This presentation 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.)?

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

2. FUTURE OF WORK
How must HR reinvent
itself?
TOMORROW’S HR
What’s coming HR’s way?
AGENDA
CONCLUSIONS
The Future of Work is Here
Now! How can HR add real
value?

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 5 TO 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” Digital People
Practices
WHERE IS YOUR HR FUNCTION OPERATING TODAY?
HR Maturity Model
It’s a shift of:
• Mindset
• Behaviour
• Infra-structure
• Focus

8. 8
TOMORROW’S HR

9. 9
WHAT WILL YOUR SHOP WINDOW SAY ABOUT YOUR ORGANIZATION?
TALENT
ACQUISITION
BATTLEFIELD
Quality,
Quality,
Quality
Technology
Competitive
Advantage
Recruitment
vs.
Investment
Talent
Mobility
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. from Day 1

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. Forum Engineering Inc.
 Engineering placement firm specializing in the
placement of 14,000 technical and engineering
contractors per year
 Business challenges included long time to hire,
misalignment of candidates, and variability of sales
representatives
 Cognitive staffing solution introduced new ways of
sourcing/matching, including digital interviews,
online personality assessments and increased data
types
 Results include greater customer satisfaction and
worker fulfillment
 Agency able to fill positions more quickly than
competitors and earn greater market share
matching
improvement
83%
reduction in
matching
attempts
6x
Accelerated
placement process
COGNITIVE RECRUITING CASE STUDY
Cognitive Talent Staffing

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
CONCLUSIONS

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;
TALENT ACQUISITION IS A GREAT PLACE TO START!

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
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 and Service Industry
Workers).
HUMAN RESOURCES

24. 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

25. HUMAN RESOURCES
Introducing Bill Boorman

26. 26
CONCLUSIONS
MOBILITY2017
@BillBoorman – RecruitingDaily LLC& #tru

27. 27

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

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

30. HUMAN RESOURCES
Observations & Questions?