FROM NEW TECHNOLOGY SMOG TO CLOUD 9An Overview of Today's Hot Technologies andWhat's Right for Your Organization

Kim SealsSenior Partner

Mercer Atlanta

WORLDATWORK CONFERENCE

April 30, 2013

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AgendaWhat we will cover today

Latest trends and “hot” technologies

What’s next on the HR technology horizon

Checklist for success

Q&A

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SaaS CLOUD MOBILE BIG DATA SOCIAL

SOCIAL GLOCAL HOSTED SaaS SOCIALANALYTICS METRICS GAMIFICATION CLOUD

ION SaaS CLOUD MOBILE BIG DATA ION

MOBILE SOCIAL GLOCAL HOSTED SaaSCLOUD ANALYTICS METRICS GAMIFICATION

SaaS CLOUD MOBILE BIG DATA METRICS

SOCIAL GLOCAL HOSTED SaaS GAMIFICATIONDATA ANALYTICS METRICS GAMIFICATION

ICATION SaaS CLOUD MOBILE BIG DATA

MOBILE SOCIAL GLOCAL HOSTED SaaSCLOUD ANALYTICS METRICS GAMIFICATION

BIG DATASaaSCLOUDMOBILE

AN

ALY

TIC

S

METRICSGAMIFICATION

SOCIALGLOCAL

What “everyone” is talking aboutWhat “everyone” is talking about

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The world of purchasing technology has changed

Business Models SubscribedLicensed

Deployment Models CloudOn-premise

Architectural Models Configured multi-tenantCustomized single tenant

User Experience Embedded analytics and mobileTransactional PC data-entry

Configuration Model ConfigurableCustomized

Buyer Responsibility Lead by HRLead by IT

Buyer Influencers Blogs, webinars, etc.Organizations, analyst firms, etc.

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Why this matters to you

• Companies want integrated data about their employees

• Globalizing of talent markets requires technology intervention

• Business leaders want better tools to reward and assessemployee performance

• Social, user-friendly applications facilitate engagement

• Access to HR information moving to mobile

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Why an HR technology strategy

• 24/7, mobile, collaborative workforce requiresconsumerization of HR technology

• Legacy HR technology primarily designed for on-premiseaccess and HR practitioner use only…and needs to be reviewed

• Portal, analytics, collaboration, and mobile initiativeswill impact your workforce

• Vendor strategies need to be aligned with your HRtechnology strategy

• The “right” technology can be a key enabler of achievingbusiness results through people

• Cloud-based data integration and web services are lesscostly than proprietary interfaces

• Focus for assessing new technologies

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HR must have its own technology strategy

What an HR technology strategy does

Enables the execution of people-related programs

Supports the business strategy

Identifies specific processes supported by technology

Defines success criteria for your HR technology

Quantifies long term support requirements

Identifies short and long-term implications of new technology

Plans for risk mitigation

Your guiding principles to assess new technologiesfor managing a complete portfolio of tools

that are tied to the overall business strategy

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Mobile

Social Media

Cloud & Crowd Sourcing

Gamification

Big Data

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What happens in an Internet minute?

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Business Acceptance

Breakthrough Technologies

Consumerism

Native Apps

Usability

Rising Expectations

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Mobile: allows you to share snapshots of talent data andcomplete compensation administration…on the go!

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Access at Work

Feedback

Tagging

Recognition

Knowledge Management

Integrated Functionality

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Meet the New Boss: Big DataCompanies Trade In Hunch-Based Hiring

for Computer Modeling–The Wall Street Journal

Big Data Upends the WayWorkers Are Paid

–The Wall Street Journal

15Source: IBM Whitepapers; 451 whitepapers, and Innosight Analysis

Common terms used to characterize the challenging aspects of“Big Data”

Data in Different Forms

Variety

Data in Doubt

Veracity

Volume

Data in Motion

Velocity

Data at Rest

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BigData

Big Data

BigData

BigData

Big Data BigData

BigData

BigData

BigData

BigData

Big Data

BigData Big

Data

BigData

Big Data

Big Data

Big Data BigData

Big Data

BigData

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Big Data

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BigData

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Big Data

Big Data

Big Data

Big Data

Big Data

BigData

How do we define Big Data for HR?

Using external datain your analysis

Using data sets that havehistorical sweeps

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Survey Sourced

Cloud and crowd sourced

Crowd SourcedCloud Sourced

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Cloud sourcing

Survey Data InsideCore HR System

AggregatedJob Data

Company BCore HRJob Data

Company ACore HRJob Data

Company CCore HRJob Data

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Crowd sourcing

B-CConsumer

EnteredJob Data

B-CConsumer

EnteredJob Data

B-CConsumer

EnteredJob Data

Download CrowdSourced Data

AggregatedJob Data

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CASE STUDIES

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CASE STUDY

Social Recognition Tools to Nominate, Approve,Congratulate, and Redeem Awards Efficiently and On the Go

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CASE STUDY

Next Generation Device for Employee Self-serviceand Labor Data Collection

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CASE STUDY

Wellness Apps Where Employees Compete to Stay Active at Work

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CASE STUDY

Social Collaboration Tools Embedded in Talent Management Activities

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CASE STUDY

Employees Can “Shop” for Their Benefits

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CASE STUDY

Managers Schedule Their Employees via Text Messaging

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CASE STUDY

Recruiting Through “Social Exhaust” Written on Social Networks toIdentify Otherwise Hidden Candidates for Open Job Requisitions

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WHAT’S NEXT?

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What’s next?

• Mobile-first strategy will overtake the PC

• Enterprise social networks will become primary channel for work

• Big Data and predictive analytics will drive workforce decisions

• Bring-your-own-device (BYOD) will soar in the workplace, butcompanies will implement lockdown software

• Moving to always on, people can track and store what’s in their line of sight

• Smartphone, tablet, and laptop will be all-in-one leveraging DaaS

• Personal cloud will grow, reducing digital content on PCs

• Data from wearable electronics will be used to improveproductivity and asset tracking

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CHECKLIST FOR SUCCESS

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Is the next great technology right for your organization?

Aligned with talent strategies that deliver business outcomes?Aligned with talent strategies that deliver business outcomes?

Cultural fit within your organization?Cultural fit within your organization?

Aligned with your strategic HR technology plan?Aligned with your strategic HR technology plan?

Opportunity cost of not taking advantage of the technology?Opportunity cost of not taking advantage of the technology?

Access to the data needed to run the technology?Access to the data needed to run the technology?

Support the business processes and workflow?Support the business processes and workflow?

Meet the infrastructure requirements?Meet the infrastructure requirements?

Replace something else? Alternatives?Replace something else? Alternatives?

Quantifiable ROI – soft/hard dollars, employee/business impact?Quantifiable ROI – soft/hard dollars, employee/business impact?

Technology provider financially viable? Exit strategy if provider fails?Technology provider financially viable? Exit strategy if provider fails?

Remain in control of your data?Remain in control of your data?

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Comments and questions

Additional questions?

We invite you to contact:

q Kim SealsØkim.seals@mercer.comØ+1 404 442 3241

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