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Government’s Global HR Design: Reimagining HR
April 2019
Global HR Design: Setting the standard for future focused, technology enabled and user centric HR services in Government
Zoe Vince
Head of HR Technology, Strategy and Innovation, Civil Service HR
5
Civil Service Global HR Design
Aligning the HR Taxonomy to the Employee LifecycleAttracting and retaining talent and experience through social sourcing and seamless recruiting.
This covers:
• End-to-end Recruitment (Executive, Specialist, Volume, Apprentice)
• Fast Track and Fast Stream end-to-end Recruitment
• Onboarding
Building career paths and structuring learning & development in a way that develops breadth of experience.
This covers:
• Learning & Development
• Talent & Succession (SLS, FLS, Fast Stream, Fast Track)
• Apprentices
Managing the workforce in a way that drives flexibility.
This covers:
• Performance Management
• Absence, Health & Wellbeing
• Employee Engagement
• Industrial Relations
• Global Mobility
• Employee Changes
• Contingent Workforce Management
Implementing streamlined exit processes with fluid hand-offs:
This covers:
• Leaving
Driving positive employee experience through excellent HR service provision, reporting and analytics.
This covers:
• Reporting
• Employee Contact
• Data & Knowledge Management
• Service Management
Rewarding high performance and providing employee benefits.
This covers:
• Compensation
• Benefits
• Payroll
• Time Recording
6
Civil Service Global HR Design
Future State HR Taxonomy (1/3)
HR1
People Strategy &
Planning
Input to Business
Planning
Provide HR Insights
& Analytics
Business Supply &
Demand Capture
Develop Talent
Strategy
Develop Policies &
Procedures
Develop Org
Effectiveness
Strategy
Develop Reward
Strategy
Manage
Organisational
Design
Develop Capability &
Learning Strategy
Strategic Workforce
Planning
Develop HR
Strategy &
Governance
Develop
Performance
StrategyHR1-01
Human Resources
Strategic Planning
Develop Change
Management
Frameworks
Deliver
Organisational
Change
Define OD Tools &
Approaches
HR1-02
People & Workforce
HR1-03
Manage Organisational
Development (OD)
Design
Organisational
Competencies
HR3
Joining Work
Close Job
Description
Attract & Source
Candidates
Create/Edit Job
Description
Manage Candidate
Pool
Design Recruitment
Processes, Tools &
Programmes
HR3-01
Recruitment
(Executive,
Specialist, Volume,
Apprentice)**Manage Job Offer /
Contract
Conduct Pre-
Employment Checks
Screen Candidate Select Candidate
Manage No ShowsManage New Hire Manage OnboardingHR3-03
Onboarding
HR2
Managing
Organisation &
Positions*
Manage Job/Job
Families
Manage
Organisational
Structures
Manage Locations
HR2-01
Manage
Organisation*
Create PositionHR2-02
Manage Positions*
Man
ag
e H
um
an
Reso
urc
es
Level 2 Level 3 Level 4Level 1
Manage Job Offer
Withdrawal/Candidat
e Withdrawal
Develop Resourcing
Strategy
HR3-01-02
Create/Edit Job Close PositionUpdate Position
Create/ Update
Candidate Profile
HR3-02
Recruitment
(Fast Track,
Fast Stream)
Source Candidates
Security Vetting
Induction
Develop Vendor
Procurement &
Relationship
*Process areas specifically related to foundational activities related to organisation and position management, including setting up organisational structures, job families and positions in the system. **Includes both Internal and External Recruitment and all Statutory/regulatory principles
Screen & Select
Candidates
Bidding for Fast
Track, Fast Stream
Offer & Contract
Management
Develop
Engagement
Strategy
Develop Diversity &
Inclusion Strategy
Reinstatement
Pre-Employment
Checks
7
Civil Service Global HR Design
Future State HR Taxonomy (2/3)
Level 2 Level 3 Level 4Level 1
HR4
Building the
Workforce
HR5
Managing the
Workforce
Man
ag
e H
um
an
Reso
urc
es
HR4-01
Learning &
Development
Deliver Learning
Evaluate Learning
Delivery and Impact
Conduct Capability
& Learning Needs
Analysis
Manage Enrolments
and Completion
Update Learning
Curriculum
Develop Learning
Content
Manage
Cancellations
Manage Off-
Catalogue Requests
Develop
Apprentices
Design Learning
Processes, Tools &
Programmes
HR4-02
Talent & Succession
[SLS, FLS, Fast
Stream, FastTrack,
HDPS, IDP]
Design Talent
Processes, Tools &
Schemes
Manage Succession
Plan
Conduct Talent
Review & Identify
Talent
Manage Talent Pool
/ Network
Manage Talent
SchemesManage Internships
Mentoring
& Outreach
*Includes both setting organisational and individual objectives.
