Josh BersinForces Disrupting Organizations Today @@0O8® Demographic Digital technology Artificial Intelligence and New social upheavals: ‘everywhere: Robotics contract Millennials make up Technology is disrupting Jobs becoming automated Younger and older workers more than halt the business models and al an increasingly rapid rate, demand rapid career workforce, and Boomers radically changing the causing continuous change growth, compelling and are working into their ‘workplace and how in roles and skils needed. flexible workplace, and a 70s and 80s. work is done, sense of purpose at work.Prowuctivity is Suffering ~ Is Technology Helping? aaEmployees are Overwhelmed Py i] Sus DRE ae ee sca! ie A Rene eee mou’ Bee MO Rol CL ce 47 hours and 49% work 50 hours ae me eva Coat catosd Sem CUR Skea ere RO ag COCRWe Are Working More Hours: A Vacation Crisis Since 2000, US workers have lost an entire week of vacation, dropping average vacation days from 20.3 to 16.2 + Americans left 658 million unused vacation days and lost 230 millon of them in 2015 39% of Americans “want to be seen as a work martyr” yet 85% say Ws bad for thelr family life, BN) AMERICAN Internet Adoption Over Time Compared to America’s Lost WeekEngagement Remains a Challenge Average Pent ces | 3.2 What are these ompanies doing? rg Acuna aThe Modern Organization: A Network of Teams The Way We Work Has Changed “crap ; \ t Free flow of 1 ’ information and i , a / Ea Za iz a How things were How things “are” How things workWe Build Tools, then The Tools Change Us How Technology Changes Us Steam Engine - 1874 Telegraph and Electricity - ‘TRS-80 1977 1882 BM PC 1981We Build Tools, then The Tools Change Us How Technology Changes Us & What's Next 7 | 1BM watson 2013 Amazon Echo 2015 : =| Smart Badge 2013 ose Snap (Chat) 2017 Virtual News 2015 |Automation Has Arrived: Jobs are Changing + 38% of companies believe they will be “fully automated” within five years. + In 77% of companies automation results in “better jobs” and retraining of workers (only 20% see job reductions). + 33% expect to retrain people to do more “essentially human’ tasks around robotics and Al + 50% of companies expect to retrain workers to side by side with robotics and Al + In 65% of companies HR is not involved at all.(ee DeTitta Cima) Coola Marte tire els StlShift in Investment toward New HR and Workplace Tools HR Technology Now A Hot Marketplace $5.5 Billion in VC Investment in HR Startups since 2014From Talent Management to People Management ‘Automated Talent Integrated Talent Engagement, Fit, Empowerment, ‘Management ‘Management. Culture, Analytics Performance, Leadership Cerio as peer Daa a Systems of Systems of Automation Engagement, Practice-driven solutions Productivity-driven PMc Bett 1990s-2000s 2004-2012 2012-2015 2017+The Reinvention of HR Technology ERP Vendors Under Pressure Shift in Focus To The Employee, not HR + Appification of everything » ea ae Raga sangn 10 HRTEM TRENDS + Embedded Analytics 2 eRe * pnb ad ple surveys \e| ERP. + Weliness, fitness apps aris + AL-based recruitment platforms 5 oy &, op + Next generation learning platforms Dt ie fs "tery and hea ri gees tient Bi, Re Fe + Team management tools + Emergence of Teams, Slack, Workplace, and GsuiteHR Technology Shift in Focus EE re ot “Make Work Life Better” Analytics D Driven “Systems of Engagement” Integration & New Talent Apps ——. Process AutomationShift to Cloud is Losing its Luster Rip and Replace Pace is Slowing How Will You Upgrade Your HR Core HR Technology spending is slowing (41% Technology? say it’s flat) Clients not fully satisfied: only 21% of customers say talent systems “always meet their needs.” Poors ‘Two biggest growth areas are Learning and Analytics (37% yty) Ris Career, succession, onboarding, analytics hottest functional needs User satisfaction is 2/3 lower than vendor satisfaction ee 4 Eonciing IR AR Stara Resa eae[en fetter Lite els Petey Martel ae aa Le)Historic Perspective on Performance and Management The Evolution of Management Thinking The Industrial Hierarchical Collaborative Networks Corporation Leadership Management of Teams ee Customer Service, Pc merrier Toy Pee ads ee eee Cad Poorer) Corey Rosie seer par) Oe e tee Try Cee eee LP