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Architecting the Future Digital Workplace to Create the Best Employee Experience

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Dave Millner
Dave Millner

The document discusses how organizations can architect the future digital workplace to create the best employee experience. It argues that digital transformation requires not just new technologies but new ways of working that empower employees. To maximize digital change, organizations need new capabilities like predictive analytics, personalized change experiences, and data-driven decision making. The best companies will create an employee experience focused on belonging, purpose, achievement and happiness through aligned talent practices, personalized experiences, meaningful jobs, and trust in leadership.

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Architecting the Future Digital Workplace to Create the Best Employee Experience Dave Millner, Executive Consulting Partner & HR Futurist, Watson Talent & IBM Kenexa March 2018
2 THE DIGITAL CONTEXT FRAMEWORK FOR DIGITAL CHANGE NEW CAPABILITIES TO MAXIMIZE DIGITAL CHANGE CREATING A DIGITAL EMPLOYEE EXPERIENCE THAT IS BEST IN CLASS KEY LEARNINGS WE’RE ALL TALKING ABOUT THE SAME THING – IMPROVING THE EXPERIENCE @WORK OF EMPLOYEES
3 The world will never be this slow again BUSINESS DISRUPTION TALENT DISRUPTION EXPERIENCE DISRUPTION THE DIGITAL CONTEXT
REINVENTING TECHNOLOGIES “DIGITAL TRANSFORMATION” REDESIGNING ORGANIZATIONAL STRUCTURES “NEW BUSINESS MODELS” RESHAPING JOBS “NEW SKILL DEMANDS” REIMAGINING THE WORKPLACE “MAKING WORK PERSONAL” RESHAPE DISRUPTION & CHANGE “THE NEW NORMAL” RECONFIGURE INFORMATION “THE OVERWHELMED EMPLOYEE” RE-ASSESSING DATA & ANALYTICS “NEW DECISION MAKING MODELS” VUCAR WORLD OF WORK
“We can't control our employees, but we can control the work conditions” IT’S ABOUT CREATING AN EMPLOYEE EXPERIENCE THAT IS FIT FOR THE FUTURE Relationships The Work Workplace AI, Automation & Rapid Digital Technology, Unscripted Work and Jobs, Agility 2.0 Every Employee Will Have an ROI Ambidextrous Organizational Strategies Empowering Digital Technology Reimagined Workspaces Locationless, High Involvement Networked Teams and Communities, Workforce of One New Leadership Practices Reimagining the Workplace
“If you put 20 executives in a room and ask them to define “digital” you are guaranteed to get 20 different answers” Anand Eswaran, Corporate VP Microsoft Services & Digital 6 FRAMEWORK FOR DIGITAL CHANGE
Research tells us that mastering the art of change in a digital world is now a critical competitive advantage 7 Digital is not just about technology; it’s more about a new way of working: • That is an integral part of corporate strategy • That starts with a change in mind-set • That is not just about technology but about new ways of operating that enable a better customer and employee experience • That embraces all the technologies that employees use to get their work done • That enables the organization and its’ employees to deliver more efficiently and with more value than ever before
8 CULTURAL PEOPLE & CAPABLITY PROCESS & STRUCTURES • Culture Shift • Mind-set Change • Leadership Capability • Change Champions • New Workforce Capabilities • Change Process • Stakeholder Commitment • Innovation • Aligned Organizational Design • Job Re-design • Problem Resolution The Digital Journey Promoting Change From the Inside Out
9 The Digital Journey The Traditional Change Curve No Longer Applies to Most Transformational Journeys Employee Focused AcceleratedAgile & Evolving Driven by Data & Analytics PERSONALIZED CHANGE • High involvement approach • Exploit the power of organizational communities • Utilizing technology to create a personalized change experience PREDICTIVE ANALYTICS • Make organizational decisions based on data by industry, geography and transformational complexity • Use team and individual data to shape change initiatives RESPONSIVENESS • Track levels of momentum, employee sentiment and business outcomes in real-time • Respond quickly to workforce feedback and insights BEHAVIORAL INSIGHTS • Workforce: Energize, guide and reinforce desired behaviors via impactful, simple, and viral change initiatives • Leaders: Role model new behavioral demands LIVING ROADMAP • Iterate the Change Roadmap based upon real-time analytics. • Prioritize change initiatives via data- driven insights INNOVATION • Innovation driven by workforce involvement and techniques to identify solutions that can be accelerated into practice.