HR5-02
Absence, Health &
Wellbeing
Record Long Term
Sickness Absence
Record Short Term
Sickness
Manage Leave of
Absence
Manage Flexible
WorkingAdminister Leave
Administer
Occupational Health
Referral
Manage Return to
Work
Create, Develop and
Refresh Objectives*
Design Performance
Processes & Tools
Create & Manage
Development Plans
Conduct
Performance
Reviews
Manage
Performance
Improvement
HR5-01
Manage
Performance
Manage Probation
Period
Change Employee
Personal Data
Change Work
Schedules
Change
Employment Status
Administer Mass
Data Changes
Manage
Personnel
Files
Admin. Promotion,
Demotion & Lateral
Moves
HR5-03
Employee Changes
Manage Talent
Moderation
Manage Start of
Loans
Manage
Secondments
Manage End of
LoansExtend Loans Manage Relocation
Request / Renew
Work Permit / Visa
End Contingent
Worker Contract
Contract Contingent
Worker
Manage TUPE &
COSoP
HR5-04
Global Mobility
HR5-05
Contingent & Other
Types of Workers
OGD Transfers
Manage Loan /
Secondment
Changes
HR5-06
Employee
Engagement
Manage Collective
Agreements
Understand Legal &
Reg. Environment
HR5-07
Industrial Relations
Engage & Consult
Unions
Design Engagement
Process, Tools &
Programmes
Manage
Grievance and
Dispute
HR5-08
Conduct & Discipline
Manage
Competencies
Manage Discipline
and Conduct
Manage Poor
Performance
Develop Employee
Wellbeing Initiatives
Manage Employee
Engagement
Activities
Manage Employee
Surveys
Manage Fee Paid &
Seasonal Workers
Engage & Consult
Workers’ Councils
Manage Appeals
Manage Reserve
Commitments
Manage Formal
Whistleblowing
Arrangements
Manage Political
Activity and
Appointments
8
Civil Service Global HR Design
Future State HR Taxonomy (3/3)
HR8-01
Manage Reporting*
HR8-02
Manage Employee
Contact
HR8-03
Manage Data &
Knowledge
Management
HR8-04
Manage Service
Man
ag
e H
um
an
Reso
urc
es
Level 2 Level 3 Level 4Level 1
HR8
Managing Service
Receive & Resolve
HR Queries
Manage Continuous
Improvement
Manage Employee
Complaints
Manage Escalations
/Exceptions
Manage Ad-Hoc
Reporting
Requests
Maintain/Update
Report Catalogue &
Schedule
Manage Statutory
& Parliamentary
Reporting
Manage HR
Information
& Knowledge
Manage Regulatory
Compliance
Manage Customer
Satisfaction Survey
Manage Service
Change Request
Maintain Systems &
Configuration
Manage Critical
Issue Resolution
Manage Vendors
(Operational Mgt)
HR7-01
Exiting
Manage Voluntary
Leaving
Manage
Redundancy
Manage Involuntary
Exit
Manage Death In
Service
Conduct Exit
Interview &
Communications
Manage Exit
ComplianceHR7
Leaving Work
HR6
Rewarding the
Workforce
*Assumption that specific reporting requirements will be captured throughout the global process design across all taxonomy areas where appropriate.
