ibm smarter workforce journey
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© 2013 IBM Corporation
IBM Smarter Workforce A Jornada
Flávio Mendes
IBM Latin America
© 2013 IBM Corporation
IBM Smarter Workforce
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Link para o video (http://www.youtube.com/watch?v=oUTfOuRd0OY )
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Parte 1 – Onde estamos?
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Com o e-business, o uso da internet passou por uma
transformação fundamental que mudou para sempre a
forma como conduzimos os negócios
A evolução das mídias sociais muda a maneira como as
pessoas interagem e cria novas relações que
alavancam as redes sociais
Líderes de todos os segmentos de mercado tem fomentado
a abordagem de social business para diferenciar seus
negócios e criar vantagem competitiva
Integrar essas redes sociais em crescimento em
processos de negócios cria novas oportunidades que
promovem vantagem competitiva
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IBM Smarter Workforce
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A quinta era de TI:
Social Business
Anos 60
O Mainframe
Anos 70
Mini
Computadores
Anos 80
Computadores
Pessoais
Anos 90
Redes Locais
2000
Redes Sociais
Computação em Nuvem
Mobilidade
Big Data
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IBM Smarter Workforce
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“Muitas empresas estão morrendo
não porque façam coisas erradas,
mas porque elas continuam
fazendo a coisa certa
por um tempo longo demais”
Prof. Yves Doz, do Insead, França
não porque façam coisas erradas
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Balança em exibição na IBM
Palisades Executive
Conference Center
O IBM Watson, um sistema
computacional que utiliza poderosos
recursos para análise de perguntas e
respostas em linguagem natural
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IBM Smarter Workforce
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Link para o video (http://www.youtube.com/watch?v=5YGc4zOqozo)
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IBM Smarter Workforce
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• The YouTube video was posted on July 6, 2009. The video garnered over half a million hits by July 9, million by mid-August 2009, and 10 million by February 2011.
• Rob Bradford, United's managing director of customer solutions, telephoned Carroll to apologize for the foul-up and to ask if the carrier could use the video internally for training. United mentioned it hoped to learn from the incident, and to change its customer service policy as a result of the incident.
• Bob Taylor, owner of Taylor Guitars, immediately offered Carroll two guitars and other props for his second video.The song hit number one on the iTunes Music Store the week following its release.
• Since the incident, Carroll has been in great demand as a speaker on customer service. On one of his trips as a speaker, United Airlines lost his luggage.
• In December 2009, Time magazine named "United Breaks Guitars" No. 7 on its list of the Top 10 Viral Videos of 2009.
• In January 2012, Carroll and "United Breaks Guitars" were featured in the CBC/CNBC documentary Customer (Dis)Service.
• In May 2012, Carroll published a book, United Breaks Guitars: The Power of One Voice in the Age of Social Media, detailing his experiences.
• In January 2013, the success of Carroll's online protest was used by the German television and news service Tagesschau to exemplify a new kind of threat facing corporations in the internet age.
• Stock price effect: Within 4 days of the video being posted online, United Airline's stock price fell 10%, costing stockholders about $180 million in value.
• However, other analysts have questioned whether this price drop can be directly linked to the video; they note that some other airlines (American, Continental, Delta, and Southwest) also had drops in their stock price on that date, and that United stock had been on a roller coaster all that quarter, including some days with drops greater than 10% in value. Additionally, since the video was posted on July 6, the cumulative stock price drop was only 2% (from 3.34 to 3.26). According to UAL's stock prices, the stock started the year at $11.87, but dropped to a low of $3.94 on March 6. On July 2, UAL traded at $3.31 and $4.12 on July 31, growing by 24% for the month. It traded $12.91 by Dec 31, 2009, up 390% since July 2.
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IBM Smarter Workforce
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Link para o video (http://www.youtube.com/watch?v=oc_ZhdAJyOE)
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IBM Smarter Workforce
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Parte 2 – IBM CHRO Study
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IBM CHRO Study – 707 Executivos entrevistados
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Os resultados obtidos hoje ainda refletem a crise global de 2008
Mas já vemos claramente sinais de crescimento
Na prática, empresas necessitam voltar investimentos em Capital Humano
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Mercados emergentes x Mercados maduros
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Mercados emergentes x Mercados maduros
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IBM Institute for Business Value
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Parte 3 – Novas forças
Novo ambiente de trabalho
Novo modelo de trabalho
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IBM Smarter Workforce
Thomas Watson, Jr. Former CEO of IBM
Acredito que a diferença entre o sucesso e o fracasso de uma empresa pode freqüentemente ser atribuída à questão de até que ponto a organização aproveita bem a energia e o talento de seu pessoal.
