Driving Talent and Strategic Transformation through HR Technology

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How can HR technology impact your organisation and how can this cultural impact be managed? During this session Nelly will discuss the important role that HR plays in driving the performance of talent within the business. You will develop an understanding of how to identify skill shortages within your talent pool as well as finding and developing the future talent the organisation requires. Join this session to understand where to start with HR technology and how it can help you develop talent and bring transformational change. You will learn how to find and nurture new talent into the business and how data is important in driving your decisions. Nelly Boustany, HR Director, SAP Middle East and Africa

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<ul><li> 1. 2014 SAP AG or an SAP affiliate company. All rights reserved. 1 Nelly Boustany HR Director SAP MENA Driving Talent and Strategic Transformation through HR technology </li></ul> <p> 2. The 2020 Workforce Building a strategic workforce for the future Key themes and analysis overview August 2014 3. A global, cross-functional, multi-generational program Over 5,400 executives and employees surveyed across 27 countries 4. Key themes The New Face of Work The Millennial Misunderstanding What Matters Most at Work The Leadership Cliff Bridging the Skills Gap: The Learning Mandate 5. The New Face of Work 6. The 2020 Workforce will be increasingly flexible 46%46% Employee technology 44%44% 38%38% Compensation Increased investment in training Investments in HR technology41%41% 83% of executives say their firm is increasingly using contingent, intermittent, or consultant employees. Executives say these changes are needed 7. HR works with the C-suite, but does not drive strategy Workforce issues are an afterthought in business planning. Workforce issues drive strategy at the board level. HR is not consulted at all about business planning. 52%52% 26%26% 24%24%28%28% 31%31% HR advises C- suite executives, but does not have a voice in decision- making. HR works with C-suite executives to make strategic decisions about the business. Executives say 8. A lack of metrics and tools holds HR back they have ample data about the workforce. they use quantifiable metrics and benchmarking as part of workforce development strategy. 39% 38% they know how to extract meaningful insights from the data available to them. 42% Executives say 9. Country Facts: Saudi Arabia 10. Country Facts: UAE 11. A Millennial Misunderstanding 12. Concern about Millennials entering the workforce, yet few plans for them 46% 48% 43% 43% 43% 56% 64% 41% 42% 42% 43% 45% 55% 68% 0% 15% 30% 45% 60% 75% Flexible work location Retirement plans Benefit plans for employees families Vacation time Supplemental training programs to develop new skills Bonuses and merit-based rewards Competitive compensation Millenials Non-Millenials What is most important to your job satisfaction? What is most important to your job satisfaction? 13. Millennials do need to be managed differently in terms of feedback and development Millennials expect feedback 50% more often than their peers 14. Country Facts: Saudi Arabia 15. Country Facts: UAE 16. What Matters Most at Work 17. When it comes to satisfied employees, compensation matters a lot 23% 31% 49% 26% 34% 55% 26% 63% 39% 42% 42% 43% 43% 44% 44% 45% 55% 66% 0% 15% 30% 45% 60% 75% Education Flexible schedule Benefit plans for employees families Vacation time Flexible working location Supplemental training programs for individuals Retirement plans Bonuses and merit-based rewards Competitive compensation What employees value What employers say they offer 18. Country Facts: Saudi Arabia 19. Country Facts: UAE 20. The Leadership Cliff 21. Gaps in leadership capabilities spell trouble for future growth Executives say 34% 44% 47% 51% 52% 0% 15% 30% 45% 60% Our leaders are prepared to lead a diverse workforce. Our leaders are able to drive and effectively manage change. Our leaders are prepared to lead a global workforce. Our leaders know how to inspire and empower employees. Our leadership has the skills to effectively manage talent. 