HR6-01
Manage
Compensation
HR6-02
Manage Benefits
HR6-03
Manage Payroll
Manage Off Cycle
Compensation Changes
& One time Payments
Gather Industry
Comp Comparisons
Post Payroll To
General LedgerProcess Payroll
Gather Industry
Benefit Comparisons
Manage Pension,
Benefit Enrolment &
Amendments
Design Benefits
Processes, Tools &
Programmes
Manage Exception/
Escalation Payments
Manage Third Party
Payroll
Manage Payroll
Reports
Manage Allowances
Manage Annual
Compensation
Review
Notify Employee of
Compensation
Process Benefit
Costs
Tax Year End
Activities
Design
Compensation Plans
Analyse & Evaluate
Jobs
Collect Payroll Data
HR6-04
Manage Time
Record Employee
Time Data
Manage
Projects/Change
Activity
Manage Outside
Business
Appointments
Manage
Redeployment
Manage Formal
Voluntary Exits
9
Rewarding the workforce:
Applying for benefits i.e. season ticket loans
Understanding the total reward package
Managing the workforce:
Monitoring your performance
Staying healthy in the workplace
Joining work:
Applying for a role in the Civil Service
Building the workforce:
Looking for development opportunities
Completing professional training
1
2
3
5
Employee JourneyPerform & DevelopSeek & Explore
Joining work:
Induction
First day/week at work
Building the workforce:
Identifying talent/high potential
Managing the workforce:
Reporting and managing sensitive issues
Trade Union representation
6
Managing the workforce:
Moving to another department
Managing data and your personal information
9
Leaving Work:
Leaving the Civil Service
10
7
4
Managing Service: Accessing and interacting with HR Operations.
8
Rewarding the workforce:
Managing your pension
Focusing on the Employee Journey:
User Centred Design
“I am ill and not well enough to work”
“I found a role online I’d like to apply for”
“A member of my team has left and I
need to fill their role”
“I’m becoming a manager for the first
time and I’m not sure where to start”
“I want to explore learning opportunities relevant to my role”
“I have been asked to mentor a colleague”
“One of my employees is struggling
with their performance”
“My employee isn’t on track to pass their probation”
“We’re having a baby”
“I’m changing roles internally”
“I will be retiring in a few years and what to
know what my pensions options are”
“I have a query about my remaining
holiday allowance”
“An employee has been promoted
by moving into my team”
“I have a sensitive issue and
want to raise a grievance”
“I’m handing in my resignation”
Focusing on the Employee Journey:
User Centred Design
15
Cognitive TechnologiesAnd what about robotics?
Robotics Cognitive Automation Artificial Intelligence
Mimics human actions Augments human judgement Mimics human intelligence
People:
• Common sense
• Morals
• Imagination
• Compassion
• Abstraction
Robots:
• Capacity
• Locate knowledge
• Identify patterns
• Eliminate bias
• Understand natural
language
16
Cognitive TechnologiesAnd what about robotics?
One bot costs up to £15,000 and does the work of 2-4 administrators
Automation will change every job category by at least 25%
Estimated jobs affected by automation:
UK - 35%
US - 47%
China - 77%
As HR chat bots give way to Virtual Assistants, interactions with HR will
fundamentally change.
© 2017 Cognizant
CFOWMichael Cook, Cognizant’s Centre for the Future of Work
The Automated Rules for Work
CityHR, 2nd April 2019
© 2017 Cognizant, confidential and not for distribution
Companies are competing on code.
The data and information that
surrounds all of us
© 2017 Cognizant, confidential and not for distribution © 2019 Cognizant, confidential and not for distribution
OK, but what about something you can’t “brute force?”
GO Vs. THE NEW MACHINE
After two moves…
Chess: 400 next possible moves
Go: 130,000 next possible moves
Maximum legal game positions
(19 X 19 board)
2.08 X 10170
Atoms in the measurable universe
1 X 1080
“The number of possible positions on a Go board exceeds the number of atoms in the universe.”