“
”
”
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IBM Smarter Workforce
Na IBM sempre trabalhamos para criar
soluções para grandes problemas.
Neste sentido, o que poderia ser maior
do que ajudar as empresas a
reinventar a forma como trabalham?
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IBM Smarter Workforce
Passado Presente
Futuro
Sustento Sustento
+ Realização
Sustento +
Realização +
Identificação
O que “trabalho” significa para cada indivíduo?
A necessidade de sobreviver e prover as demandas básicas de
sua família
A percepção de que o trabalho
pode proporcionar dignidade e status
Quando se busca uma identificação com a missão da empresa, com seus valores e
objetivos de vida
E toda esta complexidade está colocando maior pressão sobre as empresas para envolver seus funcionários.
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A gestão do “trabalho” mudou
O modelo de gerenciamento se baseava em hierarquia, em
um modelo top-down
Atualmente está relacionado com a capacidade de utilizar a inteligência coletiva
PASSADO
FUTURO
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Quais fatores estão
motivando esta
mudança no trabalho?
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1.Uso crescente de tecnologias e conceitos Sociais no ambiente de trabalho
Estamos nos conectando cada vez mais rapidamente e de diferentes formas.
Aumento da Produtividade 12%
Source:
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2. O surgimento do big data e de analytics
Decisões eram tomadas com base em uma quantidade limitada de informações, muitas vezes com erro, e em feelings Atualmente, utilizam insights extraídos de exabytes de informações produzidas pelos funcionários diariamente
É uma tremenda vantagem competitiva
63% Source:
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3. O surgimento de tecnologias móveis Atualmente, quase 75% da população global tem um dispositivo móvel. A Informação está disponível e é facilmente acessada a qualquer hora, em qualquer lugar.
Tem um dispositivo móvel
75% Source:
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4. O surgimento do funcionário independente Mais pessoas estão trabalhando por conta própria e, como o capital humano torna-se a principal fonte de valor econômico sustentado, os empregadores estão a procura de melhores formas de parceria com estes trabalhadores independentes e não-tradicionais.
Consideram-se “no collar employees”, e não white or blue collar.
30% Source:
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Todas essas dinâmicas entrelaçadas exigem um
novo ponto de vista
SOCIAL
BUSINESS
BIG DATA
&
ANALYTICS
Trabalhador
independente
Tecnologias
móveis
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IBM Smarter Workforce
Se pudermos unir o poder do
Big Data e Analytics
com conhecimento e comportamento humano
e com soluções de força de trabalho,
juntamente com tecnologias sociais e móveis, podemos fazer com que empregados e
empregadores produzam um trabalho mais significativo e valioso para impulsionar os
negócios.
A isto chamamos
Smarter Workforce
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IBM Smarter Workforce
Quando o trabalho
é “reinventado”…
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IBM Smarter Workforce
• serão melhor educadas com relação a suas carreiras e habilidades
• terão acesso a ferramentas para se conectar, organizar e colaborar socialmente
• terão melhor conhecimento sobre as diferentes culturas organizacionais e saberão navegar de forma muito mais efetiva
• desenvolverão habilidades de liderança para liderar em organizações flat
• delegarão decisões em tempo real para uma organização mais ágil
• definirão trabalho em função de talentos e não a partir de cargos ou posições
As pessoas…
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IBM Smarter Workforce
• se tornarão especialistas em usar analytics para encontrar a pessoa correta
• terão capacidade de localizar e utilizar habilidades rapidamente e em um ambiente virtual
• reconhecerão e recompensarão funcionários continuamente utilizando ferramentas sociais
• ajudarão funcionários a aprender de forma contínua e socialmente
• utilizarão dispositivos móveis como principal ferramenta de trabalho
• pensarão na Rede Social como a supply chain do século XXI
• serão capazes de prever performance, comprometimento e resultados de negócio
• utilizarão o conhecimento coletivo da empresa para gerar valor para os principais acionistas
Empregadores…
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IBM Smarter Workforce
Parte 4 – Na prática...
