hr transformation through agile working...hr and agile business transformation and the increasing...
TRANSCRIPT
3Our Agenda for the morningAssemble: Introductions and check-in <5 minutes>
Listen: Stories of HR Transformation through Agile and the AI revolution powering transformative change <20 minutes>
Experiment: Agile Design Sprint Challenge: AI in Talent Acquisition <75 minutes>
Reflect: Review and Observations <20 minutes>
Disperse: Informal conversations and networking.
4
Stories and Data:
HR and Agile Business Transformation and theincreasing use of Artificial Intelligence in HR
Vikram JainYazad Dalal
Design Sprints <Stages 1-4>Consider the use of Artificial Intelligence in
Talent Acquisition and how we search, source,and select people for roles in our organisations.
To demonstrate how we can take an Agile approach toHR Transformation in this area, we will work through 4 design
sprints over the next 75 minutes.
Firstly, we will form into Squads of <up to> 8 people.
7© JCURV 7
HOW MOST LARGE CORPORATES ARE DELIVERING CHANGE TODAY . . .
BRIGHT IDEAMONITISED
SOLUTION
MANAGEMENT
OVERHEAD
8© JCURV 8
. . . THE CONSEQUENCE
DELAY:
14.5 Months =
£6m lost profit
315
12
9 Months
6
3
2
1.5
1
0.5
6
0.5
3.5
WASTED EFFORT DUE
TO LACK OF CUSTOMER
INSIGHT
REWORK DUE TO
LACK OF
OWNERSHIP
WAITING TIME
FOR
DECISIONS
STEERING
GROUP
PREPARATION
HAND-OFFS
ACROSS SILOS
TEAM PART-
TIME WORKING
REWORK DUE TO TEAMS
GEOGRAPHICALLY
SPLIT
VALUED ADDED
TIME
18 Months
9© JCURV 9
PRODUCT OWNER
CUSTOMER
SUPPLIERS
AGILE WAYS OF WORKING
1. OUTCOME
FOCUSED
2. CROSS-
DISCIPLINED
3. FULL-TIME
4. CO-LOCATED
5. EMPOWERED
RISK
HR
OPERATIONS
IT/DIGITAL
11© JCURV 11
AGILE BENEFITS
30-70%FASTER TIME TO MARKET AND
URGENCY
40%MORE PRODUCTIVE
45%UNUSED FEATURES (WATERFALL)
CUSTOMER CENTRIC
30%REDUCED RISK
30%INCREASED
ENGAGEMENT LEVELS
25%+COST REDUCTION
Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Agile Working Experiences through Pervasive AIYazad Dalal
Head of Strategy, EMEAOracle HCM Cloud
16 May 2019
Safe Harbor Statement
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, timing and pricing of any features or functionality described for Oracle’s products may change and remains at the sole discretion of Oracle Corporation.
Copyright © 2019, Oracle and/or its affiliates. All rights reserved. 14
Seismic Changes in Business and Technology
15
Mobile
Geolocation VR
Bots
Crypto Machine Learning
AI
IoT
E-Commerce
Travel & Entertainment
Rideshare
Hospitality
Virtual Assistant
N O W
Cloud applications
Quarterly adoption
New features and technologies in updates
Immediate feedback loop
Q U A R T E R LY U P D AT E S5 - Y E A R U P G R A D E S
2009 2014 2018 2019 2020 2021 2022 2023 …
Future-Proof Your Business
B E F O R E
On-premises applications
5-year adoption cycles
Technical upgrades
Long requirements lag
Shaping the Future with Pervasive AI
F R O M T O
User-drivenMachine-based recommendations and exceptions
Static Contextual
Manual Automatic
Rules-driven Model-driven
A D A P T I V E I N T E L L I G E N T A P P S
C O N V E R S AT I O N A L A G E N T S
Pervasive AI: Three Core Elements
Knows whoyou are
What you need to know
Where you need to go
What you need to do next
I N T E L L I G E N TU X
19Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
The Great Digital Divide Between How We Live and Work
Time
Technology
Individuals
Businesses
Rate ofchange
Opportunity
93%of people would trust orders from a robot at work
6%of HR professionals are actively deploying AI
Sources: Deloitte Human Capital Trends, 2017AI in the Workplace study by Oracle and Future Workplace, 2019
20Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
High-impact HR organizations are
3.5x more likelyto focus on user experience when designing
HR offerings as low-performing organizations.
Source: Bersin High-Impact Employee Experience Series: A Ground Level Employee Perspective, 2018
80% of employees have similar expectations for products,
tools, and services they use as at work,
as they do in their consumer lives.
Experiences at Work Matter
21Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
MAKE WORK
MORE HUMAN
2019 SPRING UPDATE INNOVATION THEME
Make Work Simpler Make Work AgileMake Work Smarter
• Provide people with the insight they need to make decisions
• Improve productivity by reducing the time needed to search for information
• First and only digital assistant driven mobile experience
• Mobile responsive experience for every transaction
• Hyper-personalize the employee experience
• Configure HR processes andflows independent of IT
22Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Make Work More HumanReimagined Experiences for Everyone
HR StaffEmployees Recruiting
23Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Digital AssistantsGet things done faster using voice, text, and natural conversation
Guided assistance to get answers quickly
Ask common HR questions
Get quick, consistent answers
Access to HR knowledge
base for everyone
24Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
HR Help DeskReduce the time and effort it takes to find the right answers
25Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Visualizeskills
Plan by person, job, or position
Identifyskills gaps
Strategic Workforce PlanningAlign your people strategy with your long-term business strategy
Selectwhat to do
Choose what users see
26Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Customize defaulting and
validation
HCM Design StudioHyper-personalize the employee experience
27Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Schedule and track interviews
Get calendar notifications
Selectinterviewers
Interview SchedulingImprove recruiter productivity and candidate experience
Create personalized candidate experiences
28Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Deliver multiple career sites
Multiple Career SitesEngage candidates on their terms
29Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Make Work More HumanReimagined Experiences for Everyone
HR StaffEmployees Recruiting
30Copyright © 2019, Oracle and/or its affiliates. All rights reserved.
