Driving Talent and Strategic Transformation through HR Technology

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 1 Nelly Boustany HR Director SAP MENA Driving Talent and Strategic Transformation through HR technology

description

How can HR technology impact your organisation and how can this cultural impact be managed? During this session Nelly will discuss the important role that HR plays in driving the performance of talent within the business. You will develop an understanding of how to identify skill shortages within your talent pool as well as finding and developing the future talent the organisation requires. Join this session to understand where to start with HR technology and how it can help you develop talent and bring transformational change. You will learn how to find and nurture new talent into the business and how data is important in driving your decisions. Nelly Boustany, HR Director, SAP Middle East and Africa

Transcript of Driving Talent and Strategic Transformation through HR Technology

Page 1: Driving Talent and Strategic Transformation through HR Technology

© 2014 SAP AG or an SAP affiliate company. All rights reserved. 1

Nelly BoustanyHR Director SAP MENA

Driving Talent and Strategic Transformation through HRtechnology

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The 2020 WorkforceBuilding a strategic workforce forthe future

Key themes and analysis overviewAugust 2014

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A global, cross-functional, multi-generational program

Over 5,400 executives and employees surveyed across 27 countries

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Key themes

The New Face of Work

The Millennial Misunderstanding

What Matters Most at Work

The Leadership Cliff

Bridging the Skills Gap: The Learning Mandate

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The New Face of Work

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The 2020 Workforce will be increasingly flexible

46%46%

Employee technology

44%44%

38%38%

Compensation

Increased investmentin training

Investments inHR technology41%41%

83%of executives

say their firm is increasinglyusing contingent,intermittent, or consultantemployees.

Executives say these changes areneeded…

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HR works with the C-suite, but does not drive strategy

Workforceissues are anafterthought inbusinessplanning.

Workforceissues drivestrategy at theboard level.

HR is notconsulted atall aboutbusinessplanning.

52%52% 26%26% 24%24%28%28% 31%31%HR advises C-suiteexecutives,but does nothave a voicein decision-making.

HR works withC-suiteexecutives tomake strategicdecisionsabout thebusiness.

Executives say…

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A lack of metrics and tools holds HR back

they have ample dataabout the workforce.

they use quantifiablemetrics andbenchmarking as partof workforcedevelopment strategy.

39% 38%

they know how toextract meaningfulinsights from the dataavailable to them.

42%

Executives say…

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Country Facts: Saudi Arabia

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Country Facts: UAE

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A Millennial Misunderstanding

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Concern about Millennials entering the workforce, yet few plans forthem

46%

48%

43%

43%

43%

56%

64%

41%

42%

42%

43%

45%

55%

68%

0% 15% 30% 45% 60% 75%

Flexible work location

Retirement plans

Benefit plans for employees’ families

Vacation time

Supplemental training programs to develop newskills

Bonuses and merit-based rewards

Competitive compensation

Millenials Non-Millenials

What is mostimportant to

your jobsatisfaction?

What is mostimportant to

your jobsatisfaction?

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Millennials do need to be managed differently in terms of feedback anddevelopment

Millennials expectfeedback 50% moreoften than their peers

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Country Facts: Saudi Arabia

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Country Facts: UAE

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What Matters Most at Work

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When it comes to satisfied employees, compensation matters – a lot

23%

31%

49%

26%

34%

55%

26%

63%

39%

42%

42%

43%

43%

44%

44%

45%

55%

66%

0% 15% 30% 45% 60% 75%

Education

Flexible schedule

Benefit plans for employees’ families

Vacation time

Flexible working location

Supplemental training programs for individuals…

Retirement plans

Bonuses and merit-based rewards

Competitive compensation

What employees value What employers say they offer

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Country Facts: Saudi Arabia

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Country Facts: UAE

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The Leadership Cliff

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Gaps in leadership capabilities spell trouble for future growth

Executives say…

34%

44%

47%

51%

52%

0% 15% 30% 45% 60%

Our leaders are prepared to lead a diverseworkforce.

Our leaders are able to drive and effectivelymanage change.

Our leaders are prepared to lead a globalworkforce.

Our leaders know how to inspire and empoweremployees.

