workforce productivity - hcl technologies · on workforce productivity metrics, hp’s ’retail...

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WHITEPAPER SEPTEmbER 2015

www.hcltech.com

WORKFORCE PRODUCTIVITY

AuthOr:

Arabinda Nag Chowdhury (a.k.a. ’Auro’)

WORKFORCE PRODUCTIVITY | SEPTEmbER 2015

© 2015, HCL TECHNOLOGIES. REPRODUCTION PROHIbITED. THIS DOCUmENT IS PROTECTED UNDER COPYRIGHT bY THE AUTHOR, ALL RIGHTS RESERVED. 2

TABLE OF CONTENTS

THE CONTEXT 3

WORKFORCE DEMOGRAPHICS AND CULTURE 3

IT INNOVATIONS 3

WHAT THIS MEANS FOR CORPORATE IT 3

OUR PRODUCTIVITY THOUGHTS AND SOLUTIONS 4

OUR POINT OF VIEW 4

OUR PROPOSITION 5

PEOPLE 5

PROCESS 6

ASSETS 6

OUR OFFERINGS AND SOLUTIONS 7

OUR OFFERINGS 8

OUR SOLUTIONS 8

A CASE STUDY 9

THE CUSTOMER 9

THE BUSINESS PROBLEM 9

OUR SOLUTION 9

SUMMARY – LET US GET REAL! 10



THE CONTEXTBusiness is undergoing change at a breakneck speed. This is not only from a business model perspective where digital ways of working are making the middle man and the cumbersome processes redundant, but also from a technology perspective. The Chief Strategist and Architect of Intel, Jim Henrys, recently commented that “we’re in a period of intense change” in the business context. We would not have any challenges appreciating the ‘change’ part of the statement, but let us dive deep into the why ‘intense’ part.

WORKFORCE DEMOGRAPHICS AND CULTURE

Currently, Millennials comprise 30% of our workforce, and in the next decade this number would shoot up to 75% (based on a recent Deloitte study). 30% of the workforce in the developed nations are already freelancers and a recent study by Millennial Branding has discovered that only 7% of the Millennials work for Fortune 500 companies since startups are dominating the workforce for this demographic in this economy. In terms of ways of working, physical presence in offices is increasingly becoming irrelevant. Over 300 contributors of WordPress, powered by Automattic, all work in a globally distributed manner from home all over the world, and no one uses e-mail. Autocracy and Command structures have made way for Holacracy.

IT INNOVATIONS

With “coordination cost falling through the floor”, as Clay Shirky would put it, we are witnessing significant innovation in the hardware and networking world too. If Dell’s UC Command Suite 8.1 (UCCS) is a good cross-platform analytics solution on workforce productivity metrics, HP’s ’retail jacket‘ for its Windows tablets, Intel’s use of WiGig wireless standard, and Fujitsu’s all-in-ones, along with touch-screen technology, are prominent examples from the non-software world.

WHAT THIS MEANS FOR CORPORATE IT

What this means for IT is a complete shift from the organization-driven software and hardware procurement decisions to an employee-driven one. Add to this zeitgeist the overall failure of BYOD, giving way to new mobility governance models such as BYOA (Bring Your Own App) or CYOD (Choose Your Own Device) or COBO (Company-owned; Business Only) or COPE (Company-Issued; Personally-enabled), and IOT to brew a perfect storm. So much so, that ‘disrupt to be disruptive’ is the latest mantra that IT will need to deal with.

With the ‘intensity’ of change clarified above, let us move on to how this has influenced our point of view on digital disruptors and shaped our workforce management solutions and services for our enterprise customers. Please note that this whitepaper focusses on the software aspects of productivity only.



OUR PRODUCTIVITY THOUGHTS AND SOLUTIONSAttracting the best talent in the industry, knowing them beyond their profile information, engaging and empowering them through analysis of their behavioral traits, and creating a proper internal communication strategy would obviously mean increased productivity. These are the key drivers of Workforce Productivity metrics in most organizations. A recent study corroborates this, as shown below:

28%

27%23%

22% Attracting Best Talents & Betterengaged employees

Reporting faster to Changing Needs

Optimizing Business Process

Increase Revenue and Profits

Biggest Drivers Behind Digital Transformation

28%

19%

13%

12%

10%

9%

9%Enhanced Worker Productivity & improvedInternal Communication

Improved Customer Experience

Enhance existing Products and Services

Develop New Business Models

Automated Operation Processes

Expanded Reach to New Markets

Launch New Products and Services

Benefits of Going Digital

Source: Raconteur (sponsored by Google), September, 2014

OUR POINT OF VIEW

With the drivers and benefits in mind, large enterprises would need to strike a balance, in their SMACT (Social, Mobile, Analytics, Cloud and Things1) journey, and between what exists and what could be. What this means for IT is that while on the infrastructure front, security and governance would need to be thoroughly revamped, on the software side, they would need to retain and leverage their already