10 NEW CAPABILITIES TO MAXIMIZE DIGITAL CHANGE “The organizations of the future are Talent Centric and AI Powered”
9% of HR Functions are “Digital Ready” 69% of CEO’s feel it is harder to gain and keep trust in an increasingly digital world Sources: (l-r) Bersin by Deloitte, PWC Digital IQ, Korn Ferry is added to Gross Domestic Product (GDP) for every US dollar invested in human capital$11.39
CHANGING EXPECTATIONS OF EMPLOYEES • Constant learning demands. • Empowerment and re-framing accountability for performance and improvement. • Less career progression opportunities (loan out employees?) • No fixed job descriptions. NEW WORK PRACTICES • Impact of automation on processes and re-shaped roles. • Boundaryless teams, communities and collaboration. • Empowered teams drive improvement. • ROI focus in all jobs. NEW CAPABILITIES • Shift from Knowledge Worker to a Learning Worker. • Change responsiveness. • Technology orientated but still about people! Impact on the Workforce
13 2020 DIGITAL LEADERS CLARITY (Based on Strategy) EXPERIENCE BUILDER (Build a Great Place to Work) ENERGIZER (Take People With You) EXECUTION (Results Focus) • Synthesizer • Imagineer • Trust Builder • Talent Magnet • Navigator • Activator • Impact • Change Mobiliser • Performance Hunter Impact on Leaders
CREATING AN EMPLOYEE EXPERIENCE THAT IS BEST IN CLASS “It’s Time To Re-think HR Strategies & Systems That Were Designed For Another Era”
INDIVIDUAL • BELONGING: part of a team • PURPOSE: job that is important • ACHIEVEMENT: feeling of accomplishment • HAPPINESS: feel good about job • ENERGY: enthusiastic at work TALENT • Aligned Talent Practices to Maximize Everyone’s Potential and Capability • Personalized for Every Employee • Analytics That Drive New Insights • Career/Job Pathways ORGANIZATION • Design Meaningful Jobs & Work Structures • Organizational Trust • Empowerment & Voice • Leaders as Talent Magnets • Recognition, Feedback & Growth FUTURE WORKPLACE Employee Experience
16 16 Drive improvements in… Employee Experience Data, Analytics and Technology Will Underpin Personalized Employee Services and Experiences at Work “It doesn't’ matter what (HR tech) you buy, if it doesn't improve the employee experience” Josh Bersin
The IBM Employee Experience Recruit Retain Develop Grow Engage Deploy Serve IBM Glassboard Watson Candidate Assistant Watson Recruitment Quinn Onboarding Assistant Enterprise Social Pulse Proactive Retention CogniPay Your Learning Checkpoint ACE Feedback Tool Watson Career Coach CoachMe Blue Match IBM Expertise BringIt! Workday Ask Watson TravelBot Checkpoint Bob Benabot
Talent Acquisition Personalized Learning Job Finder Recruitment Onboarding Assistant ? Talent Development Content Collator Career Coach Employee Chatbots ACE Feedback Application HR Operations Analytics Talent Insights Robotics Process Automation + Virtual Agent for HR Cognitive Agent Assist
19 KEY LEARNINGS
What Got You Here, Won’t Get You There Transforming the Employee Experience Is Vital For Digital Transformation Demands to meet ever- changing talent and business needs Changing workforce demographics and job expectations Contingent workforce/ “Gig economy”
CREATE EXPERIENCES Employee experiences are as important as customer experiences Use analytics to understand employees insights better Focus on touchpoints where employee experience drives productivity etc. ENABLE THE WORKFORCE Constant rhythm of feedback/ insights to drive the “Internet of Engagement” Game changing approaches to employee input Personalized just in time learning Create an empowered workplace VALUE BASED HR HR has to shift from being a “cost centre” to being a “profit centre” Show real time insights/trends through talent & business based analytics Drive fact-based decisions for tangible value to the business. Tomorrow’s People Challenges HR Being at the Centre of the Digital Agenda
22 Accelerate the Path to Transforming the Employee Experience Design/know the jobs and skills of the future 1 6 Create a culture where data driven decisions are valued 5 Build smarter employee based technology platforms 4 Help employees grow skills and explore new opportunities 3 Listen to and involve your employees 2 Accurately assess and evaluate fit
23 Never Forget What Engages People at Work 15 million employees say……… FUTURE VISION RECOGNITION TRUST GROWTH & DEVELOPMENT COMMUNICATION SUPPORT & INCLUSION
24 Changing Mindsets; The Digital Shift Where Is Your Organization, Your Function and You? 02 CONVENTIONALIST Implementer of initiatives; focus on operational tasks 01 03 05 04 06 SUPPORTER Supports and contributes to the technology debate; partners with other departments SHAPER Actively promotes a culture that is conducive to digital technology PARTNER Owns and leads the talent dimension of any digital/ technology transformation strategyEXPERIMENTER Interested in technology and keen to experiment/”add value” PROVOCATEUR Creative disruptor and opinion leader in the digital agenda
Dave Millner, Executive Consulting Partner & HR Futurist, Watson Talent, IBM Kenexa dave.millner@uk.ibm.com Mobile: +44 (0) 7779 802830 Twitter: @HRCurator Sage People: Top 10 Global Influencer 2017 @Nodexl: No 1 Most Influential Person on Twitter for People Analytics, HR Analytics and Future of Work 2017 and 2018 Onalytica No 1 Twitter Brand: Future of Work 2017 Cake HR: Top 100 HR/People Analytics Influencer 2018 THE FUTURE OF WORK IS DIGITAL AND IT’S HERE NOW BUT DON’T FORGET THE HUMAN!

