A focus on 4 key issues related to HR technology. 1. Cloud computing & SaaS 2. Integration between SaaS & on-premises 3. Social media impacts 4. Gamification of HR

1. “Four critical items you should be tracking on your
strategic HR radar”
Rob Scott : National Practice Leader –
Human Capital Services
May 2012

2. Todays discussion
1. “The changing cloud” – Headline news!
2. The realities of integrating your SaaS
tools to on-premises systems
3. Social media impacts on business
environments – we‟re only at the
beginning!
4. Gamification of HR tools and
environments

3. The Changing
cloud and services
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4. "The cloud – It's inevitable"
News headlines
We are quickly moving from cloud to clouds
SaaS is just a delivery method that lives in a cloud
Cloud spend expected to be $13 billion by 2014
SaaS will increase by 112% by 2013
You don‟t have to worry about your data! – most
recognized providers have better security than your
company
Vendor buy-outs are disconcerting, but they won‟t
upset their client base
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5. "The cloud – It's inevitable"
Positive messages about SaaS
Reliable access
More rapid “state-of-art” technology
Lower cost of ownership
Rapid time to production
Predictability of costs
Easy ability to scale
Data load management better managed by SaaS providers
Negatives messages about SaaS
Privacy issues still exist
Can‟t touch core code
Still need to build compliance
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6. "The cloud – Its inevitable"
Over the last 10 years, cloud services and the significant impact they are having
on the HR function, offers companies an opportunity to do things faster,
cheaper, with less assistance and with greater flexibility.
Cloud computing is changing the way people will operate
Time to value
Service levels
Infrastructure
HR needs to take the lead in ensuring the people and processes are
adjusted to suit the changing environment
In particular, the changing role of IT ~ skill sets, customer needs, roles
Deal with organisational structures that support applications and data that are located in
the cloud
Requires new types of business relationships
IT is now in the hands of non-IT people and end users
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7. "The cloud – Its inevitable"
Don‟t underestimate the organizational changes required to support a new
delivery model, the culture impacts, the new “talent war” and the time warp!
2010 – top reason for selecting SaaS
Cost
Rapid deployment
2012 – top reasons for selecting SaaS
“State-of-the-art” HR products
Cost
Upgrades
Faster access to Innovation
Higher response to customers
Risks to take note of
Data leakage through mobile tools
Are SaaS providers aiming to become mini „Google's‟ ?
Who owns your meta data
You are not always on the current release
You may be technically on the latest release, but not always functionally
With every update you need to consider process, procedures and change management
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8. The realities of
integration between
SaaS & on-premises
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9. "Rest assured it will get easier"
Integration is not just a technical challenge.
There is convincing evidence that integrated
performance management environments (with
recruitment, succession, learning &
development, workforce planning,
compensation, career management and
leadership development) significantly improves
overall business, talent and employee results –
Bersin & Associates
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10. "Rest assured it will get easier"
Some argue that integration is less of an issue – however with
analytics becoming such a big issues for HR, integration may be more
relevant that 2-3 years ago
Challenges are in
• Cloud-to-cloud
• Public to private
• Cloud to on-premises
While maintaining
• Global security
• Data integrity
• Single version if the truth
Ultimately you need to keep a balance between functionality, flexibility and
usability
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11. “Rest assured it will get easier”
The shift towards hybrid architectures--a mix of traditional on-premise
applications and SaaS offerings, means that more and more enterprise data
is being scattered across the cloud. The result is the proliferation of cloud
silos, which leads to data redundancies and make business processes less
efficient.
Two broad solution
Custom integrations
• Time and cost
• Ongoing maintenance
• Lack of flexibility
iPaaS (Integration Platform as a Solution)
• Library of cloud connectors
• Developers toolkits
• Secure data gateways
• Management portal
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12. “Rest assured it will get easier”
33% of buyers are willing to sacrifice functionality for more integration
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13. Social media:
Impacts on business
environment
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14. "Social media is not just a tool"
“Social media is changing communication, awareness,
levels of transparency, marketing and knowledge
management – but few conversations about how its
changing leadership and talent are taking place”
Social media is so successful because it allows us to create &
share
We can do it on our own
It‟s a window into society and people we employ, and how they
want to engage and be managed
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15. "Social media is not just a tool"
Embracing social media is difficult If we operate our organizations
like machines. Social media thrives on more “human like’’
operating models with human principles
Collaboration
Sense of belonging
Trustworthy
