SAP FORUM İSTANBUL 2016 - İNSAN KAYNAKLARININ GELECEĞİ ÜZERİNE

Description
SAP SuccessFactors EMEA Başkan Yardımcısı Tim Ringo, 25 yılı aşan çalışma hayatı boyunca global danışmanlık firmalarında insan kaynakları yönetimi üzerine danışmanlık ve yöneticilik yaptıktan sonra 2014’te SAP SuccessFactors’e katıldı. İK dönüşümü, öğrenme/eğitim ve sosyal teknolojileri odağında tutan Tim Ringo, geleceğin insan kaynakları süreçlerinin ve teknolojilerinin bir portresini bizlerle paylaştıktan sonra öğrenme/ eğitim uygulamalarının bu kapsamdaki yerine değinecek.

Please download to get full document.

View again

of 25
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Information
Category:

Technology

Publish on:

Views: 0 | Pages: 25

Extension: PDF | Download: 0

Share
Transcript
  • 1. SAP FORUM İSTANBUL Reimagine Business for the Digital Economy İNSAN KAYNAKLARININ GELECEĞİ ÜZERİNE Konuşmacı Adı : Tim Ringo Firma Adı : SAP
  • 2. The Emerging HR Landscape Tim Ringo – Regional Vice President – Europe, Middle East and Africa October 2016
  • 3. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 3Internal • Drive: what motivated people in the 19th and 20th Century will not work in the 21st Century - intrinsic motivation (why work) balanced with extrinsic motivation (money) • Emerging Workforce: Six generations in work at once with rising ethnicity and significant feminisation of the workforce • Generation Y (and Z and ZZ): what do they want? New ways of working and learning; a purpose-led organisation and social responsibility • Employer Brand Loyalty: the “war for talent” is not what we think it is: a scarcity of the right skills and an abundance of different types of expertise and life experience • Machines take over: more intelligent software and computing will allow people to focus on more “value add” activities; machines cannot do (human) customer service! • Social: networking and collaboration: …. How to JAM • “Social employment”: governments incent/force private companies to hire young people and older people; relieve youth unemployment and the emerging pensions crises. • People insights: are as important as customer/marketing or financial information
  • 4. Change is in the air for HR Social Learning creating a new workforce dynamic Simplify & Standardize to increase HR flexibility and proactivity Just-in-Time Workforce pools of talent with >33% contingents “Persuasive” Analytics can you influence key decisions to create value?
  • 5. The public have an insatiable curiosity to know everything, except what is worth knowing. - Oscar Wilde Curiosity is a ‘passion for learning’. - Cicero Insatiable curiosity
  • 6. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 6Internal Future Learning Vision and Direction Improve delivery so Learning can be more Continuous Overhaul content so learning can create a path that is more Personal Engage all audiences with approaches that are more Collaborative Vision: Employee Driven, Self-Sustaining Learning Organizations Every employee is both a lifelong student and a teacher
  • 7. 46% more likely to be first to market 37% greater employee productivity 34% better response to customer needs 26% greater ability to deliver “quality products” 17% more likely to be market share leaders 58% more prepared to meet future demand Bersin & Associates, 2012 Organizations who embrace learning outperform their competition
  • 8. For employees, obsolescence is a bigger concern than layoffs 18% 19% 19% 27% 31% 35% 40%Position changing or becoming obsolete Not enough advancement opportunities Inadequate staffing Wage stagnation Technology changes Economic uncertainty Layoffs SuccessFactors An SAP Company
  • 9. Need to overhaul the economics of learning $1,772 $46b $1,195 Learning spend on external training expenses Average cost per learning hour created Direct expenditure per employee Source: ASTD, 2011 Study
  • 10. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 10Internal Not when … How we learn is evolving Where we go to learn is moving When we learn is no longer ‘9 to 5’ Who our employees & customers learn from changes What our businesses want: • better results & • more accountability
  • 11. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 11Internal 4% 90%The problem is not only a “lack of skills” in organizations it’s a historic problem of lack of investment, poor data quality and an underfunded HR analytics team – Bersin* Learning Management is not alone WORKFORCE BUDGETS, FINANCIAL RESULTS & EXPENSES *High-impact Talent Analytics: Building a World-class HR Measurement and Analytics Function. Bersin by Deloitte. 2013
  • 12. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 12Internal Revenue Minus: Cost of Goods Sold Gross Profit (or Margin) Minus: Operating Expenses Operating Income Minus: Interest, Extraordinary Items and Taxes (EBIT) Net Profit SG&A R & D What business wants to know is How learning management affects all element of their income statement
  • 13. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 13Internal Only five percent of L&D organizations we surveyed excel at using data to: 5% • Align with the business • Efficiently run the L&D function • Increase the effectiveness of learning methods Source: State of Learning Measurement, Bersin by Deloitte, 2015
  • 14. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 14Internal Data Analysis has already proven: In new sales personnel training course assessments • No correlation between course assessment scores and post training sales performance Revenue the same whether course was rated excellent or poor Ramp Time identical whether course was rated excellent or poor % improvement equal over personnel who did not attended the course whether they rated the course excellent or poor• But Positive correlation with Catering Cost and Venue Temperature SOURCE Jenny Dearborn, Chief Learning Officer, SAP, 2015.
