Driving Talent and Strategic Transformation through HR Technology
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Transcript of 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
The 2020 WorkforceBuilding a strategic workforce forthe future
Key themes and analysis overviewAugust 2014
A global, cross-functional, multi-generational program
Over 5,400 executives and employees surveyed across 27 countries
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
The New Face of Work
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…
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…
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…
Country Facts: Saudi Arabia
Country Facts: UAE
A Millennial Misunderstanding
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?
Millennials do need to be managed differently in terms of feedback anddevelopment
Millennials expectfeedback 50% moreoften than their peers
Country Facts: Saudi Arabia
Country Facts: UAE
What Matters Most at Work
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
Country Facts: Saudi Arabia
Country Facts: UAE
The Leadership Cliff
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.
Country Facts: Saudi Arabia
Country Facts: UAE
Bridging the Skills Gap:The Learning Mandate
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
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
Country Facts: Saudi Arabia
Country Facts: UAE
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
So what does this mean for HR?
© 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
© 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
© 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
© 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
© 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
© 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
© 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
© 2014 SAP AG or an SAP affiliate company. All rights reserved. 38
SuccessFactors
https://www.youtube.com/watch?v=BVrqCbYnGvY&index=7&list=PL519684D7FAAFE8EF
© 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]