The HR software landscape is changing fast and is being disrupted by many new technologies. In this presentation we look at some of the future implications for self-measurement and wearable technologies

1. Transforming HR to
Embrace Emerging
Trends and a Changing
Workforce
Rob Scott
Presence of IT
© Copyright 2013
Wellesley Information Services, Inc.
All rights reserved.

2. Before We Get into This Session
“ Has HR become easier or
more difficult? ”
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3. What We’ll Cover
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•
•
•
•
•
The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work environment challenges
The role of a future HRMS
HRMS functionality and UX
Wrap-up
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4. ―Big Data‖ Is Getting Bigger
2 000 000 000 000 000 000 000
Two Quadrillion
•
The amount of (Megabytes) information mankind broadcasts
through TV, radio, newsprint, post, email, social tools, blogs …
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Equivalent to everyone reading 174 newspapers cover to cover every
single day
•
We have been increasing our ability to store information by 28%
per year since 1986
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5. ―Big Data‖ Is Not Just About Work Data Any Longer
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6. A Backdrop to This Session — HR’s Changing
Focus
Cloud HR
Data ownership issues
New work environments
~1980
Compliance
Policy
~2012
Administration
Strategic tools
Seamless HR
Key people metrics
Driving business value
~2005
Process focused
Central control
~1990
Effectiveness
Business focused
Shared services
People are important
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7. A Backdrop to This Session — HR’s Changing
Focus (cont.)
•
Mostly inward-focused
system implications
•
We have felt the first impact
of tools used by employees
that we have little or no
control over
•
The ubiquity of internet
access via mobile devices is
giving rise to new social
behaviours and tools
•
People are building much
greater self-awareness and
understanding of
themselves
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8. What We’ll Cover
•
•
•
•
•
•
The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work environment challenges
The role of a future HRMS
HRMS functionality and UX
Wrap-up
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9. Influences and Impacts on HR
•
In considering the future for people management
and HRMS, there are hundreds of influences, but
three interrelated focus areas, which will spearhead
medium-term change, are:
 Personal Awareness
 Working Environment
 Tools and Technology
•
These focus areas are being influenced by
changes in
 Health: The desire to know more and manage
myself better
 Globalisation: Diversity, talent chasing, concept
of work
 Innovation: Ubiquitous tools, networking,
consumerism
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10. People — Changes in How We Engage
•
Social focus is causing ―HR System
Turbulence‖ and uncertainty
 HR systems are no longer just
transactional data collectors
 They have moved into a
collaboration space and are
becoming a catalyst to change
existing management and
leadership processes
 It’s the social element and nature of
work that will strongly influence HR
systems to start operating beyond
the organisational boundaries
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11. People — Changes in What Data We Collect
•
Health and Lifestyle is a big issue – and people want
to measure it!
 It doesn’t only include physical health but also
mental health: Feeling, mood, motivation
 74% people include ―feeling good‖ as part of
health *
 An estimated 500 million people worldwide are
expected to use mobile healthcare applications by
2015
 There are over 24,000 apps in major apps stores
currently, with more than 60% being aimed at
consumers rather than health care professionals
 The heaviest users of health care apps are the 18-29
age group
* Gartner report on Workforce Management 2011
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12. What Are People Measuring?
•
•
•
Uncomplicated things
 Heart rate
 Blood pressure
 Workout time
 Food intake (caffeine, calories,
alcohol)
 Medication usage
 Occupations and hazards
More complex measurements:
 Moods and feeling
 Stressful periods
 Sleep patterns
Measurement is becoming easy and
automated
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13. What’s Driving the Growth of Measurement Tools
•
•
•
•
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Driven by modern-day sensors
Fuelled by a desire for objects to be
connected to the internet
Cheap, less than $1
Going into many different devices, including
clothing
Can store an enormous amount of detailed
data and information
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14. Types of Devices We See Emerging and
Collecting Data
Integration
Fitbit
Just a few years ago!
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15. What We Measure May Be Important to Others
•
•
While health data is mostly personal,
it is highly relevant to certain work
environments
Access to certain personal data could
be highly beneficial to organisations,
driving safe workplace environments
and employee well-being programs
Asthma Tracker
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16. The Type of Data Collected Goes Beyond
Physical Well Being and Includes Mental Health
•
Personal health databases are not dissimilar to Performance
Management Systems – they set targets, measure performance,
and offer solutions and guidance
 People will react to the ―scores‖ and impact retention options
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17. Personal and Employee Relevant Data Is Overlapping
Simple measures
Lifestyle measures
National Health
My Doctor
Education History
Diet &
Nutrition
Occupation History
My
Database
Medications
Supplements
Exposure History
Schedule History
Perm.