  • 15. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 15Internal Quantifying the impact of salesforce training on sales revenue 58 110 148 202 223 250 179 263 318 403 482 601 142 197 249 307 407 530 121 153 170 201 259 351 0 100 200 300 400 500 600 700 <3 Months 3 - 6 Months 6 - 12 Months 12 - 24 Months 24 - 36 months 36+ Months Annual difference between All and No courses All Courses Some Courses No Courses AverageAnnualSales(Thousands) Employee Tenure Customer EXAMPLE
  • 16. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 16Internal Compliance and Business Risk worries business too • Are Compliance issues putting us at risk? • Do our workers have the right certifications to do their job? • Are they up to date with your industry and company compliance standards? • Are we facing fines or work down-time for non-compliance >1,000 Regulatory Changes per annum since 2011 Not counting Industry regulations Updates Source: SAP Localization
  • 17. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 17Internal Vision and direction Simplify the path to LMS analytics and insights adoption and prove results Relevant Deliver practical, clear recommendations about what should be done, not just data that has to be interpreted Predictive Provide more predictive information so your business information and communication, are forward looking Persuasive Making it easier for YOU to influence business decisions Real-time Powered by SAP HANA, faster access to deeper insight for greater agility and responsiveness
  • 18. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 18Internal Once we have insight – prediction and persuasion becomes possible Key areas where predictive/persuasive analytics impact Learning • Learner Knowledge, Behaviour, Experience & Profile modelling • How different assessment methods affect learning e.g. peer assessment • Early Warning signs providing remedial action for students not performing well Combined with other data: • Sales Performance • Goals and Development • Customer Advocacy • Future performance against other criteria e.g. Wastage reduction, Injury
  • 19. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 19Internal Headlines - Simplifies Complexity Personal, business focused executive communication Combining natural language with analytics and metrics for improved decision making, action and business impact – both broad and deep “The holy grail of analytics is to put analytics and metrics in the hands of business users” Holger Mueller, Constellation Research Group
  • 20. Learning in the Context of Effective Systems Any Learning Mode (Formal, Informal Self-Directed, Social) with Any Content HRIS Collaboration/Jam Learning Management System (LMS) Content Classroom and Virtual ILT eLearning Assessments / Exams Task Based OJT Certifications SMEExperiential OJT Knowledge ObjectsMentoring Collaboration SME Networking Beautiful, Engaging Learning Experience For Any Audience
  • 21. Copyright © 2015 Deloitte Development LLC. All rights reserved.22 Debunking 3 Myths of Learning Measurement Only five percent of L&D organizations we surveyed excel at using data to: 5% • Align with the business, • Efficiently run the L&D function • Increase the effectiveness of learning methods Source: State of Learning Measurement, Bersin by Deloitte, 2015
  • 22. Copyright © 2015 Deloitte Development LLC. All rights reserved.23 Debunking 3 Myths of Learning Measurement The biggest capability challenge to solid learning measurement is analytical skills 69% Percent of respondents who said they lacked analytical capabilities to ask the right questions and make connections with business results
  • 23. Copyright © 2015 Deloitte Development LLC. All rights reserved.24 Debunking 3 Myths of Learning Measurement Percent of L&D organizations surveyed that consider ROI as one of the most valuable measures of learning’s business impact. 60% Source: State of Learning Measurement, Bersin by Deloitte, 2015
  • 24. Copyright © 2015 Deloitte Development LLC. All rights reserved.25 Debunking 3 Myths of Learning Measurement • More support for learning among managers • Better relationships between L&D and business • Easier access to funding for L&D initiatives • Better use of the company’s learning resources • More responsive to shifting business needs • Better adaptation to the unique needs of diverse audiences • Enhance learner satisfaction • Improve ability of employees to meet business objectives • Satisfy CEO and CFO demands for accountability Research indicates that better measurement ties to better performance Alignment Efficiency Effectiveness Source: State of Learning Measurement, Bersin by Deloitte, 2015
  • 25. Copyright © 2015 Deloitte Development LLC. All rights reserved.26 Debunking 3 Myths of Learning Measurement Metrics are only as good as they are actionable Plug into the Org Consider how your data will be utilized and what systems it will be integrated into Communication Important to continuously communicate and incorporate feedback with those who are using the data you provide Data Visualization Presenting data in a visual and digestible form can help ensure that data is clearly communicated
  • Related Search
    We Need Your Support
    Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

    Thanks to everyone for your continued support.

    No, Thanks