Smash: social, gamification and mobile impacts for HR
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A presentation at the AHRI 2014 conference in Melbourne, Australia. This presentation is about the impacts of Social, gamification and Mobile in achieving HR transformation
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Smash: social, gamification and mobile impacts for HR
- 3. Rob Scott Global Lead: HR Strategy & Innovation robscottinsyd
- 4. robscottinsyd The HR benefits of colliding Social, Gamification and Mobile platforms
- 5. We’re talking a “Big Smash” 2 000 000 000 000 000 000 000 robscottinsyd TWO QUADRILLION • The amount of (megabytes) information mankind broadcasts annually through TV, radio, newsprint, post, e-mail, social tools, blogs ….. • 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
- 6. We’re Talking “Big Smash” robscottinsyd
- 7. Todays Insights AGENDA robscottinsyd THE AXIS OF WORKFORCE AND WORKPLACE CHANGE Social tools Gamification Mobile THE POWER OF 3 The impacts on HR and HR technology WRAP UP & QUESTIONS
- 8. Where is HR on the digital divide Narrow view of digital transformation. robscottinsyd Automated just about every aspect of its customer experience.
- 9. Marketing: HR can learn from their journey robscottinsyd
- 10. robscottinsyd The impacts on HR elements 40
- 11. Ab Align to business goals robscottinsyd A Analytics Gs Next-Gen Strategy Hs HR Strategy & Governance Is Industry SWOT Mm Measurement Rm Risk Management Vm Leadership & Value Motive Ws Workforce Segmentation Cs Compensation Gm Goal Management Ob On-boarding R Talent Acquisition Sp Succession Planning Sw Workforce Planning Cr Core HR Information Pr Payroll & accounting Pos Position Management Ta Time & Attendance S Scheduling Cp Career Planning Cwm Contingent Workforce Ld Learning & Development Pm Performance Management M Mobility (Global/local) Ksa Knowledge, skills,attributes Od Organisation Design Sc Social, Collaboration & Gamification Ev Employee Value prop. Mc Mentoring & Coaching Vr Variable Reward Wh Workplace Health Cm Change Management C Culture Dm Delivery Model Sv Shared Values Sl Style E Ethics D Diversity Eb Employer Brand STRATEGY TACTICAL SOLUTIONS OPERATION SOLUTIONS ENVIRONMENT STIMULANTS BONDS 40
- 12. Ab Align to business goals robscottinsyd A Analytics Gs Next-Gen Strategy Hs HR Strategy & Governance Is Industry SWOT Mm Measurement Rm Risk Management Vm Leadership & Value Motive Ws Workforce Segmentation Cs Compensation Gm Goal Management Ob On-boarding R Talent Acquisition Sp Succession Planning Sw Workforce Planning Cr Core HR Information Pr Payroll & accounting Pos Position Management Ta Time & Attendance S Scheduling Cp Career Planning Cwm Contingent Workforce Ld Learning & Development Pm Performance Management M Mobility (Global/local) Ksa Knowledge, skills,attributes Od Organisation Design Sc Social, Collaboration & Gamification Ev Employee Value prop. Mc Mentoring & Coaching Vr Variable Reward Wh Workplace Health Cm Change Management C Culture Dm Delivery Model Sv Shared Values Sl Style E Ethics D Diversity Eb Employer Brand STRATEGY TACTICAL SOLUTIONS OPERATION SOLUTIONS ENVIRONMENT STIMULANTS BONDS SOCIAL GAMIFICATION MOBILE
- 13. Social robscottinsyd SOCIAL TOOLS VS SOCIAL MEDIA THE WISDOM OF THE CROWD The concept of CONTROL must be rethought. Social challenges the fundamental principles of “Who, What, When, Why and How”
- 14. Social IMPACTS FOR HR robscottinsyd Business to consumer Location based campaigns Short-life content #Tag consolidates knowledge Measure & impact Applicants and staff have the same expectations as consumers. Big data lets new jobs find you before you even know you are looking. The concepts of sharing information that cannot be stored. It has limited shelf-life. The #tag is the common thread for knowledge management and sharing. Social tools are creating measures that can be used for assessments.