Contract
Parttime
My Employer(s)
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18. Data Ownership Models Are Changing
•
•
•
As technology becomes more sophisticated and ubiquitous, we
will find ourselves collecting more data about ourselves
The information we collect will be data that is sought after by
organisations in the future – in particular as HR matures and
understands how ―Big Data‖ concepts can be effectively used
Future employees will look to share information that they already
have rather than having to recreate it when they take up a
permanent or contracting job
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19. What We’ll Cover
•
•
•
•
•
•
The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work environment challenges
The role of a future HRMS
HRMS functionality and UX
Wrap-up
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20. Work Environment Challenges
•
The ―World of Work‖ is continually changing
to adapt to the business environment, but
often to the detriment of employees
•
More and more change is being triggered by
people (talent) issues
 The rise of the ―IPros‖*
 The concept of a workplace
 The nature of work patterns
•
The subtle and incremental changes on
people’s lives caused by the work
environment is becoming visible
* The Department of Management, Monash University
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21. Some Features of Our Work World
By 2016 – 43% of the workforce will work remotely. Productivity increases by 15%.
Most Heart Attacks happen on Monday mornings
Staying late at work
Taking work home
Living to work
Stress!
1 in 3 people work on weekends, 62% check work emails
Mondays … Tuesdays are the most hated work day
40% of people take work home or work overtime
88% of people say they have a hard time juggling work and life
1 in 4 people can’t go more than 2 days without checking email
•
People smoking marijuana perform better on IQ tests than those distracted by email and phones
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22. Changes Right Down to the Core
•
•
The balance between FTEs and IPros (independent
professionals) is changing*
 Currently make up about ~ 20% of the workforce
 Expected to grow to 40-60% by 2030
IPros’ roles are becoming highly attractive*
 Overall satisfaction with lifestyle at 7.3 out of 10
 Sense of freedom, flexibility, variety of work, shorter
hours
 Well being measured at 8.1 out of 10 (proud, happy,
enthusiastic)
 Commitment to current client and perceived support from
current client
 Down to 6.4 out of 10
System Impact &
Opportunity
Recruitment
On-Boarding
Workforce
Planning
Performance
Management
* Source: IPro Index 2012 Monash University
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23. Growth in Self-Measuring Will Impact Employee
Status Choices
•
•
•
System Impact &
Opportunity
Recruitment
Insight and awareness provided by
measurement will drive life decisions
Talent strategies will start
incorporating external and internal
measurement to ensure strategic
workforce plans are attainable
Employers will need to compete with
―lifestyle‖ options that are being
measured, and will be drawn into using
new work-based type measures
On-Boarding
Workforce
Planning
Performance
Management
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24. The Nature of Work Is Changing — Automation
•
•
•
•
•
The demise of routine
Value is not added by people doing process that can
be automated
Growth will be seen in work that is non-routine,
analytical, and requires interactive contribution
(innovation, teaming, leading, selling, learning)
Work tasks are being outsourced to IPros and
individuals
Hyper-specialisation is growing and will need careful
management
People are creatures of habit and like some routine – the reduction of
this will bring about new types of stresses and work behaviours
System Impact &
Opportunity
Recruitment
On-Boarding
Workforce
Planning
Performance
Management
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25. Traditional Work Areas Are Being Depleted
Data from US Bureau of Labor Statistics 2013 (Productivity, Output, GDP Per Capita); International Federation of Robotics; CIA World Fact book 2010 (GDP by Sector),
US Bureau of Labor Statistics 2011 (Job Growth, Manufacturing Employment); U.S. Census, and US Department of Labor (Change in Employment and Wages by Skill,
Routine Jobs)
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26. Work Teams Will Be Dynamic
•
Work swarms
 Traditional team work will continue with people
who are known to each other and it will attract
reward
 New ad hoc teams (swarms) will grow in
popularity. Teams that form quickly are agile
and quickly dissipate. The ad hoc team will
displace structured, bureaucratic situations.
 Swarms won’t necessarily know each other and
could be colleagues and IPros – network tools
will help support this need to know others
Non-routine work and work swarming will fuel the IPro role
System Impact &
Opportunity
Recruitment
On-Boarding
Workforce
Planning
Performance
Management
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27. Working More with Other Parties
•
Informal-x groups
 Groups that are not controlled by your organisation,
but can have great impact
 Have a common objective or interest
 Knowing how to interact with the group and influence
the key players in the group is vital
 Some employers are hiring ―the group‖ because of
the intrinsic value that they bring together jointly
 These teams are measures and paid as a team
System Impact &
Opportunity
Recruitment
On-Boarding
Workforce
Planning
Performance
Management
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28. Being Far More Accurate About the Future
•
System Impact &
Opportunity
Simulation and predictive modelling
 Greater use of tools that make use of multiple
dimensions of data based on people’s usage
of data
 Predictive modelling will incorporate data
owned by employees or associates
 The complexity of our work and global
environments will see the growth in
identifying and managing divergent patterns
Recruitment
On-Boarding
Workforce
Planning
Performance
Management
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29. What We’ll Cover
•
•
•
•
•
•
The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work environment challenges
The role of a future HRMS
HRMS functionality and UX
Wrap-up
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30. The Changing HRMS
•
A resurgence in the capturing of people data
 HR/other systems will adapt and expand to
include the recording and sharing of new types
of data
 Traditional HR data is insufficient for our
future talent/business decision-making needs
 The data recording and sharing activities are
likely to be quite different, involving