1from Industrial Internet of Things



matured back-end systems or attempt to move some of those to the cloud. There will be a need to make mandatory changes to the middle-tier applications through what is popularly called ‘API-fication’ and plan for transformational changes to the front-office experience. Experience, indeed, is everything! This could be brought about by looking out for or creating device-agnostic, cloud-enabled, easy-to-use apps that are narrow and fragmented, albeit deep and connected through the middle-tier. This trend has come to be known as ‘APP-ification’. Jive calls these ‘Work-style tools’ and Microsoft calls them ‘Productivity apps’. Consumerism is set to drive IT for some time to come.

As the consumer-centric juggernaut rolls on, the influence of GAFA (Google-Amazon-Facebook-Apple) is palpable in the enterprises. If Google has influenced small-and-medium sized businesses into thinking about alternative ways of workplace productivity – a traditional Microsoft bastion, Amazon has taught enterprises about contextual experience, involving preferences, behaviors and recommendations on connected topics. While Facebook has changed the way digital avatars interact in a virtually social world, Apple has made a huge statement with it overall ‘experience’ covering hardware and interconnected software apps.

OUR PROPOSITION

We at HCL believe that workforce productivity metrics operate at three levels, namely, people, process, and assets, and unless technology brings these three together to make them work in tandem, things would fall through the cracks.

People

There are two people aspects that organizations will need to address – employees and business partners. Not only is the barrier between the personal and the professional lives of employees getting shattered, the avenues through which employees and business partners could add value to an organization are also getting blurred. This has been explained briefly in the Process section below along with the concept of Communities.

Employees: Most enterprises have traditionally known its employees through static ERP and LDAP systems that change very rarely. Called ‘systems of record’, these back-end applications, while being the backbone, do not offer any insight into the evolving behavioral patterns or preferences or interests of the employees that may be captured by the “systems of engagement”. Hence the need to introduce technologies that can capture the dynamic nature of employee-system interactions. Employee productivity could be increased through introducing engagement tools around ’Gamification’.

Business Partners: In most cases, enterprises have an LDAP entry for an external party participating in a business process. This is the extent of knowledge that has been traditionally captured. However, going forward this will not work. Each external participant will need to be known better as a human being, by way of capturing details from unstructured collaboration and social apps, both internal and external. Effects of consumer world (B2C) have started to have a direct bearing on the B2B and the B2E. More so, since the B2B model is increasingly breaking down to B2B2C models.



Process

Processes have not kept pace at which business happens today, in terms of ensuring optimal productivity. While this might not have an impact on back-end systems, this has some bearing on the middle-office apps – the orchestration layer, as it were – and front-office apps – the experience on offer. These would need to be relooked at and revamped. Some insights and examples are given below:

Internal workforce: Traditionally, feedback loops for employees have been extremely slow, once, or at best, twice a year. In an age where business is moving at a supersonic pace, these processes indeed look out of place, even as organizations are trying to address this issue. Accenture has recently done away with annual appraisals. GE has introduced PD@GE App for real-time feedback exchange between managers and employees, displacing the age-old process of annual appraisals. The same applies to other business processes, wherein the employees participate. Increasing reusability, through predefined templates, refined by experience, seems to be one of the key employee productivity enablers.

External parties: Similarly, organizations lack inclusive processes and policies that could instill more trust and transparency between the internal and external stakeholders. For instance, in the B2B world, demand and supply processes are increasingly getting more interactive wherein the distributors or subsidiaries project their demand, and suppliers and vendors indicate supplies on a common software platform. To draw a parallel from the B2C world, namely the food industry, it is quite common for consumers to indicate specifications of a product (e.g. Ben and Jerry’s “IdeaConnection”, Dunkin Donut’s “Create your own Donuts”, Coke’s “Flavor Creator”, and many more). We are witnessing this pattern enforce itself on the B2B world too.

Communities: This is what brings the internal and external stakeholders together to transform processes, and increase sense of belongingness and ownership amongst the participants. In today’s world, as Microsoft puts it, we need to “work like a network”, something that shows in Microsoft’s Office Delve offering, powered by Office graph. In generic terms, “Communities” are primarily of three types -- of Interest, of Purpose, and of Practice2.

