The Digital Reinvention of HR:our Point of View for AIDP

Laura Nalon

Talent & Engagement Practice Leader for Italy

Andrea Beretta

CPT, Talent & Engagement and Change Management Consultant

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Agenda for today’s session

1 - IBM’s HR transformation journey

2 - Leveraging IBM Solutions for the HR Transformation

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Agenda for today’s session

1 - IBM’s HR transformation journey

2 - Leveraging IBM Solutions for the HR Transformation

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How do employee’s think of HR….….?HR TRANSFORMATION

Leadership& Learning

Employee & Labour Relations

Onboard

SeparationRetention

Finance

Compensation & Benefits

Transformation & Operations

Pay

Join IBM

Succeed@IBM

Work@IBM

Travel@IBM

Leave IBM

Global Mobility

Cloud & Talent

Watson & Cognitive

Cascade

Performance & Goals

ProcurementCIOAudit

Moving from process/policy driven toward experience outcomes

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IBM’s transformation journey

Strategy

48%

Expertise

7/10

Learning

82%-5

Structure

1400 to 50

Systems

HR TRANSFORMATION

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Traditional HR Operating ModelTiered support depending on complexity of query

Cognitive HR Operating ModelCognitive platform delivering expert support.

Employee Experience measured by NPS.

From a Traditional to a Cognitive HR Operating Model HR TRANSFORMATION

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The HR Journey to Cognitive

Standardization Era

Re-engineering Big Data & Analytics

Outsourcing

Cognitive Era

Culture

Cognitive

Co-creation

Personalized

HR TRANSFORMATION

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Agenda for today’s session

1 - IBM’s HR transformation journey

2 - Leveraging IBM Solutions for the HR Transformation

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Leveraging the power of Cognitive, AI & RoboticsLeveraging the power new technologies is at the heart of our HR Reinvention journey. We are already seeing the benefits of blending the best of Cloud HR, Cognitive, AI and Robotics delivering an enhanced experiences across the employee lifecycle.

IBM & WEIR CONFIDENTIAL

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Go to https://www.ibm.com/employment/us/

Why we liked it ..«For companies that are seekingto diversify their ranksand/or hire for hard-to-fillpositions, Candidate Assistant is worthy of serious consideration.»*

*Source: http://hrexecutive.com/leading-the-pack/

Use Case 1 – Watson Candidate Assistant

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Can elaborate CVs in different formats: Recruiters can include in their search both candidates that have applied for the specific job, internal employees and online potential candidates (for example, via LinkedIn) – empowering recruiters to find the perfect candidate regardless of where he/she is.

Can be customized on specific company needs: both the dashboard, the parameters and the dictionaries can be customized to match specific company needs in terms of talent search – seamlessly integrating with the company’s specific processes and language

Speeds up the process of analysing candidates, by understanding CVs and presenting them already elaborated through a dashboard which highlights key features and helps the Recruiter to quickly narrow down the analysis to the best candidate

Features

Benefits

CV Analyser: support recruiters in analysing potential candidates by understanding also ITALIAN language and presenting data in an easy-to-navigate way

Use Case 2 – CV Analyser

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Let’s try Myca: the IBM Watson Career CoachUse Case 3 – Watson Career Coach (1/2)

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Ask a question

Ask questions about careers in their organization, gaining

fast access to resources and support.

Job Match

Identify current internal opportunities that will progress

individual careers by comparing skills required for the job

and skills the employee has.

Explore Careers

Employees are provided with potential career options, based

on skill fit and a career progression of other employees in

their current role.

Use Case 3 – Watson Career Coach (2/2)

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Use Case 4 – Watson Agent Assist (1/3)

Real-time Dashboard

Trending topics, policy updates and performance trends are

displayed for the call center representative – surfacing

important information so that it is readily available.

Assisted Dialog

Watson guides the conversation with responses that are

tailored to the employee seeking help – driving improved

accuracy and higher success rates.

Content Retrieval

Relevant forms and documents are identified and can be

quickly emailed as conversation progresses – resulting in

faster resolution and better employee experience.

IBM Cognitive Agent Assist for HR

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Use Case 4 – Watson Agent Assist (2/3)IBM Cognitive Agent Assist for HR

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(1) put the end user first(2) bring consumer technology into the enterprise

Use Case 4 – Watson Agent Assist (3/3)IBM Cognitive Agent Assist for HR

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It is an AI powered system that provides evidence based ‘expert advice’ on salary

recommendations specific to each IBMer. Its purpose is simple: help you retain critical skills

that are valued by our clients and IBM now and in the future.

Why is this groundbreaking?• It’s AI powered with machine learning

at its core.• It provides actionable insights fully

aligned to IBM’s compensation strategy.

