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The power of video Taking your employee communications to the next level

Disclaimer

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► Views expressed in this presentation are those of the speakers and do not necessarily represent the views of Ernst & Young LLP.

► This presentation is provided solely for the purpose of enhancing knowledge on tax matters. It does not provide tax advice to any taxpayer because it does not take into account any specific taxpayer’s facts and circumstances.

► These slides are for educational purposes only and are not intended, and should not be relied upon, as accounting advice.

Where do we go from here

Over the past decade, the world of HR and mobility of personnel have transformed. We have adaptive technology and automated analytical tools, and the speed of our expected output has increased to levels that were only dreamed of just a few short years ago.

However, in 2015, we continue to be in the midst of a technology revolution. A combination of the internet, hardware, software and computing power are pushing the boundaries of limitations that once held up the efficiency of our companies.

We have cloud computing, mobile technology, custom off-the-shelf products, internet portals, business intelligence, databases and more to support a building a better working world.

“Shared experiences are forms of social currency. People share things to show their friends that they’re investing in the conversation. Shared experiences can be shaped and steered.” — Brian Solis in The End of Business as Usual (2011)

The end of business as usual

The forces driving our future

Fueled by the convergence of social, mobile, cloud, big data and growing demand for anytime anywhere access to information, technology is disrupting all areas of the business enterprise. Disruption is taking place across all industries and in all geographies.

Enormous opportunities exist for enterprises to take advantage of connected devices enabled by the “Internet of Things” to capture vast amounts of information, enter new markets, transform existing products and introduce new business and delivery models.

However, the evolution of the digital enterprise also presents significant challenges, including new competition, changing customer engagement and business models, unprecedented transparency, privacy concerns and cybersecurity threats.

“Technology is also changing the ways that people work, and is increasingly enabling machines and software to substitute for humans. “Enterprises and individuals who can seize the opportunities offered by digital advances stand to gain significantly, while those who cannot may lose everything.” - Megatrends 2015, EY - Adapted from EY Megatrends 2015

Declining PC usage and increasing mobile device adoption are driving a “mobile-first” world.


We are living in a mobile world

► Mobile is leapfrogging fixed broadband in many countries, particularly in rapid-growth markets. Webpage views from mobile phones now outnumber those from PCs in 48 countries.1

► Ericsson estimates that today’s two billion mobile broadband connections will expand to almost eight billion by 2019.2 Users are expecting and demanding functionality using the cloud, mobile and social technologies that have become staples of their daily lives.

► Mobile devices are also becoming preferred tools for work and communication. As more employees insist on the ability to “bring your own device” to the workplace, companies need to be able to support the latest mobile technologies. All of this presents significant challenges to many companies, where legacy IT infrastructures are not ready for mobile-first strategies.

► Firms are increasingly building applications and interfaces on a mobile platform first, instead of creating applications for the desktop or web browser and then developing compatible mobile apps.

1. “Mobile Web has now overtaken PC in 40 nations, including India, Nigeria and Bangladesh,” mobiForge.com, 19 September 2014, mobiforge.com/news-comment/mobile-web-has-now-overtakenpc-40-nations-including-india-nigeria-and-bangladesh, accessed 7 January 2015.

2. Bill Siwicki, “Mobile commerce will be nearly half of e-commerce by 2018,“ InternetRetailer.com, 10 March 2014, www.internetretailer.com/2014/03/10/ mobile-commerce-will-be-nearly-half-e-commerce-2018, accessed 8 January 2015.

Work styles and the means to engage talent are becoming more agile in the digital world.


Connections

While some industries (e.g., mining and manufacturing) still require workers that are time and location bound, it will become common in many sectors for workforces to be virtual, connecting to work anytime, from anywhere and on any device. Mobile, social and cloud technologies, along with the ubiquitous of Wi-Fi and broadband connections, are making it possible for more employees to work at times and places of their own choosing.

By 2020, the Millennials and Generation Z will comprise more than half of the workforce. These individuals have grown up connected, collaborative and mobile, and their attitudes and expectations will have a major impact upon how work is organized.

Benefits

Benefit 1: increased productivity

We use technology to improve the productivity of business, which means that we can do more work with less resources for a greater profit.

Companies are using technology solutions to improve their organization’s productivity in certain business functions to gain a competitive advantage against other corporations that produce similar products. If companies can produce similar products at cheaper prices, because of increased productivity due to technology upgrades in the corporate infrastructure, then this is a big win for technology.

Benefits

Benefit 2: increased collaboration

Technology provides a platform to exchange ideas, save work and submit deliverables, enabling increased collaboration among corporate staff, which leads to better project success. Internal collaboration is an important component for organizations to mature their work processes, leading to better services to customers. Many tools that improve collaboration are available from social networking options for the enterprise to collaboration software which help manage the life cycle of deliverables to customers.

Benefits

Benefit 3: increased communication

Companies need to be able to communicate with their customers, business partners and employees across the world.

Technology allows companies to communicate with other regions and makes globalization possible. The world is becoming more interconnected because of our ability to communicate with each other using email, phone, mobile technology, video conferencing and more.

Communication is considered a foundational component for the success of any business, and technology is very important in making this a reality.