negotiations over ownership of data
 The advent of Cloud HR solutions will make the
ability to share information a lot easier
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31. I Own My Data … But Perhaps We Can Share
•
The concept of ―My Personal‖ databases will
continue to grow
 Personal measurement database sites, social
network tools, and SaaS storage spaces are
driving the creation of online personal databases
 Employees and IPros will want work data pushed
out to their personal databases to improve their
self-awareness and understanding, whilst
employers will want employee personal data
pulled in to support talent management initiatives
and to improve working environments
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32. Core HR as We Know It Is Disappearing
•
•
The notion of a core HR system traditionally implied
source data and ownership:
 Future data will be owned by companies, employees,
IPros, and other external bodies with the source
being in many different places
The new core HR data system will be co-owned and comanaged, becoming an exchange rather than a data
repository
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33. The New ―Core‖ HR Architecture
Filters
My Data
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•
•
•
•
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Personal Data
Qualifications
Training
Jobs
Career
Salary
HR
database
Company
“A”
HR
database
Company
“B”
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34. The Concept of a ―My Database‖ Tool That
Links to a Company HRIS
Unique
link to my
database
Different
types of
data
Control
data and
how it is
used
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35. ―Hypergration‖ Sharing Data Between an
Employee and the Company HR System
Using a
direct link
to see
external
data
Sync data
automatically
between
systems
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36. What We’ll Cover
•
•
•
•
•
•
The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work environment challenges
The role of a future HRMS
HRMS functionality and UX
Wrap-up
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37. Functionality and User Experience
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•
•
•
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Continual expansion of analytics capabilities
Ability to exchange data in sophisticated ways both
internally and externally
Concepts such as Performance Management will
incorporate ―My Personal Data‖ and lines between
work and life continue to blur
Greater incorporation of multi-media and use of
recognition software – implying a dynamic and
individual user experience
HR system interaction will no longer remain
transactionally oriented, but will be dynamic, coowned and managed and include new data types to
bolster predictive modelling
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38. HR Systems Will Become Embedded and Use
Augmented Reality
After completing my morning health routine,
my data is synchronised with my personal
database – which in turn is feeding selected
data to other databases, including my current,
temporary employer
I walk into the office, and the
billboard I pass recognises
me – it accesses the HRIS and
identifies any red flags
The billboard pulls up an ―Advert‖ for the local cafe,
showing my favourite breakfast snack is available –
and that there are 4 left.
I walk past the billboard, and voice activate the ―Order
and deliver to workstation‖ button, an ―Accept Payroll
deduction‖ button appears. I receive my next ―Health
Trophy‖ as the HR system is gamified, which will
reflect in my Performance appraisal.
The system realises I have a heavy
schedule and that I've missed eating
breakfast – I have a history of being
moody and unresponsive if my blood
sugar level drops too low
As I walk down the passage, I send a voice message to the
HRIS via my smartphone (or Google Glass) asking for an
additional team member to join the 10:00am meeting – In
particular I need someone with marketing skills. I receive 3
options to choose on my phone. My LinkedIn data shared
with the HR system provides suggestions based on
previous work experience externally. I choose Peter!
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39. An Example of SAP Thinking About
Augmented Reality
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40. What We’ll Cover
•
•
•
•
•
•
The impact of data and HR changes
Why self-measurement will impact work life and HRIS
Work environment challenges
The role of a future HRMS
HRMS functionality and UX
Wrap-up
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41. Where to Find More Information
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www.ere.net/2011/04/18/just-when-you-thought-you-were-coolaugmented-reality-bytes-hr/
 Jody Ordioni, ―Just When You Thought You Were Cool, Augmented
Reality Bytes HR‖ (ERE, 2011).
 Article on augmented reality in HR recruiting
www.organisationsolutions.com/Resources/StrategyExecution/Workplace-Transformation-and-the-Changing-Nature-of-Work
 Audra Lee, ―Workplace Transformation and the Changing Nature of
Work‖ (Organisation Solutions, 2012).
 Article on the changing workplace
http://marketing.bersin.com/2013-predictions.html
 Predictions for 2013: Corporate Talent, Leadership and HR—Nexus of
Global Forces Drives New Models for Talent (Bersin by Deloitte,
2013).
 Booklet on HR predictions for 2013
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42. 7 Key Points to Take Home
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Society is creating significant amounts of new data types which
could be useful for HR analytics
We are experiencing a trend where important HR data is being
created outside of our control
The working environment is changing rapidly towards a workforce
that is not full-time, leading to HR data gaps
HR will need to manage IPros and other forms of contractors
using shared data
Future HR data will be co-owned by the employee
Future HR systems will integrate with employee data held in
private and controlled storage places
HR systems will become incorporated into many more interaction
points for employees through new mediums like Google Glass
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43. Your Turn!
How to contact me:
Rob Scott
Rob.scott@presenceofit.com.au
@robscottinsyd
Please remember to complete your session evaluation
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44. Disclaimer
SAP, R/3, mySAP, mySAP.com, SAP NetWeaver®, Duet®, PartnerEdge, and other SAP products and services mentioned herein as well as their
respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and
service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by SAP.
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