• It’s brought together on a single platform with all the relevant factors that you need to emphasize and consider when making pay decisions.

https://cogni-pay.w3ibm.mybluemix.net/

Use Case 5 – IBM Cogni-Pay

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Use Case 6 – Faye jackson, the digital co-worker

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Build meaningful experiences around the milestones of the employee lifecycle, focusing on key segments of your employee population

Key milestones where experience has a unique impact

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How will you get started and phaseyour approach?

Define the desired outcomes

Enhance and expand

Ready the organization

Assess your data needs

TAKE COGNITIVE ACTIONS

Assess infrastructure along the way

BUILD YOUR COGNITIVE BUSINESS STRATEGY

Build cognitive apps.

IBM as yourplatform

Create a cognitive system.

IBM as your team member.

Give workflowscognitive

capabilities.

IBM as yourprovider

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“HR professionals will operate less as subject matter experts and more as custodians of the employee and manager experience.”

Diane Gherson, CHRO, IBM

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Thank you!

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Industry Recognition

Forbes 5-star HR Consulting Firm

IDC Leader For Change Management

Everest Research Institute RPO Industry Leader

Forrester Leader In Conversational Solutions

IDC Marketscape Leader For Talent Acquisition Systems

Digital HR Reinvention

Enterprise Design Thinking For HR

Largest Digital Design Agency in the World

Mobile, Digital, Cloud, AI System Development

2000+ Jobs Library with Accelerators

Self-funded HR transformation – $100M in benefits per year

HR as-a-Service

20 Delivery Centers Around The Globe

1.5M Client Employees Served

138 Countries Supported

23 Languages Supported

34M Pay-checks Processed/Year

750K Contacts Answered/Year

105K Annual Hires

IBM Talent

Reinventing HR with Digital Operating Models

AI-Powered HR Systems

AI applications for Candidates, Recruiters,

Shared Services And Employees

Watson Analytics & Digital Assistants For HR

Talent & Engagement Consulting

5000+ Consultants

HR Strategy & TransformationTalent Acquisition Optimization

Talent Development & Learning

Digital Change Management

Thought Leadership

Annual Global Study Of CHRO

Smarter Workforce Institute

Patents For HR Innovation

IBM HR expertise

30+ Years Of Behavioral Science Expertise

Technology Consulting

Implementation Of HCM Systems

Cognitive HR & Analytics

HR Enterprise Architecture

Cloud And Mobile HR

Robotics Process Automation

ERP, HCM Strategic Alliances

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Lack of business buy-in for changesLow user adoption, challenges in standardizing

Ineffective governance that constrains decision makingTimeline impacts, lack of business support and buy-in

Implementation Challenges

IBM has learned key lessons from

Cloud HCM Implementations

& HR transformations

Implementing new technology with legacy mind-setUnnecessary manual effort and complexity

Making design decisions that are not aligned with future growth and directionProcess and technology rework, cost increases, service disruptions

Limited availability of client resources for the project Delays to timeline, lack of key stakeholder support

Lack of the required skills and capabilities to maintain future Cloud HCM solutions

Can result in inability to fully realize and sustain benefits of the model

Resistance to manager and colleague self-serviceCan slow down user adoption

Inconsistency between HR service delivery and technology

Can result in user confusion and process bottlenecks

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Agree on a set

of design

principles up

front

Activate innovations –

upgrade regularly during

and after project

Empower

teams to make

decisions

Drive system and global

templates for processes, policies and

rules

Conduct Due

Diligence on

the legacy

landscape

Enable deep

collaboration

between local

& global HR

and IT teams

Ensure local

HR cleanse

and validate

legacy dataFocus on

Employee

Experience –

in design, in

delivery and

support Use an agile,

iterative approach

enabled by co-location for

speedAgree to

archive and

decommis-

sion up front –

govern and

measure

Make Change

Management

digital, mobile

and social

Measure engagement

using user surveys and

social updates

TRY NEW THINGS!!

Lessons learned

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How will youget started?

DATA COMPLEXITY VOLATILITY

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Do you havethe data you need?

Structured and active Unstructured and dark

Data that’s coming

Data outside your firewall

Data you possess

++

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How will you phaseyour approach?

Define the desired outcomes

Enhance and expand

Ready the organization

Assess your data needs

TAKE COGNITIVE ACTIONS

Assess infrastructure along the way

BUILD YOUR COGNITIVE BUSINESS STRATEGY

Build cognitive apps.

IBM as yourplatform

Create a cognitive system.

IBM as your team member.

Give workflowscognitive

capabilities.

IBM as yourprovider