisation
as a Machine
Organisation as a
Living Organism
FUTURE

11. SE
A
C
ST
Y
D
U
Talent Optimisation
Empowering Middle Managers
through Delegation and Trust
Mid-level managers given
greater decision-making
responsibility, therefore:
Saving senior manager time
and resources
Experiencing greater personal
engagement
Increasing utilisation of skills
Contributing more value to the
business
Better prepared for future
challenges
Stronger leadership pipeline
Efficiency and productivity improved:
>30% reduction in process stages
>30% less escalation

12. The journey to being ‘Smarter’
Smarter Workforce
Integrated, Instrumented, Intelligent
The future of competitive advantage where technology, science
and data are integrated across the employee lifecycle to
maximise business performance and enrich work
Best Practice
Best in class individual action; some integration; some focus on
business metrics. What high performing companies are doing
right now to gain competitive advantage through their people
Common Practice
Individualised action; focus on HR metrics. The
minimum standard for companies to see a benefit
of taking action
© 2013 Kenexa an IBM Company

13. © 2013 Kenexa an IBM Company

14. Events coming up:
SHAPING A SMARTER WORKFORCE: Engaging and Developing
People for Performance
– 26th November – Stockholm
– 28th November - Helsinki
– Client speakers include – Maersk, Carlsberg, ECDC and more…
– Visit the Kenexa website for more info – kenexa.com/events
© 2013 Kenexa an IBM Company

15. Appendix
© 2013 Kenexa an IBM Company

16. 5. Smarter Talent Analytics:
 Predictive analytics
capitalizes on dataintegration and
advanced research
assets to allow insight
into future trends,
actions that could be
taken, and the impact
to the organisation.
4
Prescriptive
3
Predictive
Integrated
2 Reporting
(Dashboard)
1 Descriptive
(by product)
 Prescriptive analytics
employs strategic
alignment, scenario
analysis, and cognitive
computing (e.g., Watson) to
guide users to make the
best possible decisions.
 Integrated reporting
and analytics enables
messaging across
elements within a
solution to provide a truly
holistic view of human
capital management
topics.
 Descriptive reporting and analytics
provides direct insight to structured
or unstructured data (survey, social,
other) for individual elements within
a portfolio or solution.
© 2013 Kenexa an IBM Company