- 15. Social robscottinsyd The digital immigrants have now caught up to the digital natives – we are now all digital citizens. The fastest growing demographic on Google+ is 45-54 and on Twitter it is 55-64! “ ”
- 16. Social robscottinsyd 47% Millennials who say a prospective employer’s digital reputation matters as much as the job it offers 31% Willing to spend their own money on a new social tool if it made them more efficient at work 80k Adobe Management hours saved by replacing old PM process with Social “Check-ins”. Attrition at low of 6.7% 45% SHRM45% of human resources leaders don’t think annual perform reviews are accurate appraisal We have matured in understanding how to make Social part of the real world and not one that remains in the augmented reality world
- 17. Gamification robscottinsyd “The gamers are here!”
- 18. Gamification Gamification in the business context is robscottinsyd taking the game mechanics/psychology - attributes like puzzles, play, transparency, design and competition—and applying them to real-world business processes, such as on-boarding, learning, development, PM and health & wellness. “ ”
- 19. robscottinsyd Building blocks of a great game: Gamification Challenge Progress Status Reward Social, Networked & Expressive
- 20. Gamification robscottinsyd It’s not new New formats Range of HR uses
- 21. Gamification robscottinsyd Finding the right “Flow” Find your gaming language Process impact Breaks the ice Flexibility The balance between distraction and achieving a business objective. Trivial names like “Ninja Player” and “Achiever” must fit your company culture. More processes than you think are impacted when gaming is introduced. Gaming elements are often the first tools used for interaction. The name of the new game is personalisation not standardisation.
- 23. Mobility LOCATOR robscottinsyd INTERNET OF THINGS NO TOUCH WEARABLE THE SOCIAL ‘HUB’ > TAILORED CO-CONNECTED EVOLVED ECOSYSTEM INTIMACY OPTIONS NON-SQL & DEEP LEARNING Mobile devices now account for over a billion job searches per month. Seventy percent of job seekers using mobile act within an hour as compared to 30% of job seekers using a PC. 68% of job seekers use a mobile to job search, but only 20% of companies are [M] optimised > Apps will grow and applications PERSON TO COMPUTER will shrink > Apple & Android app stores both exceed 1 million apps > In 2014 86% of mobile activity is through an app, up from 80% in 2013 > Business apps are 6th most popular Augmented Sensory Gestures WORK ‘HUB’ AUGMENTED REALITY Still Value in at the stake beginning until stages 2020 PERSON ($14T) TO PERSON The Internet of Things in its most basic form is where products and items are connected online to each other and to humans > 10B things (0,06%) currently connected out of 1.5T Togetherness Performance Healthcare Emotion Bespoke Decisions Alert/Prevent Authenticate PSFK Future Of Wearable Tech Report – Jan 2014 Research firm ABI estimates industry will hit $6 billion by 2018. > 2020 - 80% of health Google insurance premiums use analytic Ingress will data collected by wearable health monitors > Data from wearable devices will drive 5% of sales from Fortune 1000 companies by 2021.