22. Country Facts: Saudi Arabia 23. Country Facts: UAE 24. Bridging the Skills Gap: The Learning Mandate 25. For employees, obsolescence is a bigger concern than layoffs 50%50% say the skills they have now will be whats needed in 3 years. say their company is able to give them the training they need. 34%34% Employees say they are concerned with 9% 18% 19% 19% 27% 31% 35% 40% 0% 10% 20% 30% 40% 50% Educational and training opportunities Layoffs Economic uncertainty Technological change Wage stagnation Inadequate staffing levels Not enough opportunities for advancement Position changing or becoming obsolete 26. Technology skills development will continue to lag Firms do not invest enough in identifying and developing talent within their organizations and struggle to develop a learning culture within their organization 27. Country Facts: Saudi Arabia 28. Country Facts: UAE 29. Technology skills development will continue to lag Firms do not invest enough in identifying and developing talent within their organizations and struggle to develop a learning culture within their organization Companies need to provide employees with a path and help them develop the key skills that will take the company forward 30. So what does this mean for HR? 31. 2014 SAP AG or an SAP affiliate company. All rights reserved. 31 Change is in the air for HR Five generations and impact of millennials create new workforce dynamic Simplify and standardize to increase HR flexibility Talent management still a top 3 CEO priority Just-in-time workforce pools of talent with &gt;33% contingents 32. 2014 SAP AG or an SAP affiliate company. All rights reserved. 32 To execute successfully at todays rapid business pace, rethinking HR strategies is a must Accurate and global workforce data: How to plan and measure Ever-changing legal requirements: How to stay compliant Expansion into new markets: How to find the right talent Multi-generational, globally diverse workforce: How to engage them 33. 2014 SAP AG or an SAP affiliate company. All rights reserved. 33 Technology plays a key role But must change also Business Strategies Business Outcomes HR Systems/Technology From Process Automation to Employee Engagement 34. 2014 SAP AG or an SAP affiliate company. All rights reserved. 34 Driving Business Execution through Integrated Talent Management Unique combination of 5 key HR enablers to help maximize employee engagement Business Strategies Business Outcomes Compelling &amp; Modern User Experience Talent &amp; Core HR Applications State of the Art Technology Content Workforce Analytics 35. 2014 SAP AG or an SAP affiliate company. All rights reserved. 35 Integrated Talent Management Maximizing engagement across all HR stakeholders Business Strategies Business Outcomes Human Resources We have high quality and global employee data to help managers and executives Employees I have access to information to manage my team and my career Executives I have metrics / KPIs to plan, measure, and predict 36. 2014 SAP AG or an SAP affiliate company. All rights reserved. 36 SAP Growth in MENA Succession &amp; Development CompensationPerformance &amp; Goals Learning Recruiting and Onboarding Talent Mix &amp; Diversity Sourcing Strategy &amp; Channels Employer Branding Structured On- boarding Social learning Collaboration platform Push/Pull training Skills Gap Alignment to Strategy Driving company culture Performance /Potential Calibration Employee Engagement Feedback culture Competitive compensation structure Pay for performance Budget control and governance Talent Management Review and Succession Leadership DNA People Development Triple Career path HR Policies, HR Analytics, HR Technology 37. 2014 SAP AG or an SAP affiliate company. All rights reserved. 37 Technology plays a key role Transforming business strategies into business outcomes Business Outcomes Top line growth Revenue per employee Profit Shareholder value Customer loyalty HR Execution Retention Efficiency Compliance Insight Alignment Compensation and Rewards Diversity Leadership Development Talent Pipeline Business Strategies Organic Growth M&amp;A Customer Intimacy Global Expansion Renewal 38. 2014 SAP AG or an SAP affiliate company. All rights reserved. 38 SuccessFactors https://www.youtube.com/watch?v=BVrqCbYn GvY&amp;index=7&amp;list=PL519684D7FAAFE8EF 39. 2014 SAP AG or an SAP affiliate company. All rights reserved. Thank you Contact information: Nelly Boustany Elios Chahla Sohiyb Sakaji HR Director HCM Presales HCM Solution Sales SAP MENA SAP MENA SAP MENA Nelly.boustany@sap.com elios.Chahla@sap.com Sojiyb.sakaji@sap.com </p>

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