Post on 17-Sep-2018
©2016 IBM Corporation 31 May 20171
Sven Semet, IBM Watson Talent – Sven.Semet@de.ibm.com – Mobile: +49 1713050853
Die Arbeitswelt im Umbruch - Kognitive
Systeme und künstliche Intelligenz in HR
©2016 IBM Corporation 31 May 20172
Agenda:
The NEW IBM
How important is DATA?
How about COGNITIVE?
Innovative Digitale Workplace solutions.2
©2016 IBM Corporation 31 May 20173
The „new“ IBM ...
http://ibm.biz/TheNewIBM
©2016 IBM Corporation 31 May 20174
Our Trends actually ...
©2016 IBM Corporation 31 May 20175
Unstructured data — “dark data” — accounts for 80% of all data generated today.
5
6
©2016 IBM Corporation 31 May 20177
© 2016 International Business Machines Corporation 7
Healthcare
Each person will
generate 1 million GB
of health-related data
in their lifetime –
equivalent to about
300 million books.
7
©2016 IBM Corporation 31 May 20178
Tabulating
Systems Era
1900 - 1940s
Programmable
Systems Era
1950s - Present
Cognitive
Systems Era
2011 -
8
©2016 IBM Corporation 31 May 20179
© 2016 International Business Machines Corporation 99
Cognitive
systems
must learn
at scale,
reason with
purpose,
and interact
with humans
naturally.
©2016 IBM Corporation 31 May 201710
https://www.youtube.com/watch?v=vqjndtS8jQU
©2016 IBM Corporation 31 May 201711
Wir müssen heute HR Strategien
und Systeme überdenken, die für
ein anderes Zeitalter geschaffen
wurden.
Vergütung
Mitarbeitergewinnung
Mitarbeiterbeziehung
IT-Sicherheit
uvm.
Führungskräfte- und
Mitarbeiterentwicklung
Engagement
©2016 IBM Corporation 31 May 201712
Wir brauchen einen Plan,
um uns von Speichersystemen
hin zu Systemen zu bewegen, die uns neue
Einsichten bringen
Durchgängige
Nutzererfahrungen
schaffen
Die Business-Strategie
beeinflussen
Die Mitarbeiter
“aufpowern”
©2016 IBM Corporation 31 May 201713
IBM Watson Virtual Agent
for HR
IBM Watson Talent Development
IBM Watson Career Coach
IBM Watson Talent Insights
IBM Watson Recruitment
1
3
IBM Watson Talent
©2016 IBM Corporation 31 May 201714
© 2016 IBM Corporation
Position und Ziele
Gruppe
Fähigkeiten
Persönliche
Lernhistorie
Mobil
Intuitiv
Motivierend
Mitarbeiter erhalten persönliche Lern-
und Karriereempfehlungen von einem
cognitiven HR Berater
©2016 IBM Corporation 31 May 201715
IBM Watson Career Coach
©2016 IBM Corporation 31 May 201716
Sven Semet, IBM Watson Talent – Sven.Semet@de.ibm.com – Mobile: +49 1713050853
Die Arbeitswelt im Umbruch - Kognitive
Systeme und künstliche Intelligenz in HR
©2016 IBM Corporation 31 May 201717
IBM Watson Virtual Agent
for HR
IBM Watson Talent Development
IBM Watson Career Coach
IBM Watson Talent Insights
IBM Watson Recruitment
1
7
IBM Watson Talent
©2016 IBM Corporation 31 May 201718
Führungskräftenhelfen, bessereFührungskräfte zusein
“Fitbit für Manager”
HR Beratung und Support
Manager erhalten relevante Personal-
informationen in ihren Alltagswerkzeugen
und erhalten von HR strategische
Unterstützung
©2016 IBM Corporation 31 May 201719
IBM Watson Virtual Agent
©2016 IBM Corporation 31 May 201720
IBM Watson Virtual Agent
for HR
IBM Watson Talent Development
IBM Watson Career Coach
IBM Watson Talent Insights
IBM Watson Recruitment
IBM Watson Talent
Das Tool IBM Talent Insights
Explorationbuilt in
Intelligence
Refinement
Prediction
https://de.wikipedia.org/wiki/Victorinox
©2016 IBM Corporation 31 May 201722
Für Wen? Wofür? Was? Wie? wegweisend
• HR Fachpersonal
• Kleiner Benutzerkreis
• Alle HR Fragen
• Unterschiedliche
Datenquellen
• Strukturierte Daten
• Browser basierend
• Daten in natürlicher
Sprache befragen
• Schnell, selbständig
Einsichten gewinnen
• Intelligente Hilfe
• “Eingebauter Statistiker”
• Daten direkt
durchforsten
• Vorausschauende
Analytics anwenden
IBM Talent InsightsEin Analytics Tool für das HR Fachpersonal
powered by IBM Watson Analytics
©2016 IBM Corporation 31 May 201723
Zeit Budget
QualitätMehr Einsichten
Schneller Erkenntnisse Weniger Aufwand
VisualisierungEinstiegsfragen
Hilfsmittel
Datenqualität
Querdenken
Vertiefen
Ihre
Vorteile !
IBM Talent Insights
©2016 IBM Corporation 31 May 201724
Predictive
Descriptive
Prescriptive
©2016 IBM Corporation 31 May 201725
IBM Watson erweