ibm smarter workforce journey

© 2013 IBM Corporation

IBM Smarter Workforce A Jornada

Flávio Mendes

IBM Latin America


IBM Smarter Workforce

2

Link para o video (http://www.youtube.com/watch?v=oUTfOuRd0OY )

http://www.youtube.com/watch?v=oUTfOuRd0OY

http://www.youtube.com/watch?v=oUTfOuRd0OY



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Parte 1 – Onde estamos?



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Com o e-business, o uso da internet passou por uma

transformação fundamental que mudou para sempre a

forma como conduzimos os negócios

A evolução das mídias sociais muda a maneira como as

pessoas interagem e cria novas relações que

alavancam as redes sociais

Líderes de todos os segmentos de mercado tem fomentado

a abordagem de social business para diferenciar seus

negócios e criar vantagem competitiva

Integrar essas redes sociais em crescimento em

processos de negócios cria novas oportunidades que

promovem vantagem competitiva



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A quinta era de TI:

Social Business

Anos 60

O Mainframe

Anos 70

Mini

Computadores

Anos 80

Computadores

Pessoais

Anos 90

Redes Locais

2000

Redes Sociais

Computação em Nuvem

Mobilidade

Big Data



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“Muitas empresas estão morrendo

não porque façam coisas erradas,

mas porque elas continuam

fazendo a coisa certa

por um tempo longo demais”

Prof. Yves Doz, do Insead, França

não porque façam coisas erradas



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Balança em exibição na IBM

Palisades Executive

Conference Center

O IBM Watson, um sistema

computacional que utiliza poderosos

recursos para análise de perguntas e

respostas em linguagem natural



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Link para o video (http://www.youtube.com/watch?v=5YGc4zOqozo)

http://www.youtube.com/watch?v=5YGc4zOqozo



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• The YouTube video was posted on July 6, 2009. The video garnered over half a million hits by July 9, million by mid-August 2009, and 10 million by February 2011.

• Rob Bradford, United's managing director of customer solutions, telephoned Carroll to apologize for the foul-up and to ask if the carrier could use the video internally for training. United mentioned it hoped to learn from the incident, and to change its customer service policy as a result of the incident.

• Bob Taylor, owner of Taylor Guitars, immediately offered Carroll two guitars and other props for his second video.The song hit number one on the iTunes Music Store the week following its release.

• Since the incident, Carroll has been in great demand as a speaker on customer service. On one of his trips as a speaker, United Airlines lost his luggage.

• In December 2009, Time magazine named "United Breaks Guitars" No. 7 on its list of the Top 10 Viral Videos of 2009.

• In January 2012, Carroll and "United Breaks Guitars" were featured in the CBC/CNBC documentary Customer (Dis)Service.

• In May 2012, Carroll published a book, United Breaks Guitars: The Power of One Voice in the Age of Social Media, detailing his experiences.

• In January 2013, the success of Carroll's online protest was used by the German television and news service Tagesschau to exemplify a new kind of threat facing corporations in the internet age.

• Stock price effect: Within 4 days of the video being posted online, United Airline's stock price fell 10%, costing stockholders about $180 million in value.

• However, other analysts have questioned whether this price drop can be directly linked to the video; they note that some other airlines (American, Continental, Delta, and Southwest) also had drops in their stock price on that date, and that United stock had been on a roller coaster all that quarter, including some days with drops greater than 10% in value. Additionally, since the video was posted on July 6, the cumulative stock price drop was only 2% (from 3.34 to 3.26). According to UAL's stock prices, the stock started the year at $11.87, but dropped to a low of $3.94 on March 6. On July 2, UAL traded at $3.31 and $4.12 on July 31, growing by 24% for the month. It traded $12.91 by Dec 31, 2009, up 390% since July 2.

http://en.wikipedia.org/wiki/Bob_Taylor_(luthier)

http://en.wikipedia.org/wiki/Bob_Taylor_(luthier)

http://en.wikipedia.org/wiki/Taylor_Guitars

http://en.wikipedia.org/wiki/Time_(magazine)

http://en.wikipedia.org/wiki/Customer_(Dis)Service

http://en.wikipedia.org/wiki/Tagesschau_(Germany)

http://en.wikipedia.org/wiki/American_airlines

http://en.wikipedia.org/wiki/Continental_airlines

http://en.wikipedia.org/wiki/Delta_airlines

http://en.wikipedia.org/wiki/Southwest_airlines

http://en.wikipedia.org/wiki/Roller_coaster

http://en.wikipedia.org/wiki/United_Airlines

http://www.google.com/finance?client=ob&q=NYSE:UAL%7Chistorical

http://www.google.com/finance?client=ob&q=NYSE:UAL%7Chistorical



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Link para o video (http://www.youtube.com/watch?v=oc_ZhdAJyOE)

http://www.youtube.com/watch?v=oc_ZhdAJyOE



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Parte 2 – IBM CHRO Study



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IBM CHRO Study – 707 Executivos entrevistados



