1. Leveraging Technology for
HR Effectiveness
- Solutions for a Smarter Workforce
Srikrishnan Sundararajan
Program Director, IBM Analytics
(IBM Smarter Workforce Software Lab –
Visakhapatnam)
srikrishnan@in.ibm.com

2. The problems with work today
• Can’t find the perfect job or in some cases, any job
• Don’t understand the skills they have or need
• Take jobs they aren’t ideally suited for
• Plateau at their jobs when they have more to give
• Are not engaged enough to bring out their full potential
Employee challenges
• Can’t often fill specific positions
• Don’t often create the best working environments
• Struggle to provide mechanisms for effective performance
• Struggle to retain talent especially their best talent
• Don’t know how to get the best from their people
Employer challenges

3. Sustenance
Sustenance +
Satisfaction
Sustenance
+
Satisfaction
+
Identity
Looking at what “Work” means to us individually
The need to survive
and provide for the
basic needs of your
family
The realization that
work can provide
dignity and status
When the work you
do and who you do
it for proudly
defines you
And all this added complexity is putting greater
pressure on business to engage the individual.

4. First, the workforce is more informed and empowered than ever
before. Technology has changed the way, and the speed,
at which people communicate and connect—and social media plays
a huge role in this. This shift has dynamically changed the market,
and it’s about to change business.
Second, the insight on human behavior is greater than it has
ever been—we have reached a point where we know what makes
people good at what they do, individually and as a group. And we
understand the dynamics of talent and the science of human
behavior like never before.
Finally, the combination of these two things has produced mounds of
big data around human behavior and tendencies that we can
analyze to literally predict behavior, identify talent like never
before, match capabilities to market needs, retain the best and act on
proven insight to drive business outcomes.
Looking at how business looks at “Work”

5. Manage the critical
roles needed to drive
the customer-
activated enterprise
Address emerging
digital opportunities
Use analytics to
enhance customer
value
*
*
*

6. What Makes a Workforce Smarter?
Rooted in
behavioral
science
Enabled by
social and
mobile
Turns big data
into big
insights
Uses an
exceptional
digital
experience

7. Are these questions in your mind?
How can I attract and hire more people just like my top performers?
How can I bring people into the organization so they’re productive from Day 1?
How do I develop the next generation of leaders for a more global, flexible, and diverse
workforce?
How do I gain continuous insight into what my employees’ think of the organization?
How can I rapidly develop, deploy and optimize skills and capabilities to match
emerging opportunities?
How do I foster knowledge sharing and collaboration to drive more innovation?
How do I know if I’m recognizing and rewarding my employees optimally?
How do I know salary planning is aligned with our business strategy?
How can I predict what different segments of my employees need and what actions I
should take to optimize business outcomes?
How do I find real-time, hidden, game-changing insights from the data available inside
and outside my organization?

8. Solutions for a Smarter Workforce

9. Talent Acquisition
Attract the right candidates to the right roles through precision and science, and using social tools to
make them productive more quickly
 Employ a
science based
approach to clearly
articulate and
reflect your
organizational
culture ensures
candidates will fit
and thrive.
 Industry leading
recruitment technology
simplifies and improves
the efficiency of
attracting, assessing, and
tracking talented
candidates as they move
through the hiring
process.
 Fully-integrated, highly predictive assessments improve the quality and efficiency of
selection, while allowing better hiring decisions and ensuring organizational fit.
 Ensure employees are productive and up to
speed faster, while fostering collaboration and
improved innovation across the enterprise,
directly impacting new hire satisfaction and
retention.
 Align candidate and employee
skills and abilities to each
opportunity, capitalizing on the
collective knowledge of the
enterprise.
 Predictive and prescriptive analytics
allow skills forecasting and risk
assessment enabling truly
strategic workforce planning.

10. Talent Leadership & Engagement
Connect the power of a highly engaged and fully enabled workforce with leaders aligned
with critical roles to optimize organizational performance
 Capitalize on and directly act
upon the wealth of
information gained through a
holistic assessment of
engagement – as more
engaged employees are
better workers, family
members and citizens.
 Employ an analytics-based
approach to selecting and
measuring leadership
competencies, skills, and
preferences to directly inform
leadership potential and ensure
alignment of succession
planning
 Provide a precise alignment
between individual’s
leadership skills, their
personal development
opportunities, and the
specific competencies
required at the present as well
as in the future
 Reap the multitude of
benefits from a truly
diverse workplace, where
the organizational culture
enables everyone to
contribute to their full
potential
 Gain continuous insight into
the sentiment of the
workforce, key drivers of
engagement and
enablement, and leadership
capabilities to directly
impact organizational
performance
 Actively and cohesively
manage and utilize
organizational culture in
maintaining a strong
EVP, directly providing
meaning for the work
employees do

