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HR Technology 2015 - Deloitte · financial targets Meet or exceed customers’ expectations Source:...
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1 HR Technology 2015 Ten Big Disruptive Trends Josh Bersin Principal and Founder Bersin by Deloitte Deloitte Consulting LLP December 9, 2014
Transcript of HR Technology 2015 - Deloitte · financial targets Meet or exceed customers’ expectations Source:...
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HR Technology 2015
Ten Big Disruptive Trends
Josh Bersin
Principal and Founder
Bersin by Deloitte
Deloitte Consulting LLP
December 9, 2014
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http://marketing.bersin.com/ten-disruptions-to-hr-
technology-in-2015.html
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Zero to $1 Billion Valuation in 1-2 Years – What can we learn?
Slack, Dropbox, Snapchat
“Free” file sharing and “Free”
collaboration software that is
very easy to use
- Over 200 million users now
(Dropbox)
- 260,000 new users per month
(Slack)
No training required
Free, mobile enabled from day 1
Elegant simple user interface
Both hit over $1 Billion in
valuation in first two years
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Top Global Talent Priorities % Rated “Urgent” or “Important”
Deloitte Global Human
Capital Trends
Research, n=3,000,
11/2014
All These Areas
Heavily
Impacted by
HR Technology
5
How the Talent World has Changed
“Our candidates today are not
looking for a career…”
“They’re looking for an Experience.”
6
Engagement Still Startlingly Low
Worldwide only 13% of employees are
“highly engaged” in their jobs.
63% “disengaged” and 24% “actively
disengaged.”
(Australia and NZ are twice as
“engaged” as the rest of the world!)
with 25% “highly engaged”
China, Middle East, Africa, India are the
lowest at 6-8% fully engaged
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Only 54% of employees
would recommend company
to a friend -
Glassdoor, Bersin Analysis, October, 2014
And Even Worse
8
The “Haves” and “Have Nots” In Engagement Distribution of Glassdoor “Recommend My Company” Averages
Average
3.1
Companies
in Trouble
Companies
Getting By
Companies
Winning the
Talent War
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Benefits &
Compensation
Hiring
Recruiting E-Learning
Performance
Talent
Network Based
Applications
New Systems of
Engagement
15 Year Evolution of HR Systems M
AR
KE
T G
RO
WT
H -
A
DO
PT
IO
N
2 0 0 0 2 0 1 5 P R O G R E S S I O N O V E R T I M E
Compensation
HRIS
Benefits
Administration
Applicant
Tracking
Recruiting
Sourcing
Learning
Management
Workforce
Management
Succession
Management
Performance
Management
Integrated Talent Mgmt
Analytics
Tools
Social
Recognition
Network
Recruiting
HRMS + Talent +
Workforce Management
Self-Service
Apps
Personality
and Pre-Hire
Culture
Assessment
Predictive
Analytics
Real Time
Engagement
Mobile
Apps for HR
Process
Automation
Integration &
New Talent Apps
Analytics &
“Systems of
Engagement”
13
Growth in HR Technology Markets People Management Software is One of the Biggest ERP Segments
Market Category Market Size (2014) CAGR 5 Years
Core HRMS $6.2 Billion 7-9%
Recruiting $2.6 Billion 8-10%
Learning Management $2.4 Billion 10-12%
Performance / Compensation $1.4 Billion 8-10%
Workforce Management $1.5 Billion 4-6%
Engagement, Recognition,
Sensing
$1.0 Billion 10-15%
IDC Market Size 2014,
Bersin Estimates
14
Two Major Marketplace Issues
15
Explosion in Mobile Access
1.5 Million Laptop/Desktop Users
1.6 Billion Smartphone Users
5.2 Billion Mobile Phone Users
Mobile now 25% of web traffic
60% of time on internet is
through Mobile devices
17
Mobile Apps Now Generate More
Internet Traffic than PC Apps
Apps
Comscore 2014 Mobile Apps Report
19
Look at Most Popular Mobile Apps
Comscore 2014 Mobile Apps Report
115 Million
46 Million
34 Million
26.5 Million
$10 Billion
Valuation
A Whole New Paradigm for Design
20
Transparency: Standard & Expected
Recognition
Goals
Compensation
HiPos
Leadership
Tinypulse Engagement Survey 2013, 2014 200,000+ Respondents
The “Yelp” of HR
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Work Moves to the Worker
Or Will
Be…
22
The Overwhelmed Employee
The average mobile
phone user checks
their device 150
times a day.
