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© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Invest In Next Generation Employee Development
Claire Schooley, Principal Analyst
April 19, 2017
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Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the mobile revolution
› Summary
4© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the mobile revolution
› Summary
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Integration Of Digital Tools Promotes Better Business Interaction
Digital
Social
collaboration
MobileAnalytics/
data
Cloud
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Procurement
Finance/accounting
Five Key Technology Pillars Are Reshaping The Future Of Business Apps
Source: Forrester’s “Digital Innovation Reshapes The Future Of Business Applications” report, September 2016
Digital Innovation Reshapes The Future Of Business Applications
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SaaS Adoption Benefits
Source: Forrester’s Business Technographics Global Software Survey, Q4 2016
Base: 1,350 business and technology decision-makers in organizations with 1,000 or more employees
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More Technology Innovation Opportunities
› Social collaboration platform
› Deep personalization via machine learning
› Voice-activated and cognitive interactions
› Robotic process automation
› Chatbots for case management
› Virtual reality learning and simulation
› Sentiment measurement
9© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the mobile revolution
› Summary
10© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the mobile revolution
› Summary
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Identifying Engaged Employees
› Are absorbed in and enthusiastic about their work
› See meaning in the work personally and organizationally
› Are willing to devote discretionary time to increase the company's
reputation with customers.
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› 85% of executives rank engagement as important or very important
› 34% of executives feel their organizations are “fully ready” to deal with
change issues
› 46% of executives report they are prepared to deal with the engagement
challenge
Source: Global Human Capital Trends 2016, Deloitte University Press http://www2.deloitte.com/us/en/pages/human-capital/articles/introduction-
human-capital-trends.html
Engagement Is A Top Priority For Organizations’ Executives
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Engaged Employees Stay Longer And Become Advocates Of The Company And Its Products
See Forrester’s “Use Digital Technologies To Improve Employee Engagement” report.
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Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the mobile revolution
› Summary
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Recruiting Has Changed Dramatically!
› Candidates approach a job search with a different frame of mind. No longer is
recruiting a one-way experience.
› The web provides broad-based access to job information.
› Social networks enable a new class of candidate — the passive one.
› Mobile devices allow faster and easier access to jobs.
› Recruiters become talent relationship managers and marketers.
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Mobile
responsive
Talent network
opt-in
Using Digital To Attract Talent
Source: Lockheed Martin website
Targeted content
paths
Candidate chat
Personalized
experience
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Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the mobile revolution
› Summary
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Employee Performance Is A Broken Process
› Periodic performance appraisals delay actionable feedback.
› Stack rankings run counter to teamwork and collaboration.
› Performance reviews are an unproductive time drain.
› Performance appraisals are too closely linked to salary adjustments.
› Performance appraisals are misaligned with what the business cares about.
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Organizations Move Away From Traditional Performance Appraisal Methods
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Next-Generation Performance Follows These Five Principles
Source: Transform Employee Performance For Continuous Engagement Forrester report
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Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the mobile revolution
› Summary
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Today’s Younger Workforce Learns In New Ways
Source: Updating Learning For The Next-Generation Workforce Forrester report
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Digital Curated Content Brings Together Existing Learning On A Topic
Curated learning is the process of searching for, finding, organizing, and publishing the best
internal (corporate) and external (consumer) content for employees.
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Micro-Learning Drivers
› Need to help employees learn things faster
› Availability of mobile devices allowing anytime, anywhere learning
› Ability to deliver learning daily without impacting time on the job.
BUT
› Choose content for micro-learning carefully
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Recalibrate Learning Approaches For The Modern Workforce
Source: Updating Learning For The Next-Generation Workforce Forrester report
30© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the Mobile Revolution
› Summary
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The Six Levers For Employee Engagement
Lever 5: Rewards and recognition
Lever 3: Employee communication Lever 6: Health and well-being
Lever 2: Coaching and performance
Lever 1: Engagement surveys Lever 4: Learning and careers
38© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Agenda
› Business and Technology Trends Affect the Workforce
› Strategic People Processes Are Changing
• Employee Engagement
• Recruiting
• Performance
• Learning
› Six Levers of Engagement
› Embrace the Mobile Revolution
39© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Mobile For Learning Has Been Slower To Catch On
Base: 161 HR and learning and development leaders across organizations in the US and Canada
Source: A commissioned study conducted by Forrester Consulting on behalf of Adobe, December 2016
“As a leader in your organization, which of the following best describes the use of mobile for learning?”
