Gary Kildare Chief HR Officer, IBM Transformation of HR and the - - PowerPoint PPT Presentation

KN1: IBM's HR Transformation and the Future of Work

Gary Kildare

Chief HR Officer, IBM

Transformation of HR and the Future

• f Work

Ga Gary ry Kildare CH CHRO IBM BM Europe

Mobile apps

The HR Journey Standardisation Era

Cognitive Era

Re-engineering Big Data & Analytics Outsourcing Cognitive Cloud Mobile Social

• Consumerisation of HR
• Personal Digital Assistants + HR

practitioners

IB IBM has has em emer erged ed as as a a cognitiv nitive e so solutions s and cloud platform company

Evolving HR into an agile, outcome-oriented function

… t … to c compete an and w win in in in t the C Cognit itiv ive E Era

All IBMers must modernise their skills, continuously innovate, work in new ways, and adopt a growth mindset. To help support and achieve those goals, our HR team must evolve.

A COGNITIVE WORKPLACE

A personalised and proactive employee experience designed to maximise potential, increase productivity and generate greater value from the workforce

Enterprise Social Networking

Engage with knowledge and expertise across the organisation

Collaboration

Manage your teamwork and work with your teams

Messaging

Mail that understands you; less clutter, more clarity; connecting me to we

IBM Watson Virtual Agent for HR IBM Watson Recruitment IBM Watson Talent Insights IBM Watson Career Coach IBM Watson Talent Development

EMPLOYEE EXPERIENCES TRANSFORMED WITH WATSON

Transform Talent Acquisition

Get right people in right place at the right time

Transform Talent Development and Engagement

Engage and grow talent for maximum impact

Optimise HR

• perations

Create an irresistible employee experience

Orient Me

Show me what’s important to me

Moments

Summarise activities, actions and questions

Prioritised Inbox

Help me do what I need to do next

HR DISRUPTOR

IBM Analytics

Some Practical Examples

• 1. Bluematching

IBM has thousands of open job postings at any given time – many of which are ideally suited for IBMers who have direct or adjacent skills - and we needed a way to match these roles to IBMers.

Co Compare employe yee profiles to open job requisitions and proactively y send empl employees ees po potent ential job b ma matches hes ba based ed on n ‘fit’ and nd career eer pr progres ession n obj bjec ectives es.

33,000

employees worldwide who participate in the Bluematching community

20%

employees accepted recommended jobs across Business Units

3X

Application rate in the community relative to the IBM general population

78%

Increase in number of interviews after an employee joins the community

• 2. Executive Success Profile

Senior level appointments are often ‘make or break’ decisions that carry significant upside or downside

• consequences. The challenge is to make the best decision

across a range of factors – both for the role and the individual.

Wa Watson Personality Insights based big-da data a mode del l to cap aptur ure key ey expe perie ienc nces, en environ

• nmen

ental f factor

• rs,

s, a and c capabiliti ties t es to en

• enable f

e fact-bas based d sele lectio ion n de decis isio ions ns and and dr driv ive hig highe her suc uccess rates.

50%

exemplars were identified by the model in the top 10% of a prioritized list of candidates

3500

Words in digital footprint needed to obtain statistically significant personality inferences

32

Characteristics that are correlated with financial performance

600+

Executive decisions made in an average year

• 3. Manager T

alent Playbook

Managers are challenged to understand and execute global talent strategies given the range of data available and ‘player coach’ expectations.

Pe Personalised next-be best-act ction recommendations to managers regarding co compensation, learning, promotions, retention, and performance ce management and diversity.

8,000+

Managers worldwide

4

Average actions provided per employee to each manager

92%

Accuracy of predictive analytics model

$ Savings

Benefit associated with playbook usage

• 4. Proactive Retention

Annual compensation budget decisions miss skill-based and dynamic market conditions resulting in higher attrition and labor costs.

• 5. Expertise Inference

Infer employee expertise based on analysing digital footprint using cognitive computing techniques

91% accu ccuracy cy of inferred expertise for select ct employee categories for a variety of data source ces

A. Employee-entered free text on their responsibilities B. Basic HR information, including expertise assessments C. Internal social media (tags, blogs, wikis, etc.) D. Job-specific data sources like sales opportunities for salespeople, publications for researchers, etc. E. IBM Expertise Taxonomy, existing skill evaluations and textual skill descriptions

Skill: Apply Knowledge of InfoSphere Data Architect (135164) Description: Thorough applied or technical knowledge of data modeling and database design with InfoSphere Data Architect (IDA), including functions and capabilities. The individual should have knowledge and be capable of addressing technical using IDA to map requirements, to design logical and physical data models, and to generate physical schemas.

A E C D

• 6. New Performance

Management Approach

In less than four months, agile methodology, expertise, and technology deliver a uniquely IBM global performance management program inspired and designed by IBMers

Give feedback

• Gather insights into the work

experience you are providing for your team members.

• Contribute to the

development of your team and colleagues by sending instant feedback anywhere, anytime. Send a quick 5 question survey

ppreciation

• aching

valuation

• Be agile and request feedback

from others.

• Prompted to ask, “Please tell me
• ne thing I could have done

better…”

• As a manager you can also

gather feedback on your team from other IBMers! Get feedback Track history

• No more lost emails and notes!
• Review strengths and

development opportunities for you and your team, all in one place and saved for one year.

Using social engagement to co-create HR programs

Cognitive Computing

• Learn at scale
• Reason with purpose
• Interact naturally with us

Augmenting Human Intelligence

Source: Adapted from the work of Carlota Perez

1700 Today

The Industrial Revolution Steam and Railways Steel, Electricity and Heavy Engineering Oil, Automobiles and Mass Production Information and Telecom

IBM The New Work of HR: Artificial Intelligence & Exponential Change

Technology has driven exponential change before

Exponential knowledge Physician Exponential knowledge Marketer Exponential knowledge Cybersecurity Manager

+230,000 active clinical trials 160,000 cancer studies published every year 80,000,000 CT scans taken every year

IBM The New Work of HR: Artificial Intelligence & Exponential Change

26,000,000,000 credit and debit card transactions every year 230,000,000 social media posts every hour 90% of smartphone users keep their location services on 10,000 security research papers published annually 400,000 forms of malware released every day 200,000 security events reviewed on an average day by an enterprise security operations center

3 1 IBM The New Work of HR: Artificial Intelligence & Exponential Change Watson can see better than any other AI system on the planet — describe the contents of an image, discriminate fine grain visual categories, label images better than humans can 5G will be 1000x faster than 4G, with a latency of 1ms Watson can recognize natural language speech almost as well as humans Watson can ‘hear’ and understand all

• f the data coming from sensors in

elevators, buildings, automobiles Watson has EQ — can understand tone, personality, emotional state (anger, fear, disgust sadness and joy) Watson can read and comprehend 800 million words a second - context, syntax, the vocabulary of industries.

Exponential technological capability

IBM The New Work of HR: Artificial Intelligence & Exponential Change

Preparing for a better future A new partnership

People excel at:

• Setting goals
• Common sense
• Value judgment

Machines excel at:

• Large-scale math
• Pattern discovery
• Statistical reason

Together we get:

• Better decisions
• Greater confidence
• Reduced bias

+ =

PU PURPO POSE SE

To augment, not replace, human ability and intelligence.

Preparing for a better future Principles for the Cognitive Era

IBM The New Work of HR: Artificial Intelligence & Exponential Change

TR TRUST T and TRANSPARENCY CY

Transparent, responsible application of data to establish trust and confidence.

SK SKILLS

Supporting workforce evolution and skills development.