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75% of leaders in HR
and talent management
believe their companies
are behind the curve
in the use of internal
and external social
networking technologies.
Only 6% of organizations
use social recruiting as
a way to interact with
potential candidates and
strengthen the employer
brand.
80% of organizations
still rely on one-way
communication tools
for Learning and
Development.
43%
20%
Beginner
Conservative
31%
Fashionista
Digirati
6%
Beginner
Conservative
Complement face-to-face
classroom training with
e-learning tools and
webinar sessions.
18%
59%
Fashionista
Using several learning
platforms with social
features for peer learning
and collaborative learning
platforms with a broad
access to interactive and
social tools.
Digirati
18%
5%
Lea
rni
ng
&
Re
cru
i
ce
Increased
Visibility and
Brand Strength
an
ra
an
Enhanced
Learning
Outcomes
nd
Real-Time
Insights and
Accuracy
or m
Increased Speed
and Efficiency of
Recruitment
Impact of
Digital in HR
P erf
nt
me
lop
ve
De
t
en
tm
in g
ag
em
ent
Em
y
plo
er
78% of HR professionals
feel that crowdsourced
recognition data is
an important source
of information for
performance reviews.
Crowdsourcing Enhances
the Accuracy of
Performance Assessments
Research indicates that 45% of HR
leaders believe annual performance
reviews are not an accurate appraisal of
Employer Branding
Receives a Shot in the Arm
with Social Media
A strong employer brand plays a critical
role in attracting and retaining talent in a
competitive marketplace. In a survey of
talent acquisition leaders 83% agreed
that an organizations employer brand
has a significant impact on its ability to
hire great talent15. Organizations that have
adopted digital for employer branding
have seen strong results. For instance,
Novo Nordisk adopted a social mediafocused employer branding strategy to
attract new applicants, especially those
of international origin, to its Graduate
Program a rotational program for new
recruits. Current and former graduates
Gamification Boosts
Employee Learning and
Development
The effective use of digital platforms
can dramatically improve learning
outcomes. Research shows that the use
of gamification techniques, for instance,
can enhance employees ability to
learn by as much as 40%17. NTT Data
has successfully used gamification to
build critical leadership skills among its
employees. The company developed
the Ignite Leadership game to enable
employees to experience a variety of
leadership scenarios. The game offers
employees the opportunity to learn more
about new management subject areas
and the role they aspire for. It allows them
to collaborate online with their peers,
get instant feedback and be recognized
for their game all the while increasing
their visibility as potential leaders. The
Current HR IT Systems Do
Not Support the Latest
Digital Technologies
70% of organizations in
our survey stated that
they face integration
issues with their existing
HR IT systems.
Senior Management
Perceptions Curtail
Digitization Efforts
Lack of Data-Driven
Insights Impede HRs Ability
to Take Informed Decisions
Over 56% of US
employers mentioned that
they lack any measure of
talent investment returns.
43%
45%
50%
38%
7%
17%
22%
31%
46%
51%
32%
18%
Has integrated and web based features for HR
work for employees and potential employees
13%
24%
43%
49%
44%
27%
Number of
respondents
= 109
Sufficiently
Not sufficiently
Not at all
Build Top-Management
Consensus to Drive
Digitization across HR
Processes
The success of a large-scale digitization
effort depends on top-management
support. Top-management resistance
towards digitization in HR is often linked
with a lack of understanding of the
business benefits of digitization. To build
top-management consensus, HR should
develop a clear vision for digitization that
takes a long-term, holistic view of talent
acquisition and engagement. The vision
should be clearly aligned with the overall
business goals of the organization so
that HR is positioned for a more strategic
role that of a profit driver rather than
an administrative cost center. The vision
should be backed by a strong business
Upgrade to a Flexible,
Interoperable IT
Architecture
Benefits:
Top-management support
Establishes HR as a
strategic partner
Benefits:
Unified view of employee data
Investment prioritization
Targeted programs
Upgrade HR IT Systems
Activities:
Adopt a flexible, interoperable
IT architecture
Establish support for mobile
and social media integration
Benefits:
Process integration
Faster rollout of initiatives
Simplified management
Benefits:
Deeper engagement
Stronger employer brand
Deliver a Seamless
Multichannel Experience
A shift to a data-driven
approach to decision
making is a crucial
element of digitization of
HR.
References
1
Talent HQ, 45 Mobile Recruiting Tips and Trends From #mrec, September 2013
TechCrunch, With 40% Of Traffic From Outside The U.S., Glassdoor Raises $20M Series D To Expand Internationally,
October 2012
LinkedIn, Inside HMVs Twitter Disaster: What went wrong (and how to keep your company safe), February 2013
Two Four Seven, HMV tweets their own sacking, January 2013
LinkedIn Talent blog, Three Days, Three Key Themes: My Review of Talent Connect 2012, October 2012
10 Slideshare, Making the Quantum Leap: UPS Social Media Recruitment ROI 2012, January 2012
11 Slideshare, UPS Jobs Mobile Case Study at MREC 2013, September 2013
12 LinkedIn, People Management: Data And Analytics Will Change It Forever, November 2013
13 Globoforce, 2012 SHRM/Globoforce Employee Recognition Report, 2012
14 Globoforce, 2012 SHRM/Globoforce Employee Recognition Report, 2012
15 Slideshare, State of Employer Brand, October 2012
16 Mind Jumpers, How to use Social Media for Employer Branding and Recruitment, July 2012
17 Business Insider, Gamification Techniques Increase Your Employees Ability To Learn By 40%, September 2013
18 Forbes, Gamification In Leadership Development: How Companies Use Gaming To Build Their Leader Pipeline, September
2013
19 Oxford Economics, The Digital Transformation of People Management, March 2012
20 Oxford Economics, The Digital Transformation of People Management, March 2012
21 Recruiter.com, Survey: Most Employers Lack RTI Figures on Talent, March 2013
Authors
Barbara Spitzer
Senior Vice President, North America
barbara.spitzer@capgemini.com
Carin Soderstrom
Managing Consultant, Sweden
carin.soderstrom@capgemini.com
Roopa Nambiar
Manager, Digital Transformation
Research Institute
roopa.nambiar@capgemini.com
Digital Transformation
Research Institute
dtri.in@capgemini.com
The authors would also like to acknowledge the contributions of Jerome Buvat, Subrahmanyam KVJ and Ashish Bisht from the
Digital Transformation Research Institute and Anna Eriksson and Liselotte Fors from Capgemini Consulting Sweden.
France
Stephan Paolini
stephan.paolini@capgemini.com
Spain
Carlos Garcia Santos
carlos.garcia.s@capgemini.com
Argentina
Alejandro Roberto Giuliodori
Alejandro-Roberto.Giuliodori@
capgemini.com
China
Julien Bourdiniere
julien.bourdiniere@capgemini.com
Sweden/Finland
Anna Karin Vernet
annakarin.vernet@capgemini.com
Austria
Ingrid Berndt
Ingrid.berndt@capgemini.com
Germany/ Switzerland
Imke Keicher
imke.keicher@capgemini.com
The Netherlands
Jan Brouwer
jan.brouwer@capgemini.com
Australia
Sheila Mistry
sheila.mistry@capgemini.com
Norway
Laars Fossli
lars.fossli@capgemini.com
United Kingdom
Anne Gauton
Anne.gauton@capgemini.com
Belgium
Peter Speleers
peter.speleers@capgemini.com
Portugal
Jorge Martins
jorge.martins@capgemini.com
Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary.
2013 Capgemini. All rights reserved.