Se SOS! Seed Lt ra ris coro) ered <1950s 1960s-80s 1990s Today 20202016 and Beyond: A New Set of Disruptive Applications ea ures Vee poresConvergence of HR Systems Ahead Engagement Feedback Learning RewardsFrom Application Tracking to Recruitment Success Reinvention of the Talent Acquisition Market See AI-Based baer’ . ees A Preemiconard Pn rember) eed [pels Peri — os = reer) ‘Sourcing Od rien pateGoogle For Jobs: Potential To Disrupt The $200 Billion Recruiting Industry 00000 e Josh Bersin, cownuron Have you ever looked for a job? Of course you have. It'sa daunting process, and one which Google hopes to make easier than ever. ‘The Bureau of Labor Statistics show that 20-24% of Americans ‘change jobs every year (ADP global research says it's 27%), ‘which means more than 41 million people are searching for jobs and being recruited into “rs every single vear (in the US_Ce Industrialized Tools for Performance ManagemeNew Generation Performance Tools Are Here Eee Ree ony Transparent Goals Integrated Sn into Workflow Individual Team Assessment Kecemnbne e Sore] Cera)Yes, New Models for PM are Effective 27 companies that redesigned their process, found overwhelmingly positive outcomes: + 100% sai conversation quality improved + 83% said conversation frequency increased + 90% said employee engagement increased + 91% say data for evaluation is better + 96% say tools are easier and simpler + 77% expect continuous feedback + 45% are using check-ins to assess managers + 50% say training process is easier and shorter + 67% doing feedback quarterly + 80% expect employees to drive check-ins peu ee eas eu eae es (cenFeedback = Performance Deloitte Feedback Process Helps Di e Performance Questions that Predict High Performance at Deloitte Pulse Survey items —————— ° 1. Lam really enthusiastic about the mission of the a ° eo 2. At work, I clearly know what is expected of me 3. In my team, I am surrounded by people who share my values 4. At work, Ihave the chance to use my strengths every day e 5. My teammates have my back 6. I know I will be recognized for excellent work 7. Thave great confidence in the firm's future °e ° 8. In my work, Tam always challenged to grow ° BOTTOM ouRRTILE ‘Top QUARTILE Source: Deloitte pilots FYS14-15 (Questions © Marass Buckingham Company.From Wellness to Well-being to Performance Recognition Drive = ‘kas ant ee = Family “Training icone el eed c work é Environment @ Rewards 2 Mintuinss Leadership 2 Aun o Mentality wi Monitoring Medicat Employ Challenges, Benerts Employee. 928 = Cost Labor Retention Productivity Coliaboration Team Leadership Reduction productivity Performance Business PerformanceCe and Engagement: “Always-On” FeedbackThe Feedback System How Does Feedback Work Today? Paul te} Feedback is the Killer App Feedback Apps are Everywhere Pea EET eld nd Senior Management TeamCreate an Enterprise Feedback Architecture Pulse Surveys Annual Anonymous ‘Survey iO) Feedback Tools ea Customer Social Media Satisfaction Monitoring ext Performance Employment Interviews ‘Check-ins Job Boards made BrandOy CeCe lace metal iale| Pai) toy =o OUT Lee}Expert and user-authored video is taking over Video and Mobile is Taking Over Learning Video is now >55% of all internet traffic and mobile is now over 60% (KP Internee Trends 12/2015) The Net- 35 Million people have enrolled in Promoter MOOCs in the last four years, with 2015 Score for L&D enrollments doubling 2014 (ciass centra) is now -8 Over 50% of learners use mobile for Uy more than 1/3 of their learning (cegreea) for non L&D professionals India is estimated to be a $3-4 billion market for corporate learning and MOOCsEvolution of L&D Has Been Blindingly Fast From E-Learning to Digital Learning In One Generation E-Learning Talent Contindous Digital & Blended Management Learning Leaming Ee Learning Path ret formate A 1 Es Ty Philosophy ge Ls veers = FY ng par erent He Se 1 1 i systems ES ira es Learning Platform Peehaat 1998-2002 2005 2011 17 2020 rere aICareer Models In Disruption Teac Pee neared neu) Cree Regine cede eed eee a ny redesigning or planning to. Ceres un eee gure) uo at) Pee eae Ce aero) Pend Pe aes re? Gu ud ee ees) eee ee aca Pier Cart a) eer PeedResult: Explosive Growth In MicroLearning