Dave Millner, Workforce Science & Analytics, will look at what you need to consider in order to ensure that the Resourcing/HR function can deliver the talent-based solutions both today and in the future. Key points will include: • A brief overview of the Future of Work trends being seen in 2017 • What challenges will this create from business leaders and the workforce in our organisations? • What does this mean for the Future of HR (technology adoption, new talent practices, new ways of acquiring talent etc.)? Bill Boorman will look at candidate mobility in 2017. Length of service is shrinking rapidly. People are having more jobs with more companies than ever before. In this session Bill Boorman looks at what this means for talent attraction, from attraction to branding, and the tech needed to support the changing world of work.

1. THE FUTURE OF WORK IS HERE: IS THE PEOPLE FUNCTION “FIT FOR PURPOSE”?
Dave Millner, Executive Consulting Partner, IBM Talent Management Solutions

2. 2
FUTURE OF WORK
How must HR reinvent
itself?
TOMORROW’S HR
What’s coming HR’s way?
AGENDA
FUTURE OF WORK IS
HERE NOW
How can HR add real
value?
CONCLUSIONS

3. TECHNOLOGY
NEW ORGANIZATIONAL STRUCTURES
& MODELS
TALENT SKILL GAPS/
JOB DECONSTRUCTION
TAILORED EMPLOYEE
EXPERIENCES
DISRUPTION & CHANGE
(THE NEW NORMAL)
INFORMATION OVERLOAD,
24/7 DEMAND
BIG DATA &
ANALYTICS
VUCA (R)
WORLD
OF WORK
FUTURE OF WORK

4. 4
Technical
Capabilities
War for Talent
Globalization
Localization
Leadership
Pipeline
Capabilities of HR
Cloud HR Systems
MOOC’s
(Massive Open Online Course)
Disruption of the
CHRO
400 LMS & TM
Vendors
Social
Recruiting
Employment Brand
Retention
Millennials
The “Overwhelmed”
Employee
Workforce Planning
Global
Recruitment
Evidence Based
HR
HR Transformation
Social
Everything
Global
Payroll
Engagement
E-learning
Training Viability
Future of Work
Culture Change
BYOD
(Bring Your Own Device)
Collaboration
Future of HR
Capability Gaps
Baby Boomers
Retiring
Digital
Transformation
HR Predictive
Analytics
Analytics & Metrics
Employee Voice
Innovative HCM
Disruptive HR
Agile HR
Women in
Engineering and IT
Automation
Line Manager
Capability
Succession
Planning
E-learningStakeholder
Management
Gig Economy
Skills Gaps
Employee Experience
Still Personnel Not HR!
HR 2017: A TOUGH JOB!
Future of Work Business Targets
Digital HR
Agile HR
Lean HR
Continuous Listening
HR Data
HR Reporting
Predictive Analytics
HR Legislation
Cost Efficiencies
Productivity Efficiencies
“Best in Class” Talent

5. HR IS STILL OPERATING AS IT
WAS 10 YEARS AGO & YET
EXPECTS DIFFERENT RESULTS!
HR CAN’T USE AN OLD MAP TO
FIND A NEW ROUTE TOWARDS
THE FUTURE
THE 6 C’s ARE HOLDING US
BACK!

6. 6
THE 6 C’s
CREDIBILITY
COMMERCIAL
CONFIDENCE
COURAGE CAPABILITY
CONNECTED

7. 7
STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5
OPERATIONAL
EXCELLENCE
FUNCTIONAL
EXCELLENCE
PERFORMANCE &
PRODUCTIVITY FOCUS
EMPLOYEE
EXPERIENCE FOCUS
BUSINESS INSIGHT
FOCUS
Operational Process
Efficiency
Expertise Driven
Programs and
Improvement
Alignment of HR and
Business Outcomes
Competitive Systems of
Engagement
Proactive “Added
Value” People
Practices
• Process Excellence
Focus
• Clear Process Mapping
(at all levels).
• People Data
Management (driven by
emerging HR technology
focus).
• Core Reporting HR
Metrics (despite data
being in multiple places &
processes).
• Core People Solutions
• Functional Goals &
Objectives (may be
relatively independent of
each other).
• Standardised Processes,
Technologies (not all
aligned) and Policies in
place.
• Core Metrics Reporting
on Talent Management
Initiatives &
Organizational Capability
Initiatives
• Some Piloting of
Analytics.
• ‘One HR’ Approach.
• Productivity/Performance
Workforce Focus.
• Collaboration Across
Functions (HR and
Business).
• Integrated Scorecard &
Metrics Approach.
• Developed Retention
Tools/Strategies
(Through People
Analytics).
• Emerging HR
Technologies Being
Aligned.
• Strategic and Added
Value Commercial Based
Contribution Driven by
Mature Analytics
Methods.
• ‘Best in Class’
/Competitive Advantage
Approach;
• Exploit Weaknesses in
Competitor Organizations
Approaches.
• Comprehensive
Planning/Forecasting &
Investment Strategies.
• HR Technology Strategy
for Future Applications
and Synergies Being
Developed.
• Address Strategic and
Commercial Challenges
Through a “People Lens”.
• HR are Fully Involved in
Business Issues; not
solely HR Issues.
• Organisational Capability
& Talent Management are
an Organisational not just
an HR Issue.
• Look to the Future
Through Predictive
Analytics and
Forecasting.
• Automated Cost Effective
HR Practices
Implemented.
WHERE IS YOUR HR FUNCTION OPERATING TODAY?