© 2017 Cognizant, confidential and not for distribution © 2019 Cognizant, confidential and not for distribution
AI GoLee Sedol Vs. Alpha Go 2016
GOMillennia of human
instinct
2,500 years
Vs.
2 years
© 2017 Cognizant, confidential and not for distribution © 2019 Cognizant, confidential and not for distribution
100 - 0
© 2017 Cognizant, confidential and not for distribution © 2019 Cognizant, confidential and not for distribution
Smart Software Accelerates across industry
33
8 / 10
99.6% vs. 82%2 Hrs. vs. 2 Wks.
© 2017 Cognizant
EXCITEMENT
Technical wonder
Art of the Possible
FEAR
Layoffs
Company Structures
Industries of the Future
“Capitalist Dream or Labor Nightmare?”
How do you see the Future of Work?
© 2018 Cognizant
75%75%
A Capitalist’s DreamBetter, Faster, Cheaper Automation provides a once-in-three-
generations opportunity for
a.) radically lowering the cost of operations,
b.) boosting the speed, and
c.) raising insight and meaning.
Six-sigma, BPR, enterprise computing all
pale greatly with the coming impact of
automation. This is a true industrial
revolution.
With the economic rewards so high, and the
competitive pressures so large, not
implementing automation at scale is
management malfeasance.
© 2018 Cognizant
75%75%
What To Do When Machines Do Everything
• Authors: Center for the Future of Work
• Publisher: Wiley
• Book Published 2017
• www.whenmachinesdoeverything.com
© 2017 Cognizant, confidential and not for distribution © 2019 Cognizant, confidential and not for distribution
Edwin Budding
invents the
lawnmower in
Gloucestershire in
1827
The Budding Effect
© 2017 Cognizant, confidential and not for distribution
The Budding Effect:
…has led to the creation of a
£350 billion
sports industry which would be difficult to
have envisioned in 1827.
It’s a stunning lack of imagination to think
today’s technology advances won’t have a
large-scale Budding Effect.
© 2017 Cognizant, confidential and not for distribution © 2019 Cognizant, confidential and not for distribution
Electricity gave us:
• Telecommunications
• The Movie Industry
• Radio
• Television
• The Transistor
Railways gave us:
• Open markets
• Commodity mining
• Electricity.
The Budding Effect:
creating – simultaneously
– the obvious and the
unimaginable.
If history holds, the digital
revolution will drive the
largest Budding effect
yet…creating large
industries by 2045 that
we don’t foresee in 2019
The Budding Effect
© 2017 Cognizant © 2019 Cognizant, confidential and not for distribution
CoCoaching
CnConnecting
CaCaring
Molecule of the future: 3 “Cs”
© 2017 Cognizant, confidential and not for distribution © 2017 Cognizant, confidential and not for distribution
Activity: Over to YouDefining the Jobs of the Future
The aim of this task is to use creative thinking to
propose a new Job of the Future, by considering
economic, political, demographic, societal,
cultural, business and technology trends, and
then drawing implications from them.
The ask: Come up with a job description for a brand
new Job of the Future. Think about:
1. The skills required
2. Behavioural characteristics
3. Tracking success (think beyond KPIs!)
Activity Example: Defining the Jobs of the Future
Skills
• Neuroscience, Robotics (mechanical design, control, robotic vision), Human-robot interaction, Machine learning, Social robots.
Behavioural characteristics
• Empathy
• Transparency and trustworthiness
• Purpose orientated
• Commercially minded.
Tracking Success
• Measure revenue creation/ output/ value creation of teams allocated to Man-Machine Manager
• Retention rates of augmented employees.
cityhr.co.uk @CityHRAssoc City HR Association
Andrea Eccles, Chief Executive,
City HR Association
Cindy Mahoney, Head of Talent Management,
City HR Association
Sam Bailey, Operations Manager, City HR Association
W