NKY Y!r business mate

Nunkyworld nky

HR

Everyone talks about... Marketing Transformation Culture Transformation Human resources Transformation Stakeholders Transformation Customer services Transformation Talent Transformation R+d Transformation Leadership Transformation Stakeholders Transformation Operational Transformation Sales Transformation

IS A COMPANY TRANSFORMATION CEO & MKT y HR are critical

MKT Digital Customer Journey

HR

Digital Employee Journey

HR department is not changing fast enough

Companies that qualify HR department

as “Excelent” have a huge advantage

(between 40% and 60%) over competitors

(see study)

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The key of the

transformation process is HR

The importance of HR Area

Digital transformation is based on mobilize the organizations from focus in efficient processes to innovative processes with

service standards of a Digital Native company.

•  Client ALWAYS has been in the centre. •  Until now organizations have been designed

to do efficient processes to serve the client. •  Today the organizations evolve to standards

of the Digital Native companies (Amazon, Uber…)

•  The client has already experimented this models and in a satisfying way.

Listen actively Learn

Change/Adapt Improve colaboration Empowerment

CULTURE (LISTEN ACTIVELY)

INNOVATION CULTURE

DIGITAL DARWINISM

SIMPLIFICATION CULTURE

ACCOUNTABILITY CULTURE

Lack of resources Success Culture vs Mistake

Not move

Tunnel Vision Data paralysis

Cultural forces (Organization/professional) F = m * a

PROACTIVE FORCES - EVOLUTION

Not know Not see Excess inf. We are alone

REACTIVE FORCES - PARALYSIS

Cultural forces (Client)

Smartphone

Social

Disruptive technologies Change the behavior of the customer

Data - Business Intelligence - BIG DATA

CLOUD

CUSTOMER CENTRIC MODEL

CLIENT”

F = m * a DIGITAL TRANSFORMATION

Where do we come from?

CONTROL

SERVICE

DEVELOPMENT

INNOVATE

SIMPLIFY

• Backoffice

• Designs and Roles

• Talent • Leadership • Coaching • Sucession

• Open Innovation • New models • Risk • Employee Branding

• Digital Work Space

• Digital Leader • Expert Network • Lean mentality

Maturing of the HR function

1

2

3

4

5

Maturity levels in the digital transformation

Beginner

Explorer

Player

Winner

Leader

INITIAL

MANAGED

DEFINED

TRANSFORMATIVE

OPTIMIZED

Low level of customer experience

Technology as occasional tool

Digital solutions isolated

Inconsistency and low level of integration

Solutions proyect to

proyect

Progress is not predictable or repeatable

IT improves business

operations with CX

Disruption is not possible

Looking for repetition is predictable

CX aligns business, processes and IT

Digital projects

recognized

Continuous process of innovation in products and

services

Learning by mistake is rewarded

The disruption is assumed

aggressively

Innovation come from the

ecosystem constantly

Redefine markets and creates new

ones with his disruptive advantage

Agile and fast

converter

A reference for the competency

Customer Centric (CC) + User Experience (UE)

= CUSTOMER EXPERIENCE (CX)

New Digital Enterprise World

Digital marketing

Digital products

Digital data driven

Digital enterprise

Digital Resources

Space

Digital Innovation

Learn C

oope

rate

Connected Customer

Ecosystem

DIGITAL ENTERPRISE

DIGITAL ESTRUCTURE

DIGITAL EMPLOYEE BRANDING

DIGITAL CUSTOMER EXPERIENCE

Long-term vision Short-term

implementation

Intelligent Algorithms

Priority in agility over efficency

Digital Work Space Open Innovation Fractal Designs

Wellcome to the family Community concept Self-sufficency and

agility

CX Management Digital Front Office Sincronized

¡WOW!

Balanced Scorecard digital concept

Digital transformation forces in 3 projects

Low mass

1 2 3

Small team cooperating with internal StartUp

Model

A lot of acceleration

Digital transversal team and no digital Multidepartamental

CUSTOMER CENTRIC APPROACH

Medium mass

Medium acceleration

A lot of mass

All the organization involved

Low acceleration

Digital culture YES Digital Departments NO

Enterprise Darwinism

of the companies claim that is important the change of the

corporative culture

of the companies recognize being estar delayed in the digital

transformation

Have Digital Customer Journey and know in which parts are under the client expectations

97% 88%

25% But just

Now we are not competing against Coca-Cola but

StartUps

New Business Benchmark

Your competitors are not the usuals Are the “Native Digital Companies”

Why? Because your traditional competitors...

1.  Haven’t been created with the idea of “simplify and

improve client’s life”

2.  Haven’t been created from the “customer

experience” (CX). They are based in predetermined

business models.

3.  Haven’t been designed with “Customer Centric

processes”, have a legacy of infraestructure,

bureaucrac and processes that made they think “IN

side – OUT” instead of “OUT side – IN”.

Digital Leader

Digital Follower

Digital Dead

And you, who are?