Content is everywhere, But How to Manage It AllHow Can We Redesign Learning For Work? Normal a”The Learning Tech Market Starting to Shake Out Pee Be uur se st outa Drea een LY") Deen OM esa Reece etary Pa End TTL} CTC ES Ce)Major New Learning Announcements No, the LMS is Not Dead After All! A New World of Corporate Learning Arrives: And It Looks Like TVThe New World of Corporate Learning * eriteal paths + Reademies and Colleges Collections with exoreises, Credentials Setivities, points for reflect Simutstions(Ea Analytics Now Mandatory but New2017: Where People Analytics Is Going Interesting Practical, Useful Experiments, Dashboard and Models, and Studies Tools »>Progress Steady and Accelerating % of Companies “Good or Excellent” Increa: (Deloitte Human Capital Trends 2017) Change in Companies Excellent or Good, 2015-2017 CRrerry Pa Peers Puna) Correlating people data bie lass ti CoD OCR ad eee ras ea PaPeL yy aLBut... new types of data, and new issues arise Car Se ae nT) Pm Lac tarl Rese urn ene)Emergence of “Relationship Analytics” Organizational Network Analysis (ONA) Teams Organizations The EnterpriseAI Applied to Recruitment and Selection Video Intelligence Becomes Real ont + Video interviewing now nearly mainstream, as many as 40% of interviews are done digitally + Al software (such as HireVue) can now detect race, emotion, gender, and tendency to exaggerate or lie through video + While use of this data is not legally defensible yet, companies are actively using this data to select candidates Source: hasnt fascompary.comy 2061863 slaton 2016/¥ateh ‘his plaferm-asses-tumpe-oneclniors-emerenalmelgenceAI, Analytics, Sentiment, and Organizational Network Analysis likely to Converge AI Based Diversity, Coaching, Recruitment SystemsCee Thinking and bor Tet iter malsCulture, Engagement, and Beyond Focus on the Employee Experience y mo = "714% believe internal processes for collaboration are working well 10% = are using design thinking as partiofi crafting the” employee experThe Simply Irresistible Organization® What we have learned: an integrated approach is key er etree een era ey Cee oe ean trad Opportunity @} Leadership © ‘Autonomy Clear and transparent Flexible work Training and support Mission and purpose goals, environment (on the job Select-to-fit Coaching Humanistic workplace Facilitated talent Continuous mobility investment in people ‘Small, empowered Investment in Culture of recognition Self-directed, ‘Transparency and teams development of, dynamic learning honest managers 1@ for slack Agile performance Fair, inclusive, diverse High-impact learning Inspiration management work environment cultureExample: Design T MANUFACTURING E kes king Comes to HR “I prefer training that would help me solve technical problems ‘and make learning available at that time” ames car foment ewtetauesieyanin — tswan error det mcptahrross frre slat eon hh Cigna snshae gowriny Abrtaurmymanpepwomssone unr naosan orp ou ee (reese janetc consary! ucts anton er gees) Serum sss a tar Sead arensierdes! Ramincone bat anaisaiceheaaati wer |on sa oe oo ona Sa SS Sees Ria ee Some Sieaaa: Gexeiweerees keeemeicces Suan cae ee img eta coven Hondas? i ob a ed pete ao a ota {ilies cout mong song noe © facade ee? ea went Oy rg pela wh ba pdm comers oa adalat ines "eat rm wre Put bg ate cos anmasian hmace wot on dre ‘woot batvone wast per tang Pa ose ee {Bemace | sede we sca cea sls a he ne ys sy ae gman lan'equato ne ney aa opty coarse eto ‘mahaanasdlenoe ba aan tam [Mette egg ten he ang on eng late [gna aces ate lt SS rector ceaned eeeEmployee Experience: A Journey Individual Contributor Experience Map: Owning your Learning Journey fee [sone Jones, Customer Development ~ Finance: New employee in Customer DevelopmentMajor New Learning Announcements Conversational HR Arrives Learning Goalsdis-rup-tion als repsHisyn’Bersin by petoitte. setstinns docament, “Dette” meas Deiat Consulta IL, a sbsdory of Dela LLP Pease ee mr dite can nab ora tas eset fu ae struure.Cera serdes oy eave tata Sets Unde the sand epubstons of pb "he pusteatlon onthe grea formation ony an blots fot by maar ft ust, andrng aeccting, bree, arc Teal tn or eben nga or saa. 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