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IBM Institute for Business Value 
A preview of the webcast: 
© 2013 IBM Corporation 1 IBM Confidential Confidential
The HR function will need to address a number of new 
workforce challenges in a customer-activated world 
Manage the 
critical roles 
needed to drive the 
customer-activated 
enterprise 
§ Identify pivotal roles that create unique physical and digital 
customer experiences within your industry 
§ Build the need for greater customer interaction into HR programs 
and development efforts 
§ Develop a deeper understanding of employee engagement 
and what motivates individuals in customer-facing roles 
Use analytics to 
enhance customer 
value 
§ Apply workforce analytics to better source, allocate and 
develop employees that deliver customer experiences 
§ Foster a culture that drives analytics-based decision making 
§ Make it easier for line managers to access and act upon workforce 
insights 
Address emerging 
digital challenges 
§ Determine impact of mobile technologies on work design 
and flexibility 
§ Develop guidelines for managing digital reputation 
§ Collaborate with internal and external parties 
© 2013 IBM Corporation 2
Much like other CxOs, CHROs are looking to better understand 
their external customers and focus on customer experience 
Personal involvement for CHROs 
High level of customer understanding 
152% more 
CHROs 
31% 
Today 
31% 
78% 
3–5 Years 
78% 
Customer experience management 
Today 
3–5 Years 
38% 
28% 
© 2013 IBM Corporation 3
Talent development and employee engagement are on 
CHROs’ radar; collaboration and rapid skill building will take 
on increasing importance 
Top workforce challenges today 
80% 
Employee 
engagement 
and 
commitment 
68% 
Talent 
retention 
87% 
Talent 
development 
Percentage change in importance 
of workforce challenges: 
today vs. 3–5 years 
68% 
Collaboration 
and 
knowledge 
sharing 
55% 
Rapid 
development 
of workforce 
skills 
© 2013 IBM Corporation 4
While the majority of CHROs believe in their ability to retain talent, 
less than half are effective in other major workforce capabilities 
Effectiveness in addressing workforce challenges today 
60% 
42% 
42% 
38% 
37% 
34% 
32% 
28% 
20% 
Talent retention 
Employee engagement and commitment 
Sourcing and recruiting 
Performance management evaluation 
Talent development 
Workforce productivity 
Talent management 
Rapid development of workforce skills 
Collaboration and knowledge sharing 
© 2013 IBM Corporation 5
Moving forward: 
1. Apply science and analytics to the art of talent management 
Use of analytics 
§ Forecast the need and availability of key skills across multiple time horizons 
§ Use analytic approaches to differentiate high performance and maximize recruiting and development 
investments 
§ Understand and replicate the network dynamics of high-performing individuals and groups 
© 2013 IBM Corporation 6
Moving forward: 
2. Build social capabilities into the fabric of your organization 
Use of social tools 
§ Enable employees to locate, connect with, and recognize contribution from others with needed skills 
and capabilities 
§ Rethink learning programs to adapt to a core social, interactive generation 
§ Incorporate “systems of engagement” to continuously monitor the pulse of candidate and employee 
interest and sentiment 
© 2013 IBM Corporation 7
Moving forward: 
3. Work with internal and external partners to unlock new 
sources of value and deliver new capabilities 
§ Form new internal partnerships that 
address key strategic initiatives such as 
branding (Marketing), collaboration (IT) and 
risk (Finance) 
§ Work closely with external vendors to 
deliver services that improve engagement 
and foster productivity 
§ Extend influence to contractors and other 
third parties who directly interact with 
customers 
Significant use of partnerships 
© 2013 IBM Corporation 8
Want to learn more from CHRO 
Insight Study? 
View the webcast

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New Expectations for a New Era: CHRO Insights from the Global C-Suite Study

  • 1. IBM Institute for Business Value A preview of the webcast: © 2013 IBM Corporation 1 IBM Confidential Confidential
  • 2. The HR function will need to address a number of new workforce challenges in a customer-activated world Manage the critical roles needed to drive the customer-activated enterprise § Identify pivotal roles that create unique physical and digital customer experiences within your industry § Build the need for greater customer interaction into HR programs and development efforts § Develop a deeper understanding of employee engagement and what motivates individuals in customer-facing roles Use analytics to enhance customer value § Apply workforce analytics to better source, allocate and develop employees that deliver customer experiences § Foster a culture that drives analytics-based decision making § Make it easier for line managers to access and act upon workforce insights Address emerging digital challenges § Determine impact of mobile technologies on work design and flexibility § Develop guidelines for managing digital reputation § Collaborate with internal and external parties © 2013 IBM Corporation 2
  • 3. Much like other CxOs, CHROs are looking to better understand their external customers and focus on customer experience Personal involvement for CHROs High level of customer understanding 152% more CHROs 31% Today 31% 78% 3–5 Years 78% Customer experience management Today 3–5 Years 38% 28% © 2013 IBM Corporation 3
  • 4. Talent development and employee engagement are on CHROs’ radar; collaboration and rapid skill building will take on increasing importance Top workforce challenges today 80% Employee engagement and commitment 68% Talent retention 87% Talent development Percentage change in importance of workforce challenges: today vs. 3–5 years 68% Collaboration and knowledge sharing 55% Rapid development of workforce skills © 2013 IBM Corporation 4
  • 5. While the majority of CHROs believe in their ability to retain talent, less than half are effective in other major workforce capabilities Effectiveness in addressing workforce challenges today 60% 42% 42% 38% 37% 34% 32% 28% 20% Talent retention Employee engagement and commitment Sourcing and recruiting Performance management evaluation Talent development Workforce productivity Talent management Rapid development of workforce skills Collaboration and knowledge sharing © 2013 IBM Corporation 5
  • 6. Moving forward: 1. Apply science and analytics to the art of talent management Use of analytics § Forecast the need and availability of key skills across multiple time horizons § Use analytic approaches to differentiate high performance and maximize recruiting and development investments § Understand and replicate the network dynamics of high-performing individuals and groups © 2013 IBM Corporation 6
  • 7. Moving forward: 2. Build social capabilities into the fabric of your organization Use of social tools § Enable employees to locate, connect with, and recognize contribution from others with needed skills and capabilities § Rethink learning programs to adapt to a core social, interactive generation § Incorporate “systems of engagement” to continuously monitor the pulse of candidate and employee interest and sentiment © 2013 IBM Corporation 7
  • 8. Moving forward: 3. Work with internal and external partners to unlock new sources of value and deliver new capabilities § Form new internal partnerships that address key strategic initiatives such as branding (Marketing), collaboration (IT) and risk (Finance) § Work closely with external vendors to deliver services that improve engagement and foster productivity § Extend influence to contractors and other third parties who directly interact with customers Significant use of partnerships © 2013 IBM Corporation 8
  • 9. Want to learn more from CHRO Insight Study? View the webcast