11. Talent Optimization
Rapidly develop, deploy, and optimize workforce skills and capabilities while capitalizing on
an interconnected, social, and collaborative workforce
Enable increased collaboration within
and across teams, experts, mentors,
and communities through social
solutions
Ensure a precise alignment between individual and team skills,
development opportunities, and the specific competencies
required in current as well as subsequent roles
Provide an ongoing stream
of performance data
delivering continuous
feedback to enable
individualized
development actions to
improve performance
Deliver recognition
in a dynamic,
flexible, and social
manner, improving
engagement and
return on talent
Employ cognitive technology to match
relevant, high-value, peer/expert recommended
development content to participant’s
ENGAGE
COLLABORATE
GROW LEARN
DEVELOP
BE RECOGNIZED

12. Talent Recognition & Rewards
Optimize the way employees are recognized and rewarded across the enterprise
to attract, retain, and stimulate top performance
 Industry leading compensation
technology simplifies and improves
the efficiency of managing, reviewing
and making changes to your
compensation programs
$$
 Allocate awards based on comprehensive
and relevant performance metrics,
customized to individual preferences for
optimal impact
 Ensure incentives are aligned and deployed
appropriately to maximize goal attainment
and performance
 Enable quantifiable, on-ongoing,
real-time recognition across
organizational levels and
communities
 Optimize organizational
compensation investment to align
compensation practices with
business goals
 Enable strategic and
optimized hiring, attraction,
and retention based on insight-
driven compensation practices
and industry leading
comparison data.

13. 1
2
3
Descriptive
(by product)
Integrated
Reporting /
Incremental
Predictive
Advanced
Analytics
Talent Analytics
Transform the way decisions are made through descriptive, predictive, and prescriptive analytics – enabling data-
driven insights
Descriptive reporting and
analytics provides direct
insight to structured or
unstructured data (survey,
social, other) for individual
elements within a portfolio or
solution.
Integrated reporting and
incremental predictive
analytics enables messaging
across elements within a
solution to provide a holistic
view of human capital
management topics, and
predictive models within
functional areas.
Advanced analytics
capitalizes on data-integration
and advanced research
assets (including cognitive
computing) to allow insight into
future trends, and to guide
users to make the best
possible decisions.

14. Now is the time for analytics as an
HR imperative
Only 4%
of companies
have achieved
the capability to
perform predictive
analytics
More than
60%
of companies are
investing in Big Data
and analytics tools
Only 14%
have done any
significant ‘statistical
analysis’ of employee
data
at all

15. Delivering analytics in Smarter
Workforce offerings
Operational CognitivePredictive

16. ACQUIRE RETAINGROW
Predict Job Offer
Acceptance and
Determine
Incentives
Predict Employee
Career Path and
Determine Training
Succession Planning
Predict Turnover and
Determine Employee
Incentives
Likelihood to Accept
Offer
Likelihood to Become
Executive
Likelihood to Turnover
Primary
UseCase
Predictive
Outcome
Analytics enable organizations to acquire, grow, and retain
their most valuable employees

17. • Employee Engagement text
analytics
• Executive “success behavior”
analytics
• Executive diversity predictive
analysis
• Sales quota analytics
• Labor relations volatility index
• Optimal retention package
• Analytical skills matching
• Watson analytics
• Proactive retention
• Propensity to leave
• Exec pay for performance
• Recruiting selection analytics
• Go organic workforce strategy
• Hot/cold skill workforce planning
• Capacity planning
HR predictive and prescriptive analytics used in the talent lifecycle

18. Can attrition be predicted?
• Questions
– Can we highlight individuals who have
the highest propensity to leave an
organization?
– Can increased compensation reduce
the rate of costly attrition?
• Method
– Analysis of 5 years longitudinal data
– Compensation & attrition analysis
based on historical data
– Visualization – use of heat maps
Geography Business
Unit
Type of
Hire
Education
Type
Segment and sub segment of population
© 2014 International Business Machines Corporation

19. Our Results
© 2014 International Business Machines Corporation
Attrition can be
predicted - 76%
lower than
projected
propensity to leave
for target group
We can highlight
employees that
have the highest
propensity to leave
IBM
Proactive retention
efforts can reduce
rates of unwanted
attrition
Compensation
investments are
targeted to those
that will be the most
costly to replace -
$23 M net benefit
realized

20. BEHAVIORAL
SCIENCES
SOCIAL AND MOBILE
COLLABORATION
EXCEPTIONAL DIGITAL
WORKPLACE
EXPERIENCE
ANALYTICAL INSIGHTS
Smarter Workforce
So, how can an engaged workforce
grow your business?

21. Thank you!
Leveraging Technology for HR Effectiveness
- Solutions for a Smarter Workforce
Srikrishnan Sundararajan
IBM Software Lab - Visakhapatnam
srikrishnan@in.ibm.com