Generative
Courageous
Using social media means changing the rules ~ extend to the
peripheral – like a star fish
Who decides
Who speaks
Who acts
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16. "SOCIAL MEDIA IS NOT JUST A TOOL"
“If you are trying to apply social media to a performance management
environment – it will require you to make some fundamental shift”
– The power of the mob is back – a shift from hierarchical subservience (military
style /machine of previous generation) back into the hands of the collective of
individuals (tribes, think ancient Rome/French revolution)
– Influence is important and can be measured – Performance management should
consider the influence of people in a social media work environment
– Klout scores are now being requested during interview processes
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17. "SOCIAL MEDIA IS NOT JUST A TOOL"
“People work in networks and want to be connected/feel a
“part of something bigger”
– If we measure someone’s performance, we can no longer do this
without them understanding the bigger picture and how they fit in to the
overall business strategy
– People are starting to demand being a part of the bigger strategy
– think of how even at a consumer level, we now have power over
brands/product development through forums and social media
– Transparency is now not negotiable, it is essential. If social media is
showing peoples willingness to “reveal all” on Facebook/ twitter /LinkedIn,
doesn‟t this say something about their expectations of a performance
management process?
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18. "SOCIAL MEDIA IS NOT JUST A TOOL"
“Social media could be a future predictive technique for
talent management or other key decisions”
– Your collective “organisational crowd” could become a distributed
problem solving network
– There is no one particular expert, but as a collective, the crowd
generally gets it right
– Predictive markets are very accurate because only those who have
a real interest participate.
– As we mature in social media, we will open new doors to our
organisational ability:
– Our internal “crowd” could accurately predict product launch
successes
– Peer prediction on individual promotions
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19. "Social environments need change"
“Social media is not something you control, but rather
you need to tap into it and listen”
If we truly embrace the power of social media, we will understand the need
to adjust the practices of:
• Engagement
• Motivation
• Rewarding people
Be very clear on social media restrictions. In most cases they don’t work
• If you are using an internal social media tool such as Yammer or Jam, then have very
specific objectives. If you allow it to become a Facebook or Twitter you will loose the
battle to leverage the power of the collective.
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20. "Social environments need change"
“Be prepared to think differently about who and when
commentary is made”
Social media can be a catalyst to promote real organizational and performance
improvement through talent management tools
• Leadership must be prepared to adapt and change fundamentally from a “machine” mentality to
a “human” mentality
• Integrate social media into recruitment, workforce planning and on boarding etc.
There is an evolution of talent and social tools
• Social management is a feature of talent applications
• Talent management applications integrate with a social network
• Talent management features incorporated into a social network
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21. Gamification of HR
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22. "Don‟t think of video games…it‟s the principles"
“We have been applying gaming in HR for many years, but
there is a new opportunity to leverage ”
Gamification is really talking to the natural human needs and desires to
achieve, compete, be recognised, have some control over the outcome and be
entertained
• The advent of technology has allowed these human needs to be expressed through
computer based games – its a highly successful industry, to the extent that it has over taken
video and DVD as the number one form of entertainment in the UK
Critical success factors for gamification in HR technology
• people interact with the tool frequently
• people have a variety of interaction points
• there exists a community that people care about recognition in
• interaction points are easily quantified
• adoption is a high priority
• frequent feedback is important
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23. "Don‟t think of video games…it‟s the principles"
“While gaming theory offers a lot of opportunity, we
should think carefully about where we apply it”
Do’s and Don’ts
• If you were thinking about adding gaming principles to your HR ESS system, it probably
wont achieve its objectives
• ESS is not a frequently accessed tool in most companies, nor does it add any value to
place me in position “1″ on the leader board for changing my home address
• With knowledge management tools, or were using tools like Yammer, gamification could
be a very clever way of building a culture of knowledge sharing
• Gaming principles are likely to be applied in the areas of:
– Recruitment (e.g.. referral schemes, or agency effectiveness)
– Performance management ( recognising excellent behaviour, sales
achievements, accolades received from peers)
– Learning ( turning e-learning into a business simulation game)
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24. Questions
Rob Scott
Human Capital Services
robscottinsyd http://robertscott.wordpress.com Rob.scott@presenceofit.com.au
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