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The Latest HR Technology to Drive Productivity & Profit

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HR Forum - The Latest HR Technology to Drive Productivity & Profit
NSWBC, Cornerstone OnDemand & AbilityMAP – July 14, 2016, Sydney Australia

Presentation covers key topics:
- A New World of Work in Australia and Beyond
- Mobility, and more important the rise of mobile devices, combined with social networking has changed our work models. Employees are now leveraging multiple devices to get work done no matter where they are.
- Data Driven - Organizations need deeper insights to solve for increasing skills gaps and talent shortages, developing future leaders, and improved employee engagement.
- Building your own Talent Management vision

Publicado en: Tecnología
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The Latest HR Technology to Drive Productivity & Profit

  1. 1. The Latest HR Technology to Drive Productivity & Profit
  2. 2. Productivity the quality, state, or fact of being able to generate, create, enhance, or bring forth goods and services. Profit pecuniary gain resulting from the employment of capital in any transaction. People the entire body of persons who constitute a community, tribe, nation, or other group by virtue of a common culture, history, religion, or the like.
  3. 3. A New World of Work in Australia and Beyond
  4. 4. Macro Global Economic Forces SIMULTANEOUS  FAST  DISRUPTIVE
  5. 5. Source: PWC Advisory 2015c Big Data Mobile & Consumerisation Cloud Computing CEOs expect tech to transform their business CEOs that believe HR is well prepared The Evolution of Technology
  6. 6. 20202010200019701950 8% 9% 10% 15% 21% Proportion of the population aged 60+ years The Workforce Is Aging
  7. 7. 50% Half of the global workforce will be Millennials in 2020 And…Getting Younger at The Same Time 2020
  8. 8. Work is Changing Who What Where When How
  9. 9. Changing Needs of Employees Source: Aon Hewitt 2015 Global Employee Engagement Survey
  10. 10. Impact to Human Resources and Talent Management
  11. 11. 1995 2005 2015 PROCESS-CENTRIC INTEGRATED DATA-DRIVEN Talent Management Is Changing
  12. 12. Talent Acquisition Learning & Development Performance Management Compensation Management Succession Planning From: Linear Talent Management Processes
  13. 13. To: Truly Integrated Talent Management 2 3 41 57 6 Performanc e Management Sourc ing & Rec ruiting Learning & Development Talent Strategy & Planning Co mpensation & Rewards Suc c ession Planning Leadership Development Co mpe te nc y Ma na ge me nt HR Dat a an d Me tric s
  14. 14. Are you attracting and hiring top talent? Do you have a culture of collaboration that engages your people? Are your new hires quickly reaching productivity and blending into your culture? Can you deliver modern learning—both formal and informal? Are you giving your people continuous feedback? Can you identify and retain your top talent at all levels? Critical Talent Questions Do you have a complete view of your entire workforce? Can you provide talent reporting and data-driven predictions and recommendations? Is your compensation plan fair and designed to drive performance? RECRUITING ONBOARDING CONNECT LEARNING PERFORMANCE COMPENSATION SUCCESSION LINK ANALYTICS
  15. 15. What is Big Data? Our apps are collecting data all the time. Define the question. Use the data to unlock the answer. How does it Work? The power of analysing all this data with a state-of- the-art machine learning platform. And Now, Big Data
  16. 16. Types of Data Analytics What happened? Why did it happen? What will happen? What should I do?
  17. 17. Who will stay longer? What social factors lead to more engaged, high-performing employees? What activities lead to quicker time to productivity? Who will be out of compliance? What factors lead to high or low performance? Who will be a high-potential successor? What pay structures lead to higher performance? Predicting The Future RECRUITING ONBOARDING CONNECT LEARNING PERFORMANCE COMPENSATION SUCCESSION
  18. 18. ‘If you knew at time of hire, what you now know, would you hire that person again?’ Yeah, but…People & Productivity
  19. 19. 2 3 41 57 6 Performanc e Management Sourc ing & Rec ruiting Learning & Development Talent Strategy & Planning Co mpensation & Rewards Suc c ession Planning Leadership Development Co mpe te nc y Ma na ge me nt HR Dat a an d Me tric s Source: Bersin & Associates 2011 Strategy, Management & Competency
  20. 20. Individual • Knowledge • Skills • Attitude • Intellect • Personality • Experience Environment • Job Process • Culture • Reward Systems • Synergy / Teamwork • Management Approach • Social Situation What is “Performance”? P = fn (I x E) Performance = function of the interaction of the individual and the Environment
  21. 21. Variation in individual performance in any job is high Research suggests the top 1/3 is 40% more productive than the bottom 1/3 Source: Research conducted by Schmidt & Hunter Source: E&Y Australian Productivity Pulse Report, May 12 23% Super Achievers 46% Solid Contributors 31% Under Performers
  22. 22. ‘I’ tools are accurate, but no common skill (competency) measurement framework
  23. 23. Hiring Managers don’t know the ‘E’ Actual Team member High-Performance Competencies A manager’s view of High- Performance Job Competencies
  24. 24. Result = Perpetual ‘Subjective Hiring Error’ ‘I’ and ‘E’ are being measured on different frameworks A manager’s view of High- Performance Job Competencies
  25. 25. The ‘I’ - What am I good at? Proprietary Competency Framework EQ Teamwork Resilience Drive Organisation IQ Verbal Numerical Problem- solving • A proprietary assessment and associated algorithms that map an Individual’s IQ and EQ onto the a proprietary Ability Competency Framework
  26. 26. The ‘E’ - What does high performance look like in the job today? Proprietary Competency Framework High Performer Scores Subject Mater Expert(s) View • Subject matter experts complete an Assessment to identify and prioritise the competencies needed for high performance in a given role – OR • A group of High Performers are assess to produce a High Performance Benchmark for the Job in question.
  27. 27. ‘What does high performance look like in the job today?’ High Performanc e ‘E’ Profile Steven’s ‘I’ Score Jessie’s ‘I’ Score • Individuals & Jobs assessed on the same dimension • The Individual’s score is compared to the Job’s High Performance suitability score • Matching Engine produces an report detailing how well candidates meet the competencies required for high performance in the role ‘I’ ‘E’
  28. 28. Objective Match of the Best ‘I’ for the available ‘E’
  29. 29. Talent Management in Action
  30. 30. Talent Management Vision Easy & engaging user experience Open innovation & integration Anywhere, anytime people management Simplified admin & analytics
  31. 31. “CBA fosters a customer-centric, highly engaged culture where employees are passionate and committed.” ─ Andrew Culleton Executive General Manager, People Services - PROFIT - LEVERAGING TALENT INSIGHTS - PEOPLE - TRANSFORMING CULTURE - PRODUCTIVITY - UNIFING TALENT MANAGEMENT
  32. 32. Kevin Chandler kevin@chandlerhr.com.au THANK YOU Mike Erlin merlin@csod.com

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