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Os resultados obtidos hoje ainda refletem a crise global de 2008

Mas já vemos claramente sinais de crescimento

Na prática, empresas necessitam voltar investimentos em Capital Humano



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Mercados emergentes x Mercados maduros



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Mercados emergentes x Mercados maduros


IBM Institute for Business Value

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Parte 3 – Novas forças

Novo ambiente de trabalho

Novo modelo de trabalho



Thomas Watson, Jr. Former CEO of IBM

Acredito que a diferença entre o sucesso e o fracasso de uma empresa pode freqüentemente ser atribuída à questão de até que ponto a organização aproveita bem a energia e o talento de seu pessoal.

“

”

”



Na IBM sempre trabalhamos para criar

soluções para grandes problemas.

Neste sentido, o que poderia ser maior

do que ajudar as empresas a

reinventar a forma como trabalham?



Passado Presente

Futuro

Sustento Sustento

+ Realização

Sustento +

Realização +

Identificação

O que “trabalho” significa para cada indivíduo?

A necessidade de sobreviver e prover as demandas básicas de

sua família

A percepção de que o trabalho

pode proporcionar dignidade e status

Quando se busca uma identificação com a missão da empresa, com seus valores e

objetivos de vida

E toda esta complexidade está colocando maior pressão sobre as empresas para envolver seus funcionários.



A gestão do “trabalho” mudou

O modelo de gerenciamento se baseava em hierarquia, em

um modelo top-down

Atualmente está relacionado com a capacidade de utilizar a inteligência coletiva

PASSADO

FUTURO



Quais fatores estão

motivando esta

mudança no trabalho?



1.Uso crescente de tecnologias e conceitos Sociais no ambiente de trabalho

Estamos nos conectando cada vez mais rapidamente e de diferentes formas.

Aumento da Produtividade 12%

Source:

To

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up

To

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Bo

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Up



2. O surgimento do big data e de analytics

Decisões eram tomadas com base em uma quantidade limitada de informações, muitas vezes com erro, e em feelings Atualmente, utilizam insights extraídos de exabytes de informações produzidas pelos funcionários diariamente

É uma tremenda vantagem competitiva

63% Source:

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3. O surgimento de tecnologias móveis Atualmente, quase 75% da população global tem um dispositivo móvel. A Informação está disponível e é facilmente acessada a qualquer hora, em qualquer lugar.

Tem um dispositivo móvel

75% Source:

To

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n

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ttom

up

To

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ttom

Up



4. O surgimento do funcionário independente Mais pessoas estão trabalhando por conta própria e, como o capital humano torna-se a principal fonte de valor econômico sustentado, os empregadores estão a procura de melhores formas de parceria com estes trabalhadores independentes e não-tradicionais.

Consideram-se “no collar employees”, e não white or blue collar.

30% Source:

To

p D

ow

n

Bo

ttom

up

To

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Bo

ttom

Up



Todas essas dinâmicas entrelaçadas exigem um

novo ponto de vista

SOCIAL

BUSINESS

BIG DATA

&

ANALYTICS

Trabalhador

independente

Tecnologias

móveis



Se pudermos unir o poder do

Big Data e Analytics

com conhecimento e comportamento humano

e com soluções de força de trabalho,

juntamente com tecnologias sociais e móveis, podemos fazer com que empregados e

empregadores produzam um trabalho mais significativo e valioso para impulsionar os

negócios.

A isto chamamos

Smarter Workforce



Quando o trabalho

é “reinventado”…



• serão melhor educadas com relação a suas carreiras e habilidades

• terão acesso a ferramentas para se conectar, organizar e colaborar socialmente

• terão melhor conhecimento sobre as diferentes culturas organizacionais e saberão navegar de forma muito mais efetiva

• desenvolverão habilidades de liderança para liderar em organizações flat

• delegarão decisões em tempo real para uma organização mais ágil

• definirão trabalho em função de talentos e não a partir de cargos ou posições

As pessoas…



• se tornarão especialistas em usar analytics para encontrar a pessoa correta

• terão capacidade de localizar e utilizar habilidades rapidamente e em um ambiente virtual

• reconhecerão e recompensarão funcionários continuamente utilizando ferramentas sociais

• ajudarão funcionários a aprender de forma contínua e socialmente

• utilizarão dispositivos móveis como principal ferramenta de trabalho

• pensarão na Rede Social como a supply chain do século XXI

• serão capazes de prever performance, comprometimento e resultados de negócio

• utilizarão o conhecimento coletivo da empresa para gerar valor para os principais acionistas

Empregadores…



Parte 4 – Na prática...