More Related Content

Architecting the Future Digital Workplace to Create the Best Employee Experience

  • 1. Architecting the Future Digital Workplace to Create the Best Employee Experience Dave Millner, Executive Consulting Partner & HR Futurist, Watson Talent & IBM Kenexa March 2018
  • 2. 2 THE DIGITAL CONTEXT FRAMEWORK FOR DIGITAL CHANGE NEW CAPABILITIES TO MAXIMIZE DIGITAL CHANGE CREATING A DIGITAL EMPLOYEE EXPERIENCE THAT IS BEST IN CLASS KEY LEARNINGS WE’RE ALL TALKING ABOUT THE SAME THING – IMPROVING THE EXPERIENCE @WORK OF EMPLOYEES
  • 3. 3 The world will never be this slow again BUSINESS DISRUPTION TALENT DISRUPTION EXPERIENCE DISRUPTION THE DIGITAL CONTEXT
  • 4. REINVENTING TECHNOLOGIES “DIGITAL TRANSFORMATION” REDESIGNING ORGANIZATIONAL STRUCTURES “NEW BUSINESS MODELS” RESHAPING JOBS “NEW SKILL DEMANDS” REIMAGINING THE WORKPLACE “MAKING WORK PERSONAL” RESHAPE DISRUPTION & CHANGE “THE NEW NORMAL” RECONFIGURE INFORMATION “THE OVERWHELMED EMPLOYEE” RE-ASSESSING DATA & ANALYTICS “NEW DECISION MAKING MODELS” VUCAR WORLD OF WORK
  • 5. “We can't control our employees, but we can control the work conditions” IT’S ABOUT CREATING AN EMPLOYEE EXPERIENCE THAT IS FIT FOR THE FUTURE Relationships The Work Workplace AI, Automation & Rapid Digital Technology, Unscripted Work and Jobs, Agility 2.0 Every Employee Will Have an ROI Ambidextrous Organizational Strategies Empowering Digital Technology Reimagined Workspaces Locationless, High Involvement Networked Teams and Communities, Workforce of One New Leadership Practices Reimagining the Workplace
  • 6. “If you put 20 executives in a room and ask them to define “digital” you are guaranteed to get 20 different answers” Anand Eswaran, Corporate VP Microsoft Services & Digital 6 FRAMEWORK FOR DIGITAL CHANGE
  • 7. Research tells us that mastering the art of change in a digital world is now a critical competitive advantage 7 Digital is not just about technology; it’s more about a new way of working: • That is an integral part of corporate strategy • That starts with a change in mind-set • That is not just about technology but about new ways of operating that enable a better customer and employee experience • That embraces all the technologies that employees use to get their work done • That enables the organization and its’ employees to deliver more efficiently and with more value than ever before
  • 8. 8 CULTURAL PEOPLE & CAPABLITY PROCESS & STRUCTURES • Culture Shift • Mind-set Change • Leadership Capability • Change Champions • New Workforce Capabilities • Change Process • Stakeholder Commitment • Innovation • Aligned Organizational Design • Job Re-design • Problem Resolution The Digital Journey Promoting Change From the Inside Out
  • 9. 9 The Digital Journey The Traditional Change Curve No Longer Applies to Most Transformational Journeys Employee Focused AcceleratedAgile & Evolving Driven by Data & Analytics PERSONALIZED CHANGE • High involvement approach • Exploit the power of organizational communities • Utilizing technology to create a personalized change experience PREDICTIVE ANALYTICS • Make organizational decisions based on data by industry, geography and transformational complexity • Use team and individual data to shape change initiatives RESPONSIVENESS • Track levels of momentum, employee sentiment and business outcomes in real-time • Respond quickly to workforce feedback and insights BEHAVIORAL INSIGHTS • Workforce: Energize, guide and reinforce desired behaviors via impactful, simple, and viral change initiatives • Leaders: Role model new behavioral demands LIVING ROADMAP • Iterate the Change Roadmap based upon real-time analytics. • Prioritize change initiatives via data- driven insights INNOVATION • Innovation driven by workforce involvement and techniques to identify solutions that can be accelerated into practice.