Assets

Like it or not, high employee turnover is not showing any signs of abatement. So, organizations need to be even more prepared to ensure that organization memory is strengthened and people dependence is reduced while increasing community experience around blogs, Wikis, forums, surveys, polls, quizzes, and consensus-driven tools. Unless organizations create solid strategies on managing organization knowledge assets created by focused community groups and mapped to capability models that capture flow of information, it would be well-nigh impossible to ensure productivity. Traditionally, enterprises have not done a great job in managing the metadata (“know-who” and “know-how”) around these assets. Taxonomy and asset life cycle management is another area that organizations would need to pay more attention to.

2COI (Interest): Driven by feeling of attachment to a particular area; COP1 (Purpose): Short-term, around solving a specific problem or function; COP2 (Practice): Long-term, around a functional or technical domain



This is more pertinent now since these knowledge assets are not only documents or spreadsheets anymore. The types of content to be managed by enterprises are ever-increasing. Here are some examples:

y YouTube or Moxtra clip

y SoundCloud snippet

y “Storm” from Stormboard

y Bitrix web-it sticky note

y Google Hangout recording

y Asana Task

y Jira project plan

y Survey Monkey surveys

y Twiddla whiteboard

y Yammer feed

y Microsoft Sway report or deck

A quick look at the offerings reveals how IT is getting increasingly consumerized. Assets could be anything in digital shape or form. Increasingly, specialized services are being offered by niche product vendors to ensure that the workforce gets close-to-consumer-world experience. The depiction on the right, gives us an indication of how the increase in belongingness and a contextual experience can result in enhanced effectiveness and productivity, in a digital program.

OUR OFFERINGS AND SOLUTIONSOur offerings and some of our solutions are indicated below. Our solutions are created on a construct called KE4 (Know, Enable, Engage, Excite, and Empower). In short, we offer technology-unaware “experiences” as services (e.g. REST APIs or web services) to our customer – these “experiences” could be engendered through creation of a context for personalized delivery of content, enabling ease of use, opening up of multiple media for collaboration, allowing device-agnosticism as allowed by IT policies, social platforms or lightweight enterprise portals. This whitepaper will not provide a detailed description of how our solutions are mapped to this construct but will provide a sneak peek into our evolving solution repository.

Effe

ctiv

enes

s

Low High

Low

HighSocial,

Immersive & Deep, Yet Simple!!!

Contextual

CollaborativeControlled

Belongingness



OUR OFFERINGS

y Assessment of IT landscape towards attaining optimal digital experience for employees and business partners

y Building a strong business case for Workforce Productivity programs

y Complete digitalization (API-fication, APP-ification) of your application portfolio at scale

y Enabling the workforce with Personalized Business Applications

y Establishing COE and Governance around the proposition

y Creating a roadmap for Workforce, Enablement, Engagement, Excitement, and Empowerment

y Migration of Legacy Applications to engaging platforms of choice

y Implementation of differentiated capabilities on Knowledge Management, leveraging next-generation digital, social, mobility, and analytics technologies

OUR SOLUTIONS

y Enterprise-wide Portal Framework for creation of light-weight portals

y Digital Governance Framework

y Content Aggregation and Syndication

y Legacy Application Migration Framework (e.g. Lotus Notes to SharePoint)

y Mobile Experience APIs

y Context-aware Personalization

y Audio-based Tacit Knowledge Codifier

y Search services on multiple media

y Audio-enabled

y Scribble-driven

y Push-oriented cognitive intelligence based on usage patterns

y Usage Analytics to find adoption gaps

y Voice-based Collaboration

y End-to-end Knowledge Exchange Framework along with readymade Community Templates

y Visualization-based Analytics

y Point Solutions such as Consensus-based Decision Enabler and Enterprise Influencer Index

y Multi-device authoring Surveillance Enablers around Adoption and Security



A CASE STUDYAny digital initiative is a journey. Nothing could substantiate this better than HCL’s long-term relationship with this customer. A journey that has witnessed transformation right from the initial days of optimizing internal portals, through integrating numerous data sources, and finally surfacing applications of mobile devices, not only for the employees but also for their business partners.

THE CUSTOMER

A leading producer of flavored beverages in North America and The Caribbean. Through years of acquisitions and mergers, not to mention in-house innovations, they have developed a diverse, flavorful brand portfolio, and an integrated business model that uniquely positions them in this industry today.

THE BUSINESS PROBLEM

The issue faced by the business was primarily one of poor view of sales data, including modules on Bottlers’ Licensing, Asset Management in stores, Surveys, Promotions, Route-to-Market, ePOS sales, and so on. There were too many sources of truth, none of which seemed to be sacrosanct and easy to access or use.