O case IBM



2013+

Na IBM, assistimos a transformação da Intranet em uma

Intranet Social

Consumo Participação



Números – Uso de Ferramentas Sociais na IBM



Para a IBM, ser um social business significa desenvolver a próxima geração de líderes criativos

Objetivo: Melhorar a liderança

Campaign: IBM Leadership self-driven networks

Comunidade dos Líderes

• Crescimento rápido = mais de 1.200 membros compartilham informação, colaboram e se conectam para discutir o tema do que é ser um líder na IBM

• Insights para inovação e crescimento

Social Business in Action

http://www.youtube.com/watch?v=YZA20c47fA8



Para a IBM, ser um social business significa usar Recrutamento Social para atrair talentos

Goal: Attract top and diverse talent to IBM

Campaign: Multiple collaborative platforms to target different sources of talent

Recrutamento Social


• Estudantes universitários: atraidos pela ibm.com Comunidades, Facebook, Twitter, LinkedIn e YouTube

• Profissionais experientes: alcançados por sites sociais

• Potenciais estagiários e colaboradores: LinkedIn, Facebook, Twitter, YouTube e outros sites sociais




Para a IBM, ser um social business significa usar “social learning” para desenvolver habilidades, colaborar

e inovar

Objetivo: Desenvolver continuamente a força de trabalho

Campaign: Multiple collaborative platforms to support employee learning

Aprendizado Social


• Informal Learning Exchange (ILX): identify, harvest, and share dispersed informal learning content

• W3 Communities: accelerate skills development, build expertise, collaborate, innovate

• Virtual Social Worlds: 3D immersive technologies create highly interactive on-line experiences that engage the learner in an immediate and personal manner with content and peers.

• Accelerated Acquisition Onboarding - integrated and secure communities for acquisitions and new hires - accelerates time to performance, increases awareness and collaboration, enhances digital presence, and decreases attrition.




Para a IBM, ser um social business significa usar “social recognition” para destacar os melhores

contribuidores

Goal: Recognize the best and brightest

Campaign: Collaborative platform to recognize high performance

Reconhecimento Social


• Blue Thx allows IBMers send virtual thanks to colleague globally to recognize contributions, building professional reputation within the company




PRESENÇA

RELATIONSHIP

AND BRAND

CONTENT PRESENCE

Presence:

Being where the target

audience is.

• Social Networks

• Virtual fairs

• Recruitment Fairs

• Online interviews (with managers)

• Campus Party

Engagement:

Recommendation

• Cultural Contests

• Social Referral Tool

• Talent Community

Content:

Relevance and frequency

• Ei! Project

• Recruitment Videos

• Diversity Videos

• News

Relationship and Branding:

Talk to the Brand

• Testemonials

• IBM Career Exploration

http://www-03.ibm.com/marketing/br/smarterplanet/sports/

http://www.youtube.com/watch?v=EaalNEYTDV4

http://www.youtube.com/watch?v=TQF4nvC2rrM

http://engage.vevent.com/index.jsp?eid=1705&seid=664&code=www.ibm.com/employment/jobs/career_explorations.shtml

https://www.facebook.com/media/set/?set=a.10150457994167218.367293.91678647217&type=3



Social Channels Results – IBM Brasil Period: January 2012 – May – 2103

Twitter (link)

Facebook (link)

Google+ (link)

Linkedin (link)

Jobs at IBM Brazil (Grupo

Principal)

IBM – Vagas para

pessoas com deficiência

(Grupo PWD)

Youtube (link)

Youtube (link)

Talent Community / Social Referral:

http://ibm.referrals.selectminds.com

http://www.twitter.com/ibmbrasilvagas

http://www.facebook.com/IBMBrasilVagas

https://plus.google.com/101617983392878391332

http://www.linkedin.com/company/ibm/careers

http://www.twitter.com/ibmbrasilvagas

http://www.instagram.com/ibmbrasilvagas

http://ibm.referrals.selectminds.com/



Parte 5 – Na prática...

Exemplos



Creating a smarter workforce

with a voice in innovation Cemex redefined their product development process through

a new collaborative initiative called “Shift”

A social business transforms product and service innovation through global collaboration

1/3 reduction time

of new product

development

Getting our people to think and work in a different way is much more than just about technology, it also involves a bit of psychology,

but without the simple and intuitive platform like Connections we would not be on our current path to success and sustainable change.



Creating a smarter workforce

AMC hired the right sales people to work theater concession

stands, generating millions of dollars of incremental income

1.2% increase in profit per

customer yields

millions in net income

Kenexa “fit” strategy matched the right people to the right jobs, resulting in 11 percent lower employee turnover rates.



Flávio Mendes IBM Latin America Portal and Social Business Tiger Team Leader

Rio de Janeiro - Brasil

Tel 55 21 9999-9559

Email: [email protected]

Blog: fgfmendes.blogspot.com

[email protected]

@fmendes

fgfmendes.blogspot.com

mailto:[email protected]



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