  • 10. 10 NEW CAPABILITIES TO MAXIMIZE DIGITAL CHANGE “The organizations of the future are Talent Centric and AI Powered”
  • 11. 9% of HR Functions are “Digital Ready” 69% of CEO’s feel it is harder to gain and keep trust in an increasingly digital world Sources: (l-r) Bersin by Deloitte, PWC Digital IQ, Korn Ferry is added to Gross Domestic Product (GDP) for every US dollar invested in human capital$11.39
  • 12. CHANGING EXPECTATIONS OF EMPLOYEES • Constant learning demands. • Empowerment and re-framing accountability for performance and improvement. • Less career progression opportunities (loan out employees?) • No fixed job descriptions. NEW WORK PRACTICES • Impact of automation on processes and re-shaped roles. • Boundaryless teams, communities and collaboration. • Empowered teams drive improvement. • ROI focus in all jobs. NEW CAPABILITIES • Shift from Knowledge Worker to a Learning Worker. • Change responsiveness. • Technology orientated but still about people! Impact on the Workforce
  • 13. 13 2020 DIGITAL LEADERS CLARITY (Based on Strategy) EXPERIENCE BUILDER (Build a Great Place to Work) ENERGIZER (Take People With You) EXECUTION (Results Focus) • Synthesizer • Imagineer • Trust Builder • Talent Magnet • Navigator • Activator • Impact • Change Mobiliser • Performance Hunter Impact on Leaders
  • 14. CREATING AN EMPLOYEE EXPERIENCE THAT IS BEST IN CLASS “It’s Time To Re-think HR Strategies & Systems That Were Designed For Another Era”
  • 15. INDIVIDUAL • BELONGING: part of a team • PURPOSE: job that is important • ACHIEVEMENT: feeling of accomplishment • HAPPINESS: feel good about job • ENERGY: enthusiastic at work TALENT • Aligned Talent Practices to Maximize Everyone’s Potential and Capability • Personalized for Every Employee • Analytics That Drive New Insights • Career/Job Pathways ORGANIZATION • Design Meaningful Jobs & Work Structures • Organizational Trust • Empowerment & Voice • Leaders as Talent Magnets • Recognition, Feedback & Growth FUTURE WORKPLACE Employee Experience
  • 16. 16 16 Drive improvements in… Employee Experience Data, Analytics and Technology Will Underpin Personalized Employee Services and Experiences at Work “It doesn't’ matter what (HR tech) you buy, if it doesn't improve the employee experience” Josh Bersin
  • 17. The IBM Employee Experience Recruit Retain Develop Grow Engage Deploy Serve IBM Glassboard Watson Candidate Assistant Watson Recruitment Quinn Onboarding Assistant Enterprise Social Pulse Proactive Retention CogniPay Your Learning Checkpoint ACE Feedback Tool Watson Career Coach CoachMe Blue Match IBM Expertise BringIt! Workday Ask Watson TravelBot Checkpoint Bob Benabot
  • 18. Talent Acquisition Personalized Learning Job Finder Recruitment Onboarding Assistant ? Talent Development Content Collator Career Coach Employee Chatbots ACE Feedback Application HR Operations Analytics Talent Insights Robotics Process Automation + Virtual Agent for HR Cognitive Agent Assist
  • 20. What Got You Here, Won’t Get You There Transforming the Employee Experience Is Vital For Digital Transformation Demands to meet ever- changing talent and business needs Changing workforce demographics and job expectations Contingent workforce/ “Gig economy”
  • 21. CREATE EXPERIENCES Employee experiences are as important as customer experiences Use analytics to understand employees insights better Focus on touchpoints where employee experience drives productivity etc. ENABLE THE WORKFORCE Constant rhythm of feedback/ insights to drive the “Internet of Engagement” Game changing approaches to employee input Personalized just in time learning Create an empowered workplace VALUE BASED HR HR has to shift from being a “cost centre” to being a “profit centre” Show real time insights/trends through talent & business based analytics Drive fact-based decisions for tangible value to the business. Tomorrow’s People Challenges HR Being at the Centre of the Digital Agenda
