2015 Top 10 Human Capital and HCM Technology Trends (Partner Version) Confidential – SAP Partner Use Only The Talent Battle The Increasing Skills Gap The Leadership Pipeline Conundrum Maximizing the Millennial Differences Employee Engagement Reaches Critical Low Digital Radically Disrupts HR Analytics Drive HR The New Contingent Workplace Experience The Learning Management Revolution HCM Suite’s Become the Norm
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2015 Top 10 Human Capital and HCM Technology …€¦ · 2015 Top 10 Human Capital and HCM Technology Trends (Partner Version) Confidential – SAP Partner Use Only The Talent Battle
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2015 Top 10 Human Capital and HCM
Technology Trends
(Partner Version)
Confidential – SAP Partner Use Only
The Talent Battle The Increasing
Skills Gap
The Leadership
Pipeline Conundrum Maximizing the
Millennial Differences
Employee Engagement
Reaches Critical Low
Digital Radically
Disrupts HR
Analytics Drive HR
The New Contingent
Workplace Experience
The Learning
Management Revolution
HCM Suite’s
Become the Norm
Disclaimer
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SAP shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence. The statutory liability for personal injury and defective products is not affected. SAP has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.
All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward looking statements, which speak only as of the date specified or the date of this document.
Sources: 1 PWC – “17th Annual Global CEO Survey” Oct 2014 2Deloitte – “Talent Acquisition Revisited” – Mar 2014 3Deloitte – “Human Capital Trends 2014 Survey” – Mar 2014
The Talent Battle
• 93% of CEO’s recognize the need to make a change in their strategy for
attracting and retaining talent, but 61% haven’t yet taken the first step
• 60% of companies have updated or are currently updating and revamping
their talent sourcing strategy, and another 27% are considering changes
• In talent acquisition, learning, talent management, and technology
innovation is driving growth.
• Almost 50% of the hiring managers and human resource professionals
review social media content of candidates, providing a good sense of
whether the candidate would be a fit within the company
• Several vendors, including SuccessFactors, Ultimate Software, and
Workday, have recently announced increase solution offerings around
candidate engagement and talent sourcing
Globalization, technology, social media, changing workforce expectations, and the shrinking half-life of
skills and technical knowledge are significantly affecting talent acquisition strategy
Sources: 1Forbes - 10 Trends Driving The Mandate For Modern HCM- Dec 2013 2Jobvite – “2014 Job Seeker Nation Report”” – Nov 2013; 3SAP.com 4Gallup – “State of the Global
Workplace” – Oct 2013 5Glassdoor - 50 HR & Recruiting Stats That Make You Think – Jun 2014
• Almost 50% of the jobs we have today will likely be totally eliminated in the
next 10 years as technology radically defines the new working life
• Currently, 46% of executives confirmed that a skills gap persists for their
business
• Among executives who have or anticipate a skills shortage; 41% said it is
because they cannot attract candidates with the skills needed to their
industry; 38% would hire more people if they were getting qualified
candidates; 26% cannot pay what candidates want; and 19% did not
anticipate the skills they would need
• Consequences of skills gaps; 69% believe that a lack of critical skills will
result in increased operating costs. Two-thirds anticipate a loss of business
to competitors; and 64 percent expect an impact both on revenues and on
reaching revenue growth objectives
Skills are now employer currency; corporate learning takes on increasing importance as increased
specialization of workforce skills has directly impacted the whole economy
Sources: 1Gallup – “State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide” – Oct 2013; 2CareerBuilder – “Number of Employers Passing on
Applicants Due to Social Media Posts Continues to Rise” – Dec 2013, 3Deloitte – “Human Capital Trends 2014 Survey” – Mar 2014 4Jobvite – 2014 Jobvite Job Seeker Nation Study
2015 HR/HCM
Trends
Employee Engagement Reaches Critical Lows
• Worldwide only 13% of employees are “highly engaged” in their jobs,
while 63% are “disengaged”
• More than two-thirds of all organizations believe that their employees
are “overwhelmed” with too much information, too many projects, too
many meetings and phone calls, and an always-on 24/7 work
environment
• 51% of employed workers are either actively seeking or open to a
new job
• Solutions that embed social, mobile, native SaaS, and analytics
technology are better able to adapt to changing paradigms for
employee engagement, talent sourcing, performance, rewards, and
informal learning
Information overload and the always-connected 24/7 work environment are overwhelming workers,
undermining productivity, and contributing to low employee engagement
Managing the often conflicting views and needs of a diverse workforce is a challenge for
many organizations as changing views of disrupt long held generational standards
• The millennial generation will make up 34% of the global workforce, the
largest portion of any age segmentation, and will swell to 75% by 2025
• 27% of millennials are already managers, and in 10 years, 47% want to
be managers or senior managers
• Most baby boomers (41%) said workers should stay with an employer at