8. 8
TOMORROW’S HR

9. 9
WHAT WILL YOUR SHOP WINDOW SAY ABOUT YOUR ORGANIZATION?
TALENT
BATTLE-
FIELD
Quality,
Quality,
Quality
Technology
Competitive
Advantage
Recruitment
vs.
Investment
Start of the
Employee
Experience

10. 10
FUTURE OF HR TRENDS
Create Experiences Drive Business StrategyEnable Workforce
Constant rhythm of feedback/
insights to drive engagement
Game changing approaches to
employee input
Personalized just in time learning
HR shift from being a “cost
centre” to being a “profit centre”
Show real time insights/trends
through talent data
Drive fact-based decisions for
tangible ROI to the business.
Employee experiences are as
important as customer experiences
Use analytics to understand
employees insights better
Focus on touchpoints where
employee experience drives
productivity etc.

11. SYSTEMS OF RECORD ERA
COGNITIVE ERA
Re-engineering Big Data &
Analytics
Outsourcing
Cognitive
Cloud
Mobile
Social
IT’S ABOUT BUILDING A MORE
PERSONALIZED EMPLOYEE EXPERIENCE
(Personal, Co-created, Engaging)
THE HR JOURNEY TO COGNITIVE
IT’S TIME TO RE-THINK HR STRATEGIES AND
SYSTEMS THAT WERE DESIGNED FOR
ANOTHER ERA

12. REASON
They can reason, grasp
underlying concepts,
form hypotheses, and
make sense of and
extract ideas.
UNDERSTAND
Cognitive systems can
receive and process
unstructured information
(images, text, language
and data) like humans do.
LEARN
With each data point,
interaction and outcome,
they develop and
sharpen expertise, so
they never stop
learning.
INTERACT
With abilities to see,
talk and hear,
cognitive systems
can interact with
humans in a natural
way.
WHAT IS COGNITIVE COMPUTING?

13. TOO ADVANCED FOR US!!!
66%
of CEOs recognize that
cognitive will drive
significant value
in HR1
37%
of CEOs expect to adopt
cognitive computing in
the HR function in the
next 3 years2
CEO PERSPECTIVE
55%
of HR executives believe
cognitive will be a
disruptive force in the
next 3 years1
CHRO PERSPECTIVE
35
38 39 39 40
0
10
20
30
40
50
Slow response
to employees
Lack of agility in
response to
Misaligned labor
costs
Overly complex
HR processes
Slow
transformation of
%ofrespondents
HR challenges that cognitive computing could best address
IT’S ABOUT BUILDING A MORE PERSONALIZED
EMPLOYEE EXPERIENCE

14. 14
TOO ADVANCED FOR US!!!
KEY QUESTIONS WE EXPLORED
Do employees make the same decisions
when advised by cognitive systems versus
traditional HR professionals?
Do employees feel as well informed by
cognitive solutions as traditional HR
approaches?
To what extent do workers trust information
from cognitive systems versus traditional
HR sources?
Would employees be happy to reuse the
cognitive system in the future?
HR SCENARIOS
EMPLOYEE PERSPECTIVE
8,600 EMPLOYEES SAID:
They are able to glean appropriate
information from cognitive systems.
Cognitive offers an informational
advantage to employees.
In less personal situations,
cognitive approaches are equally
trusted by employees. (still some
work to do when personal situations
are involved)
Expect a short employee learning
curve with cognitive systems.

15. Transform Talent Acquisition
Transform Talent
Development & Engagement
Optimize HR Operations
TOO ADVANCED FOR US!!!
• Recruitment: Tap into multiple data sources that reveal
new insights and enable better informed decisions
about prospective employees
• Onboarding: Utilizes hiring data to create a unified
employee experience from Day 1
• Engagement Support: Create enabling employee
experiences
• Coaching & Learning Advice: Personalized
recommendations for learning and career management
• HR Call Centre Advice: Equip & empower HR advisors
to provide more streamlined and accurate information
• Analytics: Provide insights that drive investigation and
better understanding

16. US Consumer Goods Company
 Global consumer products company identified HR
service needs, including desire to reduce call duration
and improve employee satisfaction
 Employees expected a communication channel and
interaction that was supported by HR service desk
advisor
 Introduced a “Cognitive Agent” that provided omni-
channel access to service desk
 Seamlessly integrated and used information based on
natural language processing to extend agent’s
expertise
 Immediate feedback from employees was extremely
positive
20%
improvement in
employee satisfaction
with HR
25%
reduction in HR
service call
re-open rates
Improved employee
and advisor
experience
Cognitive HR Agent Assist
COGNITIVE HR CASE STUDY