  • 22. 22 Accelerate the Path to Transforming the Employee Experience Design/know the jobs and skills of the future 1 6 Create a culture where data driven decisions are valued 5 Build smarter employee based technology platforms 4 Help employees grow skills and explore new opportunities 3 Listen to and involve your employees 2 Accurately assess and evaluate fit
  • 23. 23 Never Forget What Engages People at Work 15 million employees say……… FUTURE VISION RECOGNITION TRUST GROWTH & DEVELOPMENT COMMUNICATION SUPPORT & INCLUSION
  • 24. 24 Changing Mindsets; The Digital Shift Where Is Your Organization, Your Function and You? 02 CONVENTIONALIST Implementer of initiatives; focus on operational tasks 01 03 05 04 06 SUPPORTER Supports and contributes to the technology debate; partners with other departments SHAPER Actively promotes a culture that is conducive to digital technology PARTNER Owns and leads the talent dimension of any digital/ technology transformation strategyEXPERIMENTER Interested in technology and keen to experiment/”add value” PROVOCATEUR Creative disruptor and opinion leader in the digital agenda
  • 25. Dave Millner, Executive Consulting Partner & HR Futurist, Watson Talent, IBM Kenexa dave.millner@uk.ibm.com Mobile: +44 (0) 7779 802830 Twitter: @HRCurator Sage People: Top 10 Global Influencer 2017 @Nodexl: No 1 Most Influential Person on Twitter for People Analytics, HR Analytics and Future of Work 2017 and 2018 Onalytica No 1 Twitter Brand: Future of Work 2017 Cake HR: Top 100 HR/People Analytics Influencer 2018 THE FUTURE OF WORK IS DIGITAL AND IT’S HERE NOW BUT DON’T FORGET THE HUMAN!

Editor's Notes

  1. The future of work is about new ways of doing things – CHANGE in the VUCA (R) world – R = Responsiveness
  2. Sources: McKinsey and Company (2015) Changing change management Fast Company (2016) 5 Trends That Will Change How Companies Use Social Media In 2016 Gartner (2015) Eight Building Blocks for the Digital Workplace IBM Institute for Business Value (2016) The new age of ecosystems: Redefining partnering in an ecosystem environment Forrester (2016) “Future of Consulting Through 2020” Gartner Report (2016) 100 Data and Analytics Predictions Through 2020
  3. 9
  4. Employee Centric highly personalised to employees’ experience; exploiting power of social & mobile Create a differentiated change experience for employees Help employees thrive and grow in a constantly changing environment, and feel empowered to respond to customer needs and market challenges Employees expect to experience innovative, creative change in a personal, anywhere, anytime fashion Harness social, mobile and video tools to promote and accelerate internal change and use cognitive analysis to determine …
  5. The accelerating rate of change in business, the economy, and society challenges both business and HR to adopt new rules for leading, organizing, motivating, managing, and engaging the 21st-century workforce Demands to meet ever-changing talent needs Constantly shifting needs for the right skills, at the right time, in the right places. Increasingly short shelf-life for skills, and a highly competitive talent market. Changing workforce demographics & expectations Need to create great, engaging employee experiences for a changing workforce whose expectations are shaped outside the workplace. Onslaught of new technology & data Need to accelerate digital transformation, making the most of new data and tools, such as mobile and social Globalization & virtualization Need to optimize resources around the world—in traditional workspaces and virtually—and manage an evolving network of independent workers Continued cost pressures Need to drive down HR’s cost structure—even after moving to shared services, outsourcing, and new technology.
  6. Self explanatory
  7. In Summary, You need to know what people, test them, voice of your company, give a way to build their career and grows their skills, platform for hiring We are infusing cognitive into award-winning talent solutions to transform talent by delivering unprecedented power and insights into the hands of business leaders smarter, not just as good as your best recruiter, advice, constant..data framework...And Watson Talent provides that path forward