- 24. The Power of 3 robscottinsyd MOBILE
- 25. The Power of 3 robscottinsyd THE SYNERGY OF THESE 3 TOOLS IS CREATING: • A Fundamentally different working framework • Long digital “Trails” – information that can be tracked, integrated and analysed • Greater integration and flexibility • An empowered employee with a stronger voice and ability to participate and create their work environment The “Power of 3” will disrupt, but it’s not necessarily a bad thing for HR transformation
- 26. The Power of 3 After jumping from 52% in robscottinsyd 2011 to 74% in 2012, 73% of this year’s survey respondents say that social business is important or somewhat important today. Nearly 90% see its importance on a three-year horizon. “ ”
- 27. The Power of 3 IN A DIGITAL HR WORLD, THE MOST RELEVANT robscottinsyd AND USEFUL DATA WILL BE CREATED OUTSIDE OF CURRENT HR SYSTEMS Data & integration are paramount ANALYSING A WIDE ARRAY OF NON-HR DATA ON PEOPLE’S LIVES TO CREATE STATISTICALLY VALID PREDICTORS OF PERFORMANCE AT WORK SUCCESSFACTORS, AN SAP COMPANY, TRACKS EMPLOYEES’ SEARCHES OF EXTERNAL BLOGS OR PODCASTS TO SHOW EXECUTIVES HOW AND WHAT EMPLOYEES ARE LEARNING. The ability to take initiative is a far better predictor of high performance on the job than stellar academic records from prestigious schools
- 28. The Power of 3 DIGITAL HR WILL HAVE A SIGNIFICANT IMPACT robscottinsyd ON PROCESS AND STANDARDISATION • Process and standardisation are necessary to compensate for HR systems limitations and application of control • Data and insights from a digital HR world will eventually trump process in terms of importance • The ability to statistically determine the key drivers of performance based on hard data, may become much more important than generalized rewards, development, or learning processes
- 29. The Power of 3 THE FUTURE HR TECHNOLOGY POSITION robscottinsyd • Source of truth • Core data • Temporary store for shared data • “Key rules” • A platform • A trigger
- 30. The Power of 3 robscottinsyd A FUTURE LEAVE SCENARIO The “Siri” voice indicates that it has checked my online diary as well as my partners diary and there seems to be a “perfect week” gap. I indicate that I would like to take the leave, and ask Siri to put it in our diaries and confirm once it is done. A few minutes later it confirms the leave entry and ensures all parties are notified appropriately. While doing some staff planning, my manager notices that I have some bench time for a few weeks. He hits the “auto leave approve” button for that time-period to allow for me to take leave without waiting for approval. While I’m doing an AR training course on “reaction time” while driving to work with my google glasses, the data that it collects as well as information that it has derived from my other social activities on Yammer, LinkedIn, Klout and Facebook cause the programme to interrupt and “suggest” that I need some rest time and that it has been pre-approved.
- 31. The Power of 3 HR AS robscottinsyd SOCIAL,MOBILE AND GAMIFICATION ARE CREATING NEW TRENDS MIDDLEMAN SEPARATE HR ACTIVITIES VALUE BY HR RIGID BOUNDARIES EMPLOYEE CONTROLED INTERWOVEN VALUE BY CROWD CHOICE HR OWNS DATA HR BORROWS DATA
- 32. The Power of 3 robscottinsyd Custodian to coach HOW DO YOU FEEL? Structure & size of HR Administrator to data miner Implement HR tools to interface builder Standardisation to Personalisation Customised & targeted offerings
- 33. Wrap-up & Questions robscottinsyd KEY TAKE AWAYS • Social, Mobile and Gamification are tools with great potential for HR • Like all thinks they require a strategy & plan to make them effective • Don’t get caught up in your own fears of technology or that HR is the custodian of people practices THANK YOU
Hinweis der Redaktion
- Key points: The financial industry may seem highly digitized – you can access your banking online, use online calculators to workout paybacks and loans. But that is where it stops. Try buying a mortgage online and you cant. It reverts back to a paper based system very quickly and you need to go into a back and complete lots of paper work, duplication of data, signatures of you, your partner etc. This is not a digitized industry. On the other hand, lets look at the airline industry. From the time you want to book a flight or a holiday with accommodation, you can do it online. You also don’t have to go to the airline that you are considering, you can use your preferred tool to book and search eg. Expedia can be used to book my Qantas flight. I still provide my FF number and I still get my points. I can book hotels, cars, insurance. I have very limited interaction with anyone. I can check online what other people think e.g.. Trip advisor to make up my mind. If it’s a local flight I can load my own luggage and use my phone to scan at the entrance to the plane. – this is a digitized industry, and its still not finished. One could argue that the Travel industry is as high risk as the banking example, but one has made it work, the other hasn’t. Where does HR sit in this continuum – well its very close to the bank. We have basic front end stuff like ESS and MSS, but there is very little choice – we are still stuck in the “standardization” mode of thinking in order for HR to control its environment.