Customers and Analysts on Oracle’s Commitment to Innovation
[Oracle HCM Cloud]’s new user
experience was much easier to use,
faster in finding transactions, and had a
more modern look and feel.
— Kevin StorrieHead of ITMacdonald Hotel and Resorts
“ “Oracle’s investment in innovations such as
mobile-responsive design and digital
assistants are unique in the industry,
and will help its customers stay at the
forefront of the market and achieve
long-term success.
— Mark SmithCEO and Chief Research OfficerVentana Research
“
“
32
Stage 1 - Our Problem Statement and Product Story
Our Problem Statement:
Our Product Story:
Product Goals Product Metrics
33Stage 1 - A Problem Statement + Product Story
Instead of “how do we use AI in Talent Acquisition?” let’s look at what Talent Acquisition issues you have and define them as a problem statement.
You may have high turnover of younger people at entry level roles meaning you are constantly recruiting and back-filling such roles. It is noticed not many people over 35 apply for such roles
So this problem statement would be summarised as
Insufficient age diversity in our applications and hires for entry-level roles.
35Stage 1 - A Problem Statement + Product Story
Your product then could be: Age Diversity Insight Report and Recruitment Action Plan.
Our Product Story: Using Artificial Intelligence-powered analytics, we have greater support and insight from recruitment campaign data, plus responses from older candidates and applicants about the attraction and process of applying for entry level administrative roles. In order to review salaries, advertising, selection processes and experiences for mature applicants, our AI-powered analytics will give us data on the real reasons we are failing in this area.
And the goal: Better understanding of why we do not attract or select more mature, experienced applicants for our administrative and support roles and achieve better age-balance at that level via adjustments that create a more attractive proposition and application experience to a wider group of people .
36
Stage 1 - Our Problem Statement and Product Story
Our Product Story:
Product Goals Product Metrics
Our Problem Statement:Insufficient age diversity in our applications and hires for entry-level roles. Current analysis reveals high turnover of younger graduates compared to new starters over 35 who are still in post and performing well. Mature applicants do not appear to identify with our entry level roles and assume it is for younger people only.
37Stage 2 - User StoriesInstead of “how do we use AI in the Selection process?” consider the users involved in the recruitment process.
For example: Candidate; Campaign Manager; Hiring Manager; Colleagues
Your User Story (for a Hiring Manager) could be:
As a <Hiring Manager> I want quick, efficient and robust recruitment capability so that <we interview only the best applicants and not miss any strong, diverse candidates>
39Stage 3 - Product Backlog and Product RoadmapNow we have our Problem Statement, Product Story and User Stories, we are ready to build our Product Backlog
SUB-OUTCOMES that we need our Squad to deliver in order to achieve the user story
● Example ○ We can sort and select candidates for first round based on their CV and covering letters
● Prioritised deliverables, tests
40Stage 4 - Sprint 1 PlanningNow we have our User Stories, and our Product Backlog we can set about planning our first Sprint. We can take our priority user story and look at what would deliver our solution to and for them and create a Sprint Backlog:
The team should decide how many outcomes should be selected to go into the first Sprint and then break it down into tasks.
Sticky Notes of -● Research <for example, we may need to know more about this type of User >● Conversations and informal actions we need to have with others● Formalised engagement such as boards, committees to engage● Tests we would need to make as our product is developing● Approvals/sign-offs from key stakeholders and our Product Owner
Prioritisation helps along with the Scrum/Squad members taking ownership of one task at a time to work on.
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Week 1 Week 2 Week 3 Week 4 Week 5/6
41Stage 4 - Our Sprint Backlog
Stage 4 - Our Sprint Backlog
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Theme 1 Theme 2 Theme 3 Theme 4
Theme 5
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What next?
Product Roadmap helps with Sprint Planning
Further Sprint Backlog tasks should go through a similar clustering and prioritising process with the Squad/Scrum.
Estimates of how long each task will take (often called velocity and measured in 0.25; 0.5, 1 day estimates) plus who is accountable for delivering
Milestones / completion dates agreed for tasks and overall Sprint
Stand-ups each day and a range of show-and-tell gatherings can help ensure progress is made, blockages identified to be removed and any plans adjusted.
Sprint retrospective reviewing how people felt and what could be improved in Sprint 2. Sprint 2 planning follows what you did in Sprint 1.
Contact detailsCity HR: [email protected]
Oracle: [email protected]: [email protected]
PTHR: [email protected] / pthr.co.uk
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Thank you for being Agile!
cityhr.co.uk @CityHRAssoc City HR Association
Andrea Eccles, Chief Executive,
City HR Association
Cindy Mahoney, Head of Talent Management,
City HR Association
Sam Bailey, Operations Manager, City HR Association
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