7%
9%
10%
12%
17%
17%
28%
I question the effectiveness of mobile
learning for long-term retention
I have reservations about mobile as a learning method
Learning via mobile is not as effective
as other forms of learning
In our company, learning is thought of as courses, and
this longer content is not appropriate for mobile
We need mobile learning because our employees are
on the go and need access to learning
Mobile is an effective way for some kinds of learning,
like short (3- to 5-min.) learning
Mobile learning is a valued and effective way of learning, and
I wish we had more content developed for mobile learning
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Online Learning Is Gaining Ground Quickly
Base: 161 HR and learning and development leaders across organizations in the US and Canada
Source: A commissioned study conducted by Forrester Consulting on behalf of Adobe, December 2016
“What are the learning approaches used by your company?”Mean (%)
35%
38%
38%
42%
47%
50%
Videos
Virtual classroom (online synchronous learning)
Informal online learning (social learning, online
mentoring, interactions with experts)
Self-paced eLearning
On-the-job learning
Face-to-face classroom instruction
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Millennials Are Not The Only Workers Using Mobile
- Digital learning leader, large global conglomerate
“We find from our research that those in their 40s and 50s care about
mobile too. eLearning on mobile is not merely a Millennial thing; it’s
about maximizing employee performance. We use it to fit learning into
daily schedules of employees — for people to learn whenever they can,
however they can.”
Base: 161 HR and learning and development leaders across organizations in the US and CanadaSource: A commissioned study conducted by Forrester Consulting on behalf of Adobe, December 2016
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Flexibility Is The Leading Mobile Leading Benefit
Base: 161 HR and learning and development leaders across organizations in the US and Canada
Source: A commissioned study conducted by Forrester Consulting on behalf of Adobe, December 2016
“What are the benefits of mobile learning?”
(Percentage)
32%
40%
42%
43%
45%
47%
53%
Mobile’s short microlearning content reflects the
way employees learn today
Higher learner engagement rates with multimedia on mobile
Quick learning that is often just in time for a business need
Provides multimedia content and delivery options
Makes learning more widely available and accessible
Easy way to repurpose and share new content
Flexibility of learning from any location at any time
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More Learning Will Be Mobile-Enabled In The Future
“What are your future plans for mobile learning?”(Select one)
4%
4%
20%
20%
23%
29%
We have no plans for mobile learning
I do not know
Where possible, all new learning will be mobile enabled;
a lot of older learning will be repurposed for mobile
We will focus on developing a mobile learning strategy
Where possible, all new learning will be mobile enabled; older
learning will remain accessible through desktop or laptop
We will develop some content for mobile
Base: 161 HR and learning and development leaders across organizations in the US and Canada
Source: A commissioned study conducted by Forrester Consulting on behalf of Adobe, December 2016
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We Are Redefining Learning With Multiple Approaches
Base: 161 HR and learning and development leaders across organizations in the US and CanadaSource: A commissioned study conducted by Forrester Consulting on behalf of Adobe, December 2016
“We need to reframe people’s thinking about learning. People keep a
very traditional view; even though they are doing more bite-sized
learning, they don’t realize it is learning. . .”
- Global lead for learning and development, large global insurance provider
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Tools, Skilled Developers, And Marketing Challenge Mobile Learning
Base: 161 HR and learning and development leaders across organizations in the US and Canada
Source: A commissioned study conducted by Forrester Consulting on behalf of Adobe, December 2016
“What are the biggest challenges in developing online content for a mobile device?”
(Percentage)
33%
36%
38%
41%
50%
Reworking existing eLearning content for mobile platforms
Getting buy-in from learning and development
leadership to use mobile for learning
Skilling up instructional designers who do not have
the skill set to develop mobile content
Marketing mobile learning to employees who are used to classroom
or traditional eLearning courses for their development
Selecting good full-featured tools for mobile authoring
that an instructional designer can use easily
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What Organizations Need To Do Differently In The Future
1. Reactively recruit when jobs open.
2. Retroactively review performance.
3. Periodically measure employee satisfaction.
4. Administer merit increases.
5. Provide online “employee self-service.”
6. Deliver structured and standardized learning
resources.
7. Report on historical workforce metrics and costs.
1. Become a talent destination.
2. Continuously align performance with business
outcomes.
3. Drive employee engagement.
4. Motivate people with bonuses, rewards, and
recognition.
5. Deliver a digital experience to employees.
6. Enable the modern workforce with just-in-time
learning.
7. Predictively plan and analyze your changing
workforce.
People and talent 2020Traditional Approach
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Thank you© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Claire Schooley
+1 510-653-8796