- HR can take a leaf from the Marketing function. The graphic show the key functions of Marketing and the typical tools that are available to provide services, Many of these tools are platform agnostic so allowing a person to use one product, but other to view, update etc in another format An example is eg. Call centre tools. You don’t call Optus support and hear a message that says you must first download their software before you can interact with it, or If you book an event, you don’t have to load the event management tool. HR has done some of this thinking in the recruitment tools for Eg. But it hasn’t applied the same thinking to internal HR processes and thinking to improve the process and usability. If you think about it, why cant I connect. So while HTML has become a good platform for access to lots of information, that is not the same think as using a interacting with data from a different platform. In HR’s case, I'm talking about accessing HR services and information from my preferred device and tool.
- These are the areas of HR – there are a lot of them as you can see- it shows the breadth that HR has to cover off in the field and its why sometimes that HR does not know where to focus – there is simply too much. However, if we look at al these elements we will see how so many of them are actually influenced by the 3 axis that we are looking at today. What this does tell us is that while we have a lot of opportunity to better uses thee tools to simply get greater and better automation, but not as we currently know it – we are thinking to transactionally right now, and the vendors are only now starting to realise that the future data that is going to be important to organisations is not only transactional data, but will be data derived from other media such as video and pictures. This is called non-SQL database
- Social media is not the right word – it implies more a sharing of information like a newspaper or radio. Social as we are seeing is far greater than that, it is a way of operating and the tools and apps that we see emerging are enabling people to execute personal and business decision, communicate, get feedback, influence others, have visibility of important things, it is often an opt-in philosophy than a dictation. The second point builds on the first one, in that one of the key benefits of social tools and environments is understandiing to power of collective thinking and outputs. Initially many people are sceptical of how the crowd can work because it is often seen as a bunch of people who have got nothing better to do but contribute random thinking to a discussion. But this is a wrong assumption, as we are maturing in the social sphere, people are starting to see the value that can be obtained from doing this correctly. Take the example of open source software, that has been using the power of the crown for a lot longer that current social tools – they have learnt that by adding and improving the software, does not take away thinks like competitiveness. With open source, you can use the software for your own advantage, but you share the incremental changes you make for the benefit of the greater good and community. We are starting to see this emerging in products that support things like Social recruitment or Social goal setting (eg. Salesforce.com’s product Work.com (previously Ripple)) If you really want to derive the full benefits of Social tools, you have to reassess the concept of control. Social tools and leverage is not built on the same foundation as hierarchical organisational structure, which boxes control and flow of information. Social is the antithesis of this in so many ways. The concept of who talks, who makes decisions, what is said and what information is shared in not limited to the hierarchical flow. As an organisation you need to understand this if you are wanting to make the social environment work for you. There is a need for a leadership and management rethink. Eg. How will managers deal with employees sharing and getting other people across traditional boundaries to help achieve their goals. This is an influence game, not a command and control game.
- So what are the impacts for HR. There are many but if I try to summaries these into 5 they would be as follows: Employees have consumer expectations – particularly the younger generation who have grown up in am era that allows them to most tasks online Location base … these software examples are being used to do predictive analytics…. Being built into software. It’s not some trick, but is using different sources of data and analytics to help with decision making around the talent sphere. Short life content is an interesting way to share information but link it to a timeline for seeing it. This is similar to Snapchat that many of your kids may be using. The concept of self destructing information will become prevalent