2

Digital Work Space 1.  CULTURAL DIVERSITY (hire profiles from all over the

world, globalization) 2.  GENERATIONAL CHANGE: millenials (what they

expect) face the aging of the workers (reubicate, redistribution of the resources). Productivity, motivation, innovation potential, disease, Productividad, entornos de cambio, motivación, potencial para la innovación, enfermedad, absenteeism (ex. Health programmes)

3.  TECHNOLOGY: have the data, manage the knowledge, measure participation in real time, continuous learning online, collaborative work... TOOLS to facilitate work remotely and networking (skype, gotomeeting, linkedin, glassdoor, videoconferences, project management…

4.  ASSES PERFORMANCE: (improve the management of the reward system). Identify benchmarks of professional performance and objectives, not just individual vision but team visin, data and organization (company vision).

5.  EMOTIONAL COMPONENTS: (improvement of the communication)

6.  NEW SALARY STRUCTURES: (part-time, flexible time, job sharing, work remotely, manage the balance between personal and proffesional life..), more temporary models of hiring

7.  INNOVATION: 8.  TALENT MANAGEMENT (know the new worker,

being a company of LEARNING. Motivate the formation to get flexibility). DIGITAL WORK SPACE

Cultural diversity

Generational change

Emotional components

Innovation

Talent Management

Tools/Technology

New salary structures

Asses performance

21

Reactive forces

Vision Acceptance of the impact

Incentive vs retribution

Framework evaluation of maturity

Strategic plan

Road Map

Change management

Implementation

Talent and skills Capabilities

Career plan

Processes

Accountability

Simplification policies

Corporative government

Resiliencia organizativa

HR Rol in the XXI Century

Work Simplification “We dedicate ¼ part of our time in

reading and answering emails but just 1 in every 7 emails are importants”

There is also an overweight in the

companies: Managers &Meetings (M&M)

“70% don’t know or are unsure about who is the responsible”

We have Complex Organizations focus on partial processes.

What time do we left to

provide value?

¿ Are we already thinking about how...

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ü  MISSION: SIMPLIFYING THE WORK ü  Be sure that employees enjoy their work, are

motivated. ü  Strategic profile with a strong emotional component ü  Perfil estratégico con un alto componente

emocional (must anticipate emotional problems and find a solution. Unipersonal treat).

ü  Oriented to digital culture, CX culture (customer experience)

ü  Be able to adapt to the market changes. ü  Analize the ageing of the workers and propose

solutions el envejecimiento de su plantilla y hacer propuestas (redesign roles), programmes of continuous learning.

ü  Facilitate a legal framework Facilitar un marco legal (reducing costs ) redesign roles.

ü  Adaptation to new digital environments. ü  Attract talent (war for the talent). Retain talent is

hard. ü  Development programmes for the eladership (the

concern for leadership has been quadrupled from 2014 to 2015).

ü  Develop new organizative models (structures less basics), with special attention to transparency and collabirative work instead of hierarchies.

ü  Multicultural - Globalized

has to be the new

HR Manager?

is the new worker?

How is? ü  More informed ü  Knows more languages ü  Is Digital Native ü  Has more job instability (needs more

motivation) ü  53% Millenials wants to be first level executive ü  65% workers with any age consider that there

is no need of going to the office for working ü  Worried about flexibility and professional

development as well as salary

What is demanded? ü  He has to be flexible ü  Habilities over knowledges ü  He has to have a global vision ü  Entrepreneurship attitude ü  Habilities for rhe change (that he promotes it) ü  Leadership capability

“We dedicate ¼ part of our time in reading and answering emails but just 1 in every 7 emails are importants . And then we have meeting… (M&M Managers&meeting) … how dedicate time to bring value? The employee is overwhelmed (organizational complexity, information overload, 24x7 environment, high volume of administrative tasks) HR has to be the catalyst that the company uses to organize (save time, reduce emails, meeting). Make simplicity a business priority (design thinking, invest in technology, simplify processes…)

are we going to simplify

work?

Computers+ software to complete cognitive tasks are defying the world of work and the competences that we need to be success. We don´t know what are the consequences. People that don´t bring value in the business chain will lost their position, it will disappear. Oxford University study about the impact of technoloy about different positions in USA show that half os the work in USA could be automatised in the next decade or two decades. Deloitte and another study afirm that 1 in every 3 jobs will be automatised. HR Role is focus on the opportunities that cognitive technologies offer with the collaboration of people and machines to make companies more efficients, productives, profitables and the most significance and attractive jobs. Business leaders and HR professionals must take this opportunity to think creatively in a way to help organizations to take advantage of the emergents cognitive technologies.

are we going to simplify

processes?

Simplify the process Guide it to develop strenghts and coaching and mentoring.c Qualify managers for being capables of giving feedback Agiles goals y regular updates. Software simple and easy to use Split the conversations about performance from the conversations about salary (they block the ability of the employee of listening) Empower managers Simplify Align the philosophy with the strategy 89% of the Deloitte interviewees have already changed their performance management or have planned to do in the next 18 months.

•  How do we recruit? •  Taxation and regulatory matters of

the countries (globalization) •  How we manage independent

workers (freelance)? •  How we manage and supervise

contingent workers? •  earn more per hour the contingents

that the staff? •  How can be integrate contingents in

our culture? •  How can we measure job

performance?

Workforce on demand– contingent workers, part time, remotes and by contracts are now a critical part of the business

NKY Y!r business mate

hola@nunkyworld.com