40% of the US
population
believes it is
impossible to
succeed at work
and have a
balanced family
life.
The “average” US
worker works 47
hours and 49%
work 50 hours or
more per week,
with 20% at 60+
hours per week.
The “average” US
worker now
spends 25% of
their day reading
or answering
emails.
More than 80% of
all companies rate
their business
“highly complex”
or “complex” for
employees.
Fewer than 16% of
companies have a
program to
“simplify work” or
help employees
deal with stress.
Sources: Deloitte Human Capital Trends 2014 and 2015
23
The Response
24
Standardized,
Simplified People
Practices
Measuring
Coaching
Performance
Self Directed
Learning –
When I Need It
Social
Collaboration &
Transparency
Systems of Record
Engagement
Make Work Simple
Employees =
Customers “People not Talent”
Mobile and
Contingent
Workforce
People Management Today
27
1. Shift from System of Record to
System of Engagement
67% of buyers now select a system based on its
ease of use, far greater than the “feature set”
28
Simplicity Trumps Functionality
Value
Time
Highly Functional
System,
Difficult to Learn
Simpler System,
Easy to Use
“Harmonization of HR processes
before implementation of systems was
one of the biggest drivers of successful
implementations.” Source: Deploying HCM Technologies: Making Change Work,
Katherine Jones, Bersin by Deloitte, 2014.
29
2. Mobile Is The Platform (Apps)
30
83% of orgs plan
to invest in
mobile in next 12
months
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Mobile: A System of Engagement
Employees expect mobile access for:
Time and
expense
reporting
Travel
planning
Employee
directory
Message
Collaborate
Knowledge
sharing
Learning
Training
Goals
Performance
Engagement
Recruiting…
Applying
Screening
Source: Global Human Capital Trends
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3. Embedded Analytics: Data as the Product
33
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What Our Research Discovered Bersin by Deloitte Talent Analytics Maturity Model®
Level 4: Predictive Analytics Development of predictive models, scenario planning
Risk analysis and mitigation, integration with strategic planning
4%
Level 3: Advanced Analytics Segmentation, statistical analysis, development of “people models”;
Analysis of dimensions to understand cause and delivery of actionable solutions
10%
Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making
Multi-dimensional analysis and dashboards
30%
Level 1: Reactive – Operational Reporting Ad-Hoc Operational Reporting
Reactive to business demands, data in isolation and difficult to analyze
56%
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Analytics Drives Huge ROI
Today, 14% of HR ORGANIZATIONS believe they “regularly use data
to make talent and HR strategy decisions”…
…and these organizations, are…
2X as likely to
believe they
are excellent
at selecting
the right
candidates
2X as likely to
believe they
are delivering
a strong
leadership
pipeline
Generating
30% higher stock
returns than
the S&P 500
over the last
three years
3X as likely to
believe they
are efficiently
operating HR
36
Payroll Leakage
37
“People Data Everywhere™”
Retention
Analytics
Models
Flight Risks
Drivers of
Retention
Talent Problems
to Fix
38
4. Science of Leadership &
Assessment Leverages Big Data
Competing Values
Framework
Big Five
Model
Dennison Model
39
Big Data meets Assessment
Big Data
Analytics
Candidate Profile
Education
Background
Assessment Data
Job Experience
Performance
Training
Assignments
Fit
With Job
Fit
With Company
Fit
With Team
40
How Do We Select the “Right” People? 2/3 of hiring done without any significant assessment
% of Organizations Which Regularly Use Following Assessment Practices