17. • With vast amounts of data sources and a wide variety
of skill and knowledge requirements, IBM identified a
need to better integrate and assess learning
opportunities for its workforce
• Your Learning was launched in 2016 to create a
personalized, curated learning environment for each of
IBM’s 375,000 global employees
• Online interface responds swiftly, flexibly, and
creatively to changing technical and business
requirements based upon each learner’s profile
• Tools searches relevant structured and unstructured
data to bring together current online content, classroom
training and key resources and recommendations for
learning
30,000
learner
transactions daily
Personalized Learning
30+
trusted sources of
internal and
external data
Integrated analytics
links consumption
with business impact
COGNITIVE LEARNING CASE STUDY

18. Taking the first steps toward Cognitive HR need not be too scary!
Recommendations for
introducing cognitive
capabilities into your HR
transformation
Consider how cognitive solutions could
strengthen your HR transformation
Understand and maximize the possibilities of your
data
Start simple, but start smart; data is key!
Enable and expand across HR building on learnings
Build trust and engage people about automation
1
2
3
4
5
STARTING THE COGNITIVE HR JOURNEY

19. 19
THE FUTURE OF WORK IS HERE NOW

20. I don’t understand
38%: Lack of understanding how to use analytics to improve the
business
I don’t have the skills
28%: Lack of skills internally in the line of business
I don’t have the time
34%: Lack of bandwidth due to competing priorities
Source: Analytics: The New Path to Value, a joint MIT Sloan Management Review and IBM Institute for Business Value study.
Copyright © Massachusetts Institute of Technology
FUTURE OF HR: GET NUMBERS SMART!
IT”S ABOUT USING DATA TO DRIVE BETTER BUSINESS & EMPLOYEE OUTCOMES!

21. 21
FUTURE OF HR: PEOPLE ARE THE NEW NUMBERS

22. 22
Business Relevant Analytics
Aligned People &
Technology Processes
Employee & Customer
Connected
Future Proofed
High Performing &
Engaged Organization“…it’s about changing our
mind-sets; are we stuck
in our comfort zone?”
FUTURE OF HR: PEOPLE ARE THE NEW NUMBERS
HR Thought Leadership
Business & Functional
Leadership
Commercial Credibility
High Performance Focus
Capability Shift

23. 23
ORGANIZATIONS WITH MATURE PEOPLE ANALYTICS CAPABILITIES
2 X
2 X
2 X
3 X
2.5 X
higher employee engagement
more likely to improve their
recruiting efforts
more likely to improve their
leadership pipelines
more likely to realize cost
reductions/efficiency gains
more likely to improve mobility;
right people, right jobs
The share prices of
organizations with
mature people
analytics capability
outpaced the S&P
500 by 30% over a
three year period
Bersin by Deloitte

24. 24
CONCLUSIONS

25. • Hired/promoted, based upon your reputational
capital
• Chronic skills shortages
• Recruiters will be brand ambassadors
• Companies will hire entire teams
• Corporate Social Responsibility strategies will
be used to attract candidates
1. Recruitment is Marketing
• “Just in time” data-based management
methodologies, the cognitive era
• Continuous listening strategies will
become common place
• Highly personalised interaction, direction, and
development
• New leadership behaviours will emerge
2. Employee Experience
• Your mobile devices will be your office,
your classroom and your real time
concierge (private and professional life)
• 2020 mind-set will be needed to thrive in
networked and collaborative world (e.g.
social media literacy for employees)
3. Developing a
Learning Workforce
NEW JOB
FAMILIES &
CAPABILITIES
• People will be the new numbers
• Predictive analytics will be the new HR norm
• Every employee will have an ROI
• Productivity and customer obsession will be
data driven
4. Future Workforce Investment
Planning
NEW HR

26. 26
HUMAN RESOURCES
HUMAN & ROBOTS
• Don’t Fear the Robots: it’s about augmentation
not necessarily replacement.
• Start with the Problem not the Solution: every
problem is an opportunity in disguise!
• Empathy: the more machines we employ the
more people skills we will need!
• It’s Not Magic: it’s another level of automation
that we have all lived with for years (the focus
this time is on Knowledge Workers).
HUMAN RESOURCES

27. IN A WORLD THAT CHANGES SO MUST YOU!
Dave Millner,
Executive Consulting Partner,
IBM Talent Management Solutions
dave.millner@uk.ibm.com
Mobile: +44 (0) 7779 802830
Twitter: @HRCurator
Top 20 Most Influential People in HR on Twitter 2016
No 1 Twitter Brand: Future of Work

28. HUMAN RESOURCES
Introducing Bill Boorman

29. 29
CONCLUSIONS
MOBILITY2017
@BillBoorman – RecruitingDaily LLC& #tru

30. 30

31. What this means to TA
■ Increased Requisitions
■ Transactional Candidate Experience
■ Candidate v Applicant
■ Job Brand Over Employer Brand
■ IVPReplaces EVP
■ Conversation Over Content

32. Technology
■ Workflow
■ Pre-Apply/ Post Apply/ Employee
■ CRM Drives ATS (Workflow)
■ Customisation
■ Data Visibility
■ Integration
■ Talent Tipping Point

33. HUMAN RESOURCES
Observations & Questions?