Benefits

Benefit 4: better customer experience

Technology enables management, retrieval and reporting of your customer data. There is no better purpose for an organization than to provide a good experience to their customers, and information technology helps provide the infrastructure to manage customer data to improve service.

Customer data may be used for customer service activities, marketing, product development, customer surveys and to improve the activities used for promoting enjoyable customer experiences.

How we get from here to there.

The start of a conversation

Nano-learning in the business environment

Cisco show-and-share video

Get employee engagement in new ways for the new work environment

Has potential for nano-learning in a scalable way in large organizations

Serve as reminders throughout the year – motivation messages, reminders, excitement boosters – in a searchable format

Slide courtesy of Cisco

Working differently

How do you keep up with customer expectations of prompt online support while containing the costs of providing such a service?

Q


Case study 1

Case study 1 involved the world’s largest dedicated security technology company, with more than 7,500 employees serving 125 million global customers. The company, with headquarters in Santa Clara, California, and offices worldwide, provides system, network and mobile security solutions that allow users to safely connect to the internet, browse and shop online.

The problem In 2009, the company wanted to boost satisfaction and brand loyalty among its business customers, as well as cut costs, by improving its online support. At the time, the company offered online support forums for its business customers, but the capabilities were extremely limited. The forums let customers assist each other, but did little to help them in the process. The company support staff couldn’t easily track or respond to the conversations, and the existing “homegrown” infrastructure wasn’t scalable.

Source: www.jivesoftware.com/discover-jive/case-studies/mcafee/


Case study 1

The solution The company replaced its outdated support forums with a social network-based customer community that now boasts more than 100,000 registered users and millions of annual visitors. The social network also powers a vibrant internal community, where the company support staff collaborate, share knowledge and work together to solve issues faster.

The result ► Call volume reduced by 26% ► Call-handling costs cut by US$2.6 million per year ► Customer satisfaction increased by 25%, turning customer service from a

cost center into a value-creating standout



Case study 1

The company: McAfee, a subsidiary of Intel Corporation



Social customer service

► 32% of social customers expect a response within 30 minutes; 42% expect a response within 60 minutes – Social Habit

► The number of questions asked on brand pages on Facebook has increased by 85% over the last year – Social Bakers

► Brands have improved their social customer service response rate on Facebook from just 5% in 2011 to 62% in 2013 – Social Bakers

Source: http://www.parature.com/13-social-custserv-statistics/


Working differently

How much should leaders of today invest in social media to engage with their employees and with potential partners outside their company?

Q

How do you gather employee feedback on a topic across the company today? What if the topic is contentious in nature? How do you get employees excited about something new?

Q

How do you engage the next generation of employees who have grown up with socially active lifestyles?

Q


Social customer experience

43%

42

53

Percentage of 18- to 29-year-old consumers who are likely to use a brand’s social media site for customer service interactions compared to the 23% that would use it for marketing – J.D. Power and Associates Social Media Benchmark Study

The average number of people a social customer will tell about a good customer experience – American Express® Global Customer Service Barometer

The average number of people a social customer will tell about a bad customer experience – American Express® Global Customer Service Barometer

Source: www.parature.com/13-social-custserv-statistics/


Working differently

How would you engage a diverse workforce who is spread around the world and is operating under one company as a result of several acquisitions?

Q


Case study 2

A leading international health care group, Bupa offers personal and company health insurance, runs care homes for older people and hospitals, and provides workplace health services, health assessments and chronic disease management services, including health coaching and home health care. Employing nearly 52,000 people, Bupa has operations around the world.

The problem Bupa has been steadily acquiring new ventures around the globe, increasing not only its footprint but the range of its offerings, which today includes care homes, health services and travel as well as insurance. This led to an accelerated global expansion and a new business strategy predicated on sharing knowledge across Bupa’s 20 business units. Bupa’s global expansion led to an archipelago of IT islands with too many people working in silos. Bupa has 12 company intranets due to acquisitions, geographic locations and organizational divisions. This health care company, with employees in 11 countries and customers in 190 countries, needed to address its communication challenges on a global scale.

Source: www.jivesoftware.com/discover-jive/case-studies/bupa/


Case study 2

The solution Daily examples of crowdsourcing and knowledge sharing on an enterprise social network are reducing duplication of effort and putting an end to business units working and communicating in silos.

The result Cost savings from daily efficiencies – 700 users surveyed estimated cost savings that totaled £190,000 (US$305,746) through enhanced collaboration and engagement. ► Revenue from increased sales – sales increased by 10% in the B2C Telesales &

Telemarketing Group of which at least 1% or 2% is thanks to the team supporting each other on Bupa Live.

► Software development cost efficiencies – a Bupa iPhone app took less than half the expected time to develop and saved at least £20,000 (US$32,184), progress attributed to Bupa Live.

► Cost/time savings in setting up communities of practice – a process that formerly took IS six weeks and cost requesters more than £2,000 (US$3,218) now takes 20 minutes and does not require IS involvement or costs.



Case study 2

The company: Bupa



Working differently

If the existing rewards and recognition mechanisms don’t work, what else can we do?

Q

How do you onboard new staff today? Do they feel a sense of belonging right away – are there ways to accelerate that familiarity?

Q

How does your staff feel more empowered and in control of their careers?

Q


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