O case IBM
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IBM Smarter Workforce
2013+
Na IBM, assistimos a transformação da Intranet em uma
Intranet Social
Consumo Participação
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Números – Uso de Ferramentas Sociais na IBM
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Para a IBM, ser um social business significa desenvolver a próxima geração de líderes criativos
Objetivo: Melhorar a liderança
Campaign: IBM Leadership self-driven networks
Comunidade dos Líderes
• Crescimento rápido = mais de 1.200 membros compartilham informação, colaboram e se conectam para discutir o tema do que é ser um líder na IBM
• Insights para inovação e crescimento
Social Business in Action
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Para a IBM, ser um social business significa usar Recrutamento Social para atrair talentos
Goal: Attract top and diverse talent to IBM
Campaign: Multiple collaborative platforms to target different sources of talent
Recrutamento Social
Social Business in Action
• Estudantes universitários: atraidos pela ibm.com Comunidades, Facebook, Twitter, LinkedIn e YouTube
• Profissionais experientes: alcançados por sites sociais
• Potenciais estagiários e colaboradores: LinkedIn, Facebook, Twitter, YouTube e outros sites sociais
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IBM Smarter Workforce
Para a IBM, ser um social business significa usar “social learning” para desenvolver habilidades, colaborar
e inovar
Objetivo: Desenvolver continuamente a força de trabalho
Campaign: Multiple collaborative platforms to support employee learning
Aprendizado Social
Social Business in Action
• Informal Learning Exchange (ILX): identify, harvest, and share dispersed informal learning content
• W3 Communities: accelerate skills development, build expertise, collaborate, innovate
• Virtual Social Worlds: 3D immersive technologies create highly interactive on-line experiences that engage the learner in an immediate and personal manner with content and peers.
• Accelerated Acquisition Onboarding - integrated and secure communities for acquisitions and new hires - accelerates time to performance, increases awareness and collaboration, enhances digital presence, and decreases attrition.
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Para a IBM, ser um social business significa usar “social recognition” para destacar os melhores
contribuidores
Goal: Recognize the best and brightest
Campaign: Collaborative platform to recognize high performance
Reconhecimento Social
Social Business in Action
• Blue Thx allows IBMers send virtual thanks to colleague globally to recognize contributions, building professional reputation within the company
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IBM Smarter Workforce
PRESENÇA
RELATIONSHIP
AND BRAND
CONTENT PRESENCE
Presence:
Being where the target
audience is.
• Social Networks
• Virtual fairs
• Recruitment Fairs
• Online interviews (with managers)
• Campus Party
Engagement:
Recommendation
• Cultural Contests
• Social Referral Tool
• Talent Community
Content:
Relevance and frequency
• Ei! Project
• Recruitment Videos
• Diversity Videos
• News
Relationship and Branding:
Talk to the Brand
• Testemonials
• IBM Career Exploration
© 2013 IBM Corporation
IBM Smarter Workforce
Social Channels Results – IBM Brasil Period: January 2012 – May – 2103
Twitter (link)
Facebook (link)
Google+ (link)
Linkedin (link)
Jobs at IBM Brazil (Grupo
Principal)
IBM – Vagas para
pessoas com deficiência
(Grupo PWD)
Youtube (link)
Youtube (link)
Talent Community / Social Referral:
http://ibm.referrals.selectminds.com
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Parte 5 – Na prática...
Exemplos
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Creating a smarter workforce
with a voice in innovation Cemex redefined their product development process through
a new collaborative initiative called “Shift”
A social business transforms product and service innovation through global collaboration
1/3 reduction time
of new product
development
Getting our people to think and work in a different way is much more than just about technology, it also involves a bit of psychology,
but without the simple and intuitive platform like Connections we would not be on our current path to success and sustainable change.
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IBM Smarter Workforce
Creating a smarter workforce
AMC hired the right sales people to work theater concession
stands, generating millions of dollars of incremental income
1.2% increase in profit per
customer yields
millions in net income
Kenexa “fit” strategy matched the right people to the right jobs, resulting in 11 percent lower employee turnover rates.
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IBM Smarter Workforce
Flávio Mendes IBM Latin America Portal and Social Business Tiger Team Leader
Rio de Janeiro - Brasil
Tel 55 21 9999-9559
Email: [email protected]
Blog: fgfmendes.blogspot.com
@fmendes
fgfmendes.blogspot.com
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IBM Smarter Workforce
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