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201712111 tech impact on hr - hr digital community - christophe vanden eede
The document discusses the impact of digital technology on human resources (HR), emphasizing the need for a shift in mindset and leadership to adapt to emerging trends such as big data, AI, and social media. It highlights various HR functions like recruitment, learning, career management, and employee well-being that are being transformed through digital tools and analytics. The document concludes with a call for HR professionals to enhance their digital skills, streamline tasks, and take the initiative in digital transformation.
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201712111 tech impact on hr - hr digital community - christophe vanden eede
- 1. Digital vs HR:Brace for impact! Christophe Vanden Eede Chief Talent Officer Telenet Group Twitter: @cvandeneede
- 2. Welcome to theDigital World vs. vs. vs.
- 3. Gartner Hype Cyclefor Emerging Technologies, 2017
- 4. HR, prepare yourworkforce
- 5. 5 Change in mindsetneeded
- 6. 6 Step by stepapproach
- 7. 7 A shift inLeadership
- 8. Towards a newworkforce balance
- 9. Belgian HR Techcompanies October 5th, 2017
- 10. HR field BigData & AI Mobile Social Gamification Internet of things VR-AR-XR CROWD Recruitment • more targeted sourcing algorithmic cv parsing & matching • Automated reference check on social media (cfr watson) • Pymetrics • geo-located job adverts • Video (chat) interviewing • employees as brand ambassadors (ex. Social Seeder) • glasdoor.com • Recruitment through social media • to convince candidates to leave their CV's • to select the best candidates (ex. ConnectCubed • onboarding • use of beacons on job fairs • show them around the company on job fairs • 360° video • employee as ambassadors • Decentralised candidate selection (cfr Google) Learning • adaptive learning • individual Development plans • increased efficiency • measurement • Learning on the move (mobile) • Podcasting • Access to experts from a distance (chat, skype) • MOOC's • knowledge sharing platforms • Social bookmarking • to increase participation to courses • To ensure employees go to the end of it • Serious games • Location based learning through beacons or QR codes • Chestnote • Bite-sized on the job learning (ex. Wearable Behaviour Navigation System) is learning even still required? • User generated & curated content • Peer to peer learning Career Management • detection of Hipo's (e.g. silkroad) manpowerplan ning software (workday, success factors, …) • self assessments on mobile devices • coaching through enterprise social networks • peer to peer coaching Digital impact in all HR fields
- 11. Digital impact inall HR fields HR field Big Data & AI Mobile Social Gamification Internet of things virtual/augm ented reality CROWD Wellbeing • predictive analysis to determine where actions are needed the most • tracking of employee well being through smartphones (ex. Soma analytics) • CSR platforms • Stress signals detection (ex OM signal, smart watches, ...) adapting desks (Stir Kinectic desk) • Immersive escape Performance • collect structured and unstructured data to assess the performance • real time dashboards • Mobile check ins • 360° evaluations (Intuo, Impraise) • badges • (ex. Iactionable) • performance hackathons Social Relations • better analyses to come up with better proposals backed by numbers • quickly inform managers and co-workers through Twitter Comp & Ben • Idiosyncratic deals Pay & Admin • automation of HR tasks (outsourcing) • paperless accessible through cloud HR partners • predictive analysis to determine where actions are needed the most • Chat functionalities • Video chat • Use of social media to stay connected with employee and unions HR Analytics • machine learning combine • accessible through any • transparency • visualisation techniques • connected employee
- 12. Without data, you’rejust another person with an opinion Automate vs digitize Big vs small Capacity vs filtering Predictive vs cognitive
- 13.
- 14. Entrepreneurship Risk taking Co-creation Consulting Commercial skills … Walkingover a bridge that is in construction Skills for the future
- 15. • Infrastructure • Perception •Data • Skills • Culture What’s holding back HR?
- 16. 1. Get HRpeople up to speed on digital 2. Rationalise and optimise administrative tasks 3. Curate HR data to make it actionable 4. Take the lead in the digital transformation To do
- 17. You can alwayschange your plan, but only if you have one. Randy Pausch
Editor's Notes
- #2 Hello, I’m christophe and I’m a digital addict Have been for over 10 years now I’m very active on numerous social media, own smart appliances, used uber, … But I would like to know who you are: 4 questions Are you active on more than 3 social platforms Did you experiment with virtual or augmented reality (including pokemon go) Are you currently implementing an HRIS system Who applies design thinking approach in redesiging their processes
- #3 BUT It’s not only technology, it is the use of it that induces the real Sociological change => Networks Tailor made vs networks (icons) Information Share => everyone is in the communication business Paradigm shift: worth of an employee is shifting from what he or she knows to what he or she shares. But for innovation to ensue, the right culture needs to be in place Transparency vs privacy (icons) Speed Blogging => LinkedIn => Facebook => Twitter => Periscope Trumps technology Innovation follows a sharkfin curve Small ripples before are seen by incumbents as proof of future failure, but they are wrong Hype vs trends (icons)
- #4 Worldwide Internet penetration has risen to 90% => Google project Loon, Facebook Drones Mobile internet use increasing exponentially Use of social media has overtaken TV watching in the younger age groups New technologies are launched every day We are only halfway More embedded: sewn into clothing, implanted in the body Speech enabled Visual: augmented reality, facial recognition Non visual sensors: taste, smell (Ophone), sense (durex) leading to immersive experiences
- #5 Things are changing fast. We need to keep on learning. It is not easy. If you take one day, the sheer amount of information that we need to go through is so high, that only a fraction can be retained. We cannot keep up any more. Just take a look at your Inbox. We need to become stronger in filtering out what is relevant and in which context As we cannot retain everything any more, we need to become more connected in order to access the right information fast enough The younger generations are already being trained in this new normal. Adapting yourself constantly through Self-development will become a key competitive advantage in the future, for companies as well as for individuals!
- #8 Changing role of Middle Managers Shift from GAP to Multiple Middle starting from strenghts => 19 challenging thoughts on leadership as start for co-creation There is not one new model for the digital reality, you need to choose the right approach depending on your context
- #9 Robots & algorithms Frelancers
- #10 Abundance of accessible information Challenge = Filtering and the Curation Tapping into Crowd knowledge through Social media Mentoring from a distance, working out loud, … Big Data makes individualized adaptive learning possible Spotify-like content proposal based on individual user profile We are only halfway: virtual reality, augmented reality, Beacons, … Too much to handle & follow Open API Away from suites to best of breed?
- #11 (bold words = hyperlinks)
- #12 (bold words = hyperlinks)
- #13 Data: data is unusable when not structured, new function of hr analyst being created: it’s not just the numbers, it’s how they are being crunched Information is not a pond, it’s a river: only when it flows it brings value (P. Hinssen) “Don’t try to boil the ocean” Data is like water, the whole world is covered in it, but only 3% is currently usable TIPS: Don’t just digitise the old legacy, information is reshaping the world Don’t start on BIG data if you can’t even manage the small data Capacity isn’t the issue, it’s filtering
- #15 Also new competences for HR and L&D
- #16 Infrastructure constraints Integration issues with existing hr systems HR still seen as a cost centre, not as a profit driver by senior management Perception issues Lack of knowledge around digital with decision makers Inadequate use of data Lack of skills within HR Too much focus on the tools instead of the culture
- #17 Get HR people up to speed on digital To be able to support employees in the change and be a legitimate partner for management Rationalise and optimise administrative tasks Develop digital services Curate HR data to make it actionable Take the lead in the digital transformation Ensure the humanity (and legality) of the new reality (chief happiness officer)