OUR SOLUTION

HCL solved this business problem through creation of a data mart that became the single source of truth for all sales-related information. This data mart gets its data after proper massaging through an ETL (Informatica) that pulls data from multiple back-end systems such as SAP ECC, Siebel CRM, Oracle Hyperion, etc. Data was surfaced on both internal and external facing websites and mobile apps.

Let’s Get Real

y Enhanced visibility of demand and supply for the workforce – Replenishment data, stock-outs, and sales loss. Missed and on-time deliveries, and waste control

y Consumer behavior – Insight into customers through social channels

y Managing promotions and surveys – Gave better understanding of distributor and bottler expectations

y Predictive analytics – Mining of massive database of historical point-of-sale and promotions data, integrated with real-time data from social media and weather forecasts

y Enabling launch strategy – Online training and videos, Demand and Spend Management, and Performance Measurements and Branding



R elationship: The two key values of HCL as an organization - Employees First and Relationship beyond the Contract- are around relationship. Our thought process around ‘workforce productivity’ also has this tenet at its core. Unless we are able to relate to a person and know about him or her, beyond system parameters, we would not be able to take our customers beyond the traditional ways of working.

E nabling the Workforce: Once a person, be it an employee or a business partner, is known, it is time to enable them through easy-to-use apps that can engage them. It is only through engagement that excitement or empowerment of participants could be affected. This is necessary in Holacracy.

A lignment to the right processes: Unless a digitalization initiative helps easing out everyday tasks of the workforce, it will not fly. Hence, it is imperative to identify key processes that affect business returns and work on a better experience aligned to such processes.

L ight-weight & Nimble Software: Agility, in software ideation, development and roll-out, affecting changes to the current software repository, is a key to success of any productivity journey. This means that the applications need to get narrow, if fragmented, to allow quick updates to be released and course corrections to be made.

SUMMARY – LET US GET REAL!

R elate

Establishing relationship beyond static systems is key to ensure productivity. This could be achieved by Social Apps.

E nable

Enablement will ensure engagement, empowering the workforce through easy-to-use and effective apps. So, take care of it.

A lign

To align workforce management solutions to the business-critical tasks that the employees perform is a sine qua non. Do not trip on it.

L ose weight

Whether a mobile app or a web portal, it has to be light-weight today. Heavy-height monolithic portals and sites are a passé. Let us bid them a good-bye.

Hello there! I am an Ideapreneur. I believe that sustainable business outcomes are driven by relationships nurtured through values like trust, transparency and flexibility. I respect the contract, but believe in going beyond through collaboration, applied innovation and new generation partnership models that put your interest above everything else. Right now 110,000 Ideapreneurs are in a Relationship Beyond the Contract™ with 500 customers in 31 countries. How can I help you?

ABOUT HCL

About HCL Technologies

HCL Technologies is a leading global IT services company working with clients in the areas that impact and redefine the core of their businesses. Since its emergence on the global landscape, and after its IPO in 1999, HCL has focused on ‘transformational outsourcing’, underlined by innovation and value creation, offering an integrated portfolio of services including software-led IT solutions, remote infrastructure management, engineering and R&D services and business services. HCL leverages its extensive global offshore infrastructure and network of offices in 31 countries to provide holistic, multi-service delivery in key industry verticals including Financial Services, Manufacturing, Consumer Services, Public Services and Healthcare & Life sciences. HCL takes pride in its philosophy of ‘Employees First, Customers Second’ which empowers its 106,107 transformers to create real value for customers. HCL Technologies, along with its subsidiaries, had consolidated revenues of US$ 6 billion, for the Financial Year ended as on 30th June 2015 (on LTM basis). For more information, please visit www.hcltech.com

About HCL Enterprise

HCL is a $6.9 billion leading global technology and IT enterprise comprising two companies listed in India – HCL Technologies and HCL Infosystems. Founded in 1976, HCL is one of India’s original IT garage start-ups. A pioneer of modern computing, HCL is a global transformational enterprise today. Its range of offerings includes product engineering, custom & package applications, BPO, IT infrastructure services, IT hardware, systems integration, and distribution of information and communications technology (ICT) products across a wide range of focused industry verticals. The HCL team consists of over 110,000 professionals of diverse nationalities, who operate from 31 countries including over 505 points of presence in India. HCL has partnerships with several leading global 1000 firms, including leading IT and technology firms. For more information, please visit www.hcl.com

workforce productivity - hcl technologies · on workforce productivity metrics, hp’s ’retail...

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