Our leadership has the skills to effectively managetalent.

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Country Facts: Saudi Arabia

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Country Facts: UAE

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Bridging the Skills Gap:The Learning Mandate

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For employees, obsolescence is a bigger concern than layoffs

50%50%

say the skills they have nowwill be what’s needed in 3years.

say their company isable to give them thetraining they need.

34%34%

Employees say they are concerned with…

9%

18%

19%

19%

27%

31%

35%

40%

0% 10% 20% 30% 40% 50%

Educational and training opportunities

Layoffs

Economic uncertainty

Technological change

Wage stagnation

Inadequate staffing levels

Not enough opportunities for advancement

Position changing or becoming obsolete

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Technology skills development will continue to lag…

Firms do not invest enough in identifying and developingtalent within their organizations…

…and struggle to develop a learning culture within theirorganization

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Country Facts: Saudi Arabia

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Country Facts: UAE

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Technology skills development will continue to lag…

Firms do not invest enough in identifying and developingtalent within their organizations…

…and struggle to develop a learning culture within theirorganization

Companies need to provide employees with a path and helpthem develop the key skills that will take the companyforward

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So what does this mean for HR?

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 31

Change is in the air for HR

Fivegenerations

and impact of millennialscreate new workforce

dynamic

Simplify andstandardize

to increase HR flexibility

Talentmanagement

still a top 3 CEO priority

Just-in-timeworkforce

pools of talent with>33% contingents

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 32

To execute successfully at today’s rapidbusiness pace, rethinking HR strategies is a must

Accurate and global workforce data:

How to plan and measureEver-changing legal requirements:

How to stay compliant

Expansion into new markets:

How to find the right talentMulti-generational, globally diverse workforce:

How to engage them

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 33

Technology plays a key roleBut must change also

BusinessStrategies

BusinessOutcomes

HRSystems/Technology

From Process Automation toEmployee Engagement

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 34

Driving Business Execution through Integrated Talent ManagementUnique combination of 5 key HR enablers to help maximize employee engagement

BusinessStrategies

BusinessOutcomes

Compelling &Modern UserExperience

Talent &Core HR

Applications

State ofthe Art

Technology

Content

WorkforceAnalytics

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 35

Integrated Talent ManagementMaximizing engagement across all HR stakeholders

BusinessStrategies

BusinessOutcomes

Human ResourcesWe have high quality and globalemployee data to help managers

and executives

EmployeesI have access

to information tomanage my team

and my career

ExecutivesI have metrics /KPI’s to plan,measure, and

predict

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 36

SAP Growth in MENA

Succession &Development

CompensationPerformance & GoalsLearningRecruiting andOnboarding

Talent Mix & Diversity

Sourcing Strategy &Channels

Employer Branding

Structured On-boarding

Social learning

Collaboration platform

Push/Pull training

Skills Gap

Alignment to Strategy

Driving companyculture

Performance/Potential Calibration

EmployeeEngagement

Feedback culture

Competitivecompensationstructure

Pay for performance

Budget control andgovernance

Talent ManagementReview andSuccession

Leadership DNA

People Development

Triple Career path

HR Policies, HR Analytics, HR Technology

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 37

Technology plays a key roleTransforming business strategies into business outcomes

BusinessOutcomes

Top line growth

Revenue per employee

Profit

Shareholder value

Customer loyalty

HR ExecutionRetention

Efficiency

Compliance

Insight

Alignment

Compensation and Rewards

Diversity

Leadership Development

Talent Pipeline

BusinessStrategies

Organic Growth

M&A

Customer Intimacy

Global Expansion

Renewal

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© 2014 SAP AG or an SAP affiliate company. All rights reserved. 38

SuccessFactors

https://www.youtube.com/watch?v=BVrqCbYnGvY&index=7&list=PL519684D7FAAFE8EF

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© 2014 SAP AG or an SAP affiliate company. All rights reserved.

Thank youContact information:

Nelly Boustany Elios Chahla Sohiyb SakajiHR Director HCM Presales HCM Solution SalesSAP MENA SAP MENA SAP [email protected] [email protected] [email protected]