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Anne Bornfeld, Director, Human Resources IBM Nordic
HR in a digital world Technology and analytic impact on employees engagement & experience and collaboration Anne Bornfeld, Director, Human Resources IBM Nordic
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Social Analytics in Employee Engagement
Empower people Enable employee voice Understand people Utilize CAMSS technologies Trust people Foster a culture of trust
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New hires 66% less likely to leave IBM voluntarily
IBM I&VT 2013 4/24/2018 Recruitment New hires 66% less likely to leave IBM voluntarily Components “IBM will redesign how we hire, how we bring people into the company and enrich them, how we select and enable managers and how we select and empower sellers and all client-facing IBMers.” – Ginni Rometty, IBM Chairman, President and CEO Each individual area is measured in addition to our overall metrics on attrition. 3 _D1 Iwata_MacDonald
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Your Potential Job Matches
What is Blue Matching? Blue Matching connects IBMers with currently available opportunities in Global Opportunities Marketplace (GOM). Blue Matching leverages employee & job information through matching rules to create personalized matches to potential jobs Your Potential Job Matches Blue Matching is for all IBMers, except:: Executives Inactive IBMers Those not in 100% IBM-owned companies Those without band information Those in training bands (because training bands can potentially move on to a wide range of bands) When compared to a control group, top 10 potential job recommendations resulted in More targeted applications 1-2x more interviews 5x more offers
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Our Purpose, Values and Practices Invitation to Co-create
#reinventPBC: An ongoing co-creation dialogue with 380,000 IBMers Our Purpose, Values and Practices The Case for Change Based on IBM’s transformation, the market and IBMers Design Thinking Initial workshop and ongoing throughout design phase Invitation to Co-create The beginning of a dialogue with the entire workforce Deliberation Forums 10 forums shifting workforce dialogue from PBC to future state Polling Questions Validating points where form discussions did not illustrate a majority view Prototype Experience Requesting feedback on experience prototype and brainstorming a name Program Announcement The experience revised with IBMer feedback and changes Naming Poll Continuing the co-creation with IBMers selecting the name Values Jam 10,000 comments, ideas and anecdotes Client Experience Jam 127,000+ posts from 160 countries Tens of Thousands o comments and ideas Benchmarking other firms and notable research 50+ participants Global representation 100 active sponsor users 2,000 comments 75,000 views 5,000 comments 88,000 views 1,400 comments 24,000 responses 19,000 experience the Minimum Viable Product and provide additional feedback 600+ ideas for new name 700+ comments 182,000 views 17,000 votes #1 Checkpoint Invitation to co create – 1700 Likes Deliberation Forums – 8500 Likes Polling Questions – 1400 Likes Prototype Experience – 383 Likes Program Announcement – 2300 Likes Naming Poll - 4
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PAST 2016 Summary of Changes FUTURE annual goals ►
prioritized shorter-term goals single element assessment multiple performance ratings one or two ritualized meetings on performance annually practice of continuous feedback documenting results annually updating milestones and achievements regularly Team Based Decision Making and distribution guidelines managers are empowered and accountable 5
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Example use cases: Early detection of events
Petition on Connections identified within 9 hours Diane Gherson responds within 16 hours Employees thank Diane for responsiveness Leads to increase in employee engagement Reports to CEO
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Proactive retention: Saving people without expensive ‘save’ packages
Analytic approach to optimize investment across our growing labor base Population of 376K in 26 priority countries Segment employees into small clusters Assess against common attributes and market driven factors 50 targeted clusters, 20% of population Use knowledge of individuals to make differentiated compensation decisions 30K employees in 2012 and 2013 Proactively identified and retained individuals with key skills Voluntary attrition following the 2012 action was 76% lower than projected propensity to leave $100M+ in expected benefits from reduced cost of replacement and salary premium Identify hotspots of high-value skills to target for reduced attrition Cluster identification Individual differentiation Population Make decisions differently Create value differently Deliver value differently
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Social media can be used as a signal of attrition risk
IBM Time period: Jan 1, 2012 – Dec 31, 2013 All U.S. employees Voluntary resignations only 1 to 10 actions (n = 16,775) 11 to 50 actions (n = 4,512) 51 to 200 actions (n = 1,674) 201 to 1000 actions (n = 478) 180 days before days before day of resignation Note: The data only includes US employees that had a Connections use history for more than 270 days before their resignation date.
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Consequences of change
New Nordic Transformational Leaders Consequences of change
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