least five years before looking for a new job; only 13% of millennials
agreed and 58% of millennials plan to leave their jobs in three years or
less
• 60% of millennials consider the most attractive perk to be growth
opportunities, while 46% left their last job due to lack of career growth
Sources: 1Elance Odesk: The 2015 Millennial Majority Workforce” Oct 2014 2Indeed: One in Every Two Job Searches Is Now on a Mobile Device – Jun 2014 3Glassdoor - 50 HR &
Recruiting Stats That Make You Think – Nov 2014 4Glassdoor - 50 HR & Recruiting Stats That Make You Think – Jun 2014
Source: 1Bersin by Deloitte — Talent Analytics in Practice – Oct 14 2Bersin by Deloitte – High-impact talent analytics: Building a world-class HR measurement and analytics function” Oct
2013 – TE007-000719 3 Corporate Executive Board - Your Corporate Strategy is Your Talent Strategy – Oct 2013
• HR is evolving into a data-driven function, with the focus shifting from simply
reporting data to enabling the business to make informed talent decisions,
predict employee performance, and conduct advanced workforce planning
• 86% of companies report no analytics capability in the HR function, compared
to 81% of companies that utilize analytics in finance, 77 % in operations, 58%
in sales, and 56% in marketing
• Only 4% of large organizations have any ability to “predict” or “model” their
workforce; but more than 90% can model and predict budgets, financial
results, and expenses. The problem is not “lack of skills,” it is more a historic
problem of lack of investment, poor data quality, and an underfunded talent
analytics team
• Recently, Ceridian announced Dayforce Dashboards, Cornerstone
OnDemand announced it acquired machine learning and data science
platform, Evolv Inc. and IBM announced IBM Kenexa Talent Insights,
powered by Watson Analytics
2015 HR/HCM
Trends
Analytics-Driven HR
Transformation and change drives HR Analytics to inform future business strategy
Sources: 1Forbes – “Top 10 Disruptions in HR Technology” – Oct 2014 2Deloitte – “HR Technology for 2015: Ten Big Disruptions Ahead” – Nov 2014 3Indeed –One in Every Two Job
Searches Is Now on a Mobile Device– Jun2014
Staying ahead of the digital curve is a critical requirement for HR leaders to ensure
employee engagement, enable talent and drive recruiting
• Employees are now two to five times more likely to access HR
applications on their smartphones than on a PC meaning HR
systems need to be mobile first, interactive and easy to use
• Almost 50% of job seekers globally now search and apply for
jobs using a mobile device
• Younger workers expect mobile access and view an employer
without mobile savvy as a Luddite, making it difficult for such
employers to attract and hire young talent
• Besides the typical recruiting functions that have been mobile
enabled such as candidate job application, vendors like HireVue
and Montage are offering video interviewing via mobile device
• One in four organizations plans on replacing a current HRIS system in the
next 12 to 18 months. Of these, 14% of global companies are looking to
replace their HRIS/HRMS. Twenty percent indicated that they will replace
their talent management applications with an integrated suite
• 75% of suite-seekers want integrated learning and development, performance
management, recruiting, and onboarding to simplify their IT landscape
• The ability to integrate with other talent and business applications and
improving user experience are the key driver for those moving from
standalone applications to a suite
• The expansion of talent management and recruiting offerings natively built
within core HRMS platforms continues with Ceridian HCM Dayforce, Ultimate
Software, and Workday having all introduced new recruitment capabilities within their SaaS HRMS platforms
Buyers seek replacements for Human Resource Information Systems, a better end-user experience,
faster technologies, improved integration across talent platforms, and improved analytics available in
the cloud
Source: Deloitte - Managing Talent through Technology: HCM Buying Trends in 2013 – Apr 2013 “Using a plan-build-run organizational model to drive IT infrastructure objectives”
The Learning Management Revolution Traditional employee training is being revolutionized and an explosion of content delivered over
a variety of new online and mobile platforms
• More than 66% of companies see Corporate Learnings “urgent” or “important,” yet
only 6% believe they have mastered the content and technology capabilities
needed to make online learning an accessible tool and a compelling experience for
their employees
• Executives are continuing to use new methods of delivering training to employees.
42% use mobile delivery for training; 35% use social media; 27% use massive open
online courses (MOOCs); and 13% use gamification
• MOOCs and content marketplaces (such as Udacity, Udemy, NovoEd, Lynda.com,
and Open Sesame) have contributed to an explosion in availability of high-quality,
low-cost content (MOOCs are now delivering as many enrollments as corporate
training content around the world)
• LMS providers are starting to deliver Big Data analytics to provide learning
recommendations and smart learning paths for employees (Skillsoft, SumTotal,
SAP, IBM, and Saba have all announced solutions)
Sources: 1IDC “Worldwide and U.S. Human Capital Management Applications 2014–2018 Forecast”, May 2014 2Accenture – 2013 Skills and Employment Trends– Dec 2013 3Center for
Learning & Performance “Learning in the Workplace Survey” – Jun 2014
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