Bersin & Associates High-Impact Talent Acquisition
Study, Fall 2012, 158 organizations responded
The most important
criteria of success
is fit, which is
driven by clear
understanding of
role and culture
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5. Sensing and the Quantified
Employee
Less than 50% of the
companies in
The Engagement Institute
know what to do with
engagement data
Data is slow to collect, too
broad, and not local
Technology changes the
market: - Fast
- Local
- Open
- Transparent
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Think about This
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Engagement Surveys Shift to Continuous
Employee Feedback and Sentiment
Traditional Engagement
Surveys
Continuous Feedback and
Sentiment Analysis
Once per year Every month, week or day
Standard questions Widely varied questions
Some but little open feedback Any comment considered
Anonymous Anonymous
but… “voted” up and down
Internal use only May be posted to public
Survey based Mobile app based
Questions based on large
longitudinal database
Questions based on modern
engagement issues
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Wearables
become
fashionable
Fitbit as
jewelry
Permission requested: Tory Burch
45
6. Network Recruiting Platforms
Replace Traditional Recruitment
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The top three drivers of
talent acquisition
maturity are:
1. Building strong
relationships with
hiring managers
2. Cultivating pools of
potential candidates
long before hire
3. Driving employment
brand Create new
products more
quickly than
competitors
Meet or exceed
financial targets
Meet or exceed
customers’
expectations
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014
Three Key Drivers of Impact
47
Reactive Tactical Recruiting Recruiters are “order takers;” posting of positions on an as-needed basis. Minimal hiring
compliance standards met; no real processes defined. No strategic focus on candidate
experience.
Level 1
Standardized Operational Recruiting Effective assessment of candidates against job requirements. Begin to establish strong
relationships with hiring managers. Some link to workforce planning. Standard interview
documents.
Level 2
Integrated Talent Acquisition Strong employment brand. Active pipeline of candidates. Robust TA programs
(e.g., diversity, alumni, employee referral). Investment in new TA products and
services.
Level 3
Optimized Talent Acquisition Strategic enabler of the business. Successful social media campaign.
Recruiter training builds strategic capabilities. Ability to predict external forces
& remain agile.
Level 4
Talent Acquisition Maturity Model B
er
sin
b
y
De
lo
it
te
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014
35%
29%
23%
13%
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Professional
Networking Sites*
Traditional Recruiting Network Recruiting
Sourcing and engaging both active and passive candidates
through employees’ and company networks to build talent
pools for current and future hiring needs
Engagement Channel
Job Boards
Agencies
Job Search
Aggregators
University Recruiting
Internal Talent
Mobility
Talent Communities
Employee Referrals
Network
Recruiting
Sourcing active candidates through recruiters or 3rd party
agencies to fill current hiring needs
How Recruiting Has Changed From “Active” to “Network Recruiting”
49
Employment Brand
and
Employee Engagement?
What Is the Difference Between…
50
The Reality Today…
Employee Engagement
IS
Your Employment Brand
51
7. Radical changes to performance
management, goals, and talent
mobility
Only 8% of organizations
believe their performance
management process is
worth the time they’re
putting into it.
52
The evolution of performance management requires a fundamental shift in thinking driven by emerging
business trends
Ongoing, Continuous: Annual and semi-annual review supplemented with
more frequent informal manager – employee check-ins and other simple
communications
Flexible, Agile. Simple: Light touch, low impact processes to gather
performance data. Non-value add administrative activities are eliminated
Data Driven: Performance data collected from multiple sources
throughout the year and analyzed to provide balanced performance
insights
Local Real–Time: Real time feedback and recognition provided
through use of frequent check-in and social media tools to improve
performance and drive engagement
Development Focused: Shift towards long term employee development vs.
appraisal
Strengths: Individual strengths identified and leveraged to maximize
employee potential and build high performing teams
Summary of Our Research
Philosophy
& Business
Goals
53
Science
Behind
Performance
Management
Status
Certainty
Autonomy
Relatedness
Fairness
54
Performance Management
Integration
55
Starting with a comprehensive view
Performance Appraisal
Ongoing Performance Activities
Performance Management Outcomes
Audience
Performance Management (PM) Strategy
Tech
no
log
y &
Infra
structu
re O
rgan
izati
on
& G
overn
an
ce
Goal-Setting & Revising
Managing & Coaching
Development Planning
Rewarding & Recognizing
Executive Goal-Setting
Goal Cascading & Alignment
Employee Goal-Setting
Goal Revision
Work Plans
Management Responsibilities
Feedback
Coaching
Individual Development Plans
Development Opportunities
Career Management
Compensation Reviews
Financial Rewards
Nonfinancial Rewards
Recognition Strategies & Programs
Purpose of PM • PM Philosophy • PM Alignment to Strategy & Culture •
Level of Senior Leader Ownership • PM Sustainability • Talent Management Integration
Executives • Managers • Professionals • Hourly • Organized Labor • Contingent • Critical Talent Segments
PM
Syste
m • T
ale
nt M
an
ag
em
en
t Syste
m In
teg
ratio
n •
Kn
ow
led
ge S
harin
g &
Co
llab
ora
tion
• Metrics &
An
aly
sis HR
Str
uct
ure
s &
Ro
les
• G
overn
an
ce •
Co
mm
un
icati
on
•
To
ols
& R
eso
urc
es
Empowered and Engaged Workforce • Focus on Driving Business Results • Foundational Knowledge of Talent
HOW: Quarterly, Semi-Annual and/or Annual Reviews • Multi-Rater Feedback • Self-Assessments • Manager
Assessments • Distributions & Rankings • Performance Calibration • Performance Improvement Plans
WHAT: Competencies/ Behaviors • Goals • Job
Responsibilities • Capabilities • Promotion Readiness
Bersin by Deloitte’s PM framework
56
But Keep it Simple
Coaching for
Development
Talent
Decisions
Performance
Improvement
Legal
Documents
Employee
Motivation Compensation
Performance
Feedback
PERFORMANCE
MANAGEMENT Coaching for
Development
Talent
Decisions
Performance
Improvement
Legal
Documents
Employee
Motivation Compensation
Performance
Feedback
PERFORMANCE
MANAGEMENT
Kelly Services
Source:
“Getting
Away from
the Score:
Creating
Better
Ongoing
Performance
Feedback,”
Bersin &
Associates,
2012.
.
57
Major Trends Will Disrupt Incumbents
Traditional top-down goal management is going away
Agile, transparent “OKR” models will replace in most cultures
Performance Management is directly linked to engagement and
retention and is causing pain
Performance Management process has been too tightly linked to
other talent processes in most organizations
Recognition, rewards, coaching, and developmental feedback will
become integrated parts of the process
Tools are far too complex, time consuming, and administrative for
today’s workforce and speed
Pulse surveys, supervisor coaching, and feedback must become part
of the process
58
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Traditional View Talent Mobility
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
59
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
The Reality
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
Top
Management
Contract
Hire
Job
Intern
Developmental
Assignment
Lateral
Promotion
Stretch
Assignment
External
Assignment Upward
Promotion Lateral
Assignment New
Assignment
Part Time
Loan
New
Candidate
New
Leader
Exec
Succession
60
Entire Organization Must Contribute to
World-Class Career Management
• Identify
Career
Goals
• Maintain Profiles
• Demonstrate
Values
• Socialize
Interests
• Create Internal
Network
• Share Expertise
Employee
• Define Job
Profiles
• Provide Coaching
• Assess Potential
• Identify
Development
Opportunities
• Provide Candid
Feedback
• Share Talent
Openly
Manager
• Provides Tools &
Resources
• Develop Career
Models
• Facilitate
Process
• Offer Career
Coaching
• Career
Development
Training
• Integrate with
Talent Mgmt
HR
• Infrastructure –
Process,
Technology,
People
• Create Culture of
Mobility
• Communicate
Expectations
• Create
Transparent
Marketplace
Company
61
8. LMS Market Transformed and
Expanded
The 21st century
employee wants easy-
to-use learning
approaches and
resources.
Yet 63% of companies
say they are “weak” in
providing mobile and
social learning as
development tools
and only 6% are
“expert” at advanced
media for learning.
62
The LMS Market Is Being Reinvented
The 1990s-2000s LMS
Course Administration
Enrollment and Scheduling
Resource Management
Extended enterprise
e-learning
e-commerce
Virtual classroom
Assessment tool
Security and roles
Reporting
Lea
rnin
g A
dm
inis
tra
tio
n
Collaboration
“Discussion Group”
Portals Lea
rnin
g
Ex
pe
rie
nc
e
The Modern LMS
“Old LMS” Feature Set
+ Deeper Analytics
Dynamic Profile
Expert Directory
Communities
Tagging
Content Management
Ratings
Multi-rater coaching
Feedback
Content Sharing
Content Management
Mobile
“New” virtual classroom
Highly Flexible UI
Talent Management Features
Ad
min
istra
tion
& T
ale
nt
So
cia
l & C
olla
bo
ratio
n
Us
er
Ex
pe
rien
ce
MORE
IMPORTANT
THAN EVER –
BUT NEED
SIMPLICITY
AND SCALE
63
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ELEARNING FORCE
INTERNATIONAL HR Smart KNOWLEDGE POOL MEDIOPIA PILOT GROUP SKILLPAD Ultimate Software
AUTONOMY (HP) Computer Generated Solutions E-LEARNING IDEA SOLUTIONS HUGHES KNOWLEDGE PRESENTER MEDWORXX PING PONG SKILLSOFT ULTRANET
Avilar CONNECT LEARNING E-LEARNING WMB HURIX SYSTEMS KNOVIVA MELON Technologies PINPOINT GLOBAL
COMMUNICATIONS SKILLSSCORECARD
UNDERWRITERS LABORATORIES
(ComplianceWire)
AXG TECNONEXO CONVENIENCE LEARNING ELEARNING ZOOM HYPERMETHOD IBS KRATOS MERIDIAN KSI PLATTE CANYON SMARTPROS UNISERVITY
BAI CONVERGENCE TRAINING ELOGIC LEARNING iCOHERE KRAWLER METALEARN SERVICES PORTALCMS SOLO LEARNING UPSIDE LEARNING SOLUTIONS PVT
LTD
BANCINTRANETS CORE LEARNING SERVICES ELSEVIER MC STRATEGIES INC. ICS LEARNING GROUP LAMPA MICROPOWER POWERFUL LMS SOLIDSTATE LEARNING V CAMPUS
BANKERSEDGE CORNERSTONE ONDEMAND ELUCIDO IC-UC LEARNING Lanteria MINDFLASH PRESENT ELEARNING SYSTEMS SSE VELSOFT
MORE THAN
600 LMS
PROVIDERS
WORLDWIDE
64
SumTotal
Skillsoft
Clear Consolidation at the Top
Massive Growth in Middle
SAP Oracle Cornerstone
On Demand Saba
Blackboard
SkillSoft
Dupont
NetDimensions
Healthstream
Cross
Knowledge
Meridian
Halogen Silkroad Peoplefluent
RISC
Elsevier
imc
IBM
Intellum
Kallidus
Technomedia
Absorb
RedTray
Expertus
Open Text
Lumesse
OnPoint
Digital Intuition
ADP
Cegos
Bloomfire Wisetail
Desire2Learn
Docebo
Cyberwisdom
Digital Ignite
Healthcare
Source
INFOR
Litmos
CoursePeer
Thomson
Reuters
Underwriters
Labs
BrainHoney Schoolology
TMS
K-12 / Higher Ed
Vertical Specialists
Social / Mobile
Content
The New Middle
Compliance
65
Blogs
Ratings
Mentoring
Wiki’s
Video
Podcasts
Discussion Boards Social
Networking
Tagging
Micro-blogs
Virtual
Worlds
Stretch
Assignments
Communities
of Practice
Collaboration
Search
Simulations
Surveys
Content Explosion
Whitepapers
Case
Studies
Articles
Visual Aids
Presentations
Books
Corp
Websites
Manuals
Performance Support
Product
Demonstrations
Instructions
Observations
Journaling Standard
Operating
Procedures
Newsletters Corporate
Communications
Marketing
Collateral
Business
Process
Documentation Programs
Role Playing
Classroom
Conferences
eLearning
Coaching
Webinars
Lunch ‘n
Learns
Chalk Talks
Onboarding
Debates
Consulting
Lectures
Experiments
Labs Teaching
Courses
Workshops
Interviews
Feedback
Mistakes
Successes
Job
Rotations
Peers
Project Post-Mortems
Meetings
Role Models
Job Shadows
After Action Reviews
Customer Data
Goals Play
Conversations
Dialogue Reports Memos
Appraisals
Business
Performance
Data
CRM
Records
Proposals
66
Spend time and money differently (think beyond courses and LMSs).
- 1,700,000 live classes
- 250,000 elearning courses
- 318,000 books
- 187,000 articles
- 344,000 videos
- 1,200+ providers
Brand New L&D methods,
infrastructure and tools
Source: Degreed, 12/2014
67
Formalizing informal learning
Informal
Education Experiences Exposure Environment
- More mature
L&D teams
deliver 16%
less training
via ILT and
vILT classes
+More mature
L&D teams
deliver 31%
more learning
via on-the-job
experiences
+More mature
L&D teams
deliver 140%
more learning
via coaching &
collaboration
+More mature
L&D teams are
91% more
likely to use
performance
support tools
Formal
Source: Bersin by Deloitte, 2013 and 2014 Corporate Learning Factbooks
68
Potential for MOOCs
69
Learning as Solution for Recruiting
70
71
9. ERP Vendors Take Over
72
10. Tech Vendors Must Compete and
Win War for Talent
73
What we have learned: An Integrated Approach is Needed
The Simply Irresistible Organization®
Meaningful
Work
Great
Management
Fantastic
Environment
Growth
Opportunity
Trust in
Leadership
Autonomy Agile Goal Setting (ie.
OKR)
Flexible, humane
work environment
Facilitated talent
mobility
Mission and purpose
Selection to Fit Coaching & feedback Recognition rich
culture
Career growth in
many paths
Investment in people,
trust
Small Teams Leadership
Development
Open flexible work
spaces
Self and formal
development
Transparency and
communication
Time for Slack Modernized
Performance Mgt.
Inclusive, diverse
culture
High impact learning
culture
Inspiration
74
http://marketing.bersin.com/ten-disruptions-to-hr-
technology-in-2015.html
http://www.forbes.com/sites/joshbersin/2014/10/15/th
e-top-ten-disruptions-in-hr-technology-ignore-them-
at-your-peril/
The Ten Disruptions in HR Technology in 2015
Ignore them At Your Peril
1. Systems of engagement win
2. Mobile is the internet
3. Embedded Analytics: data is the
platform
4. Science of Leadership and
Assessment; Big Data
75
Questions Or Comments?
Josh Bersin
Principal and Founder
Bersin by Deloitte
Deloitte Consulting LLP
http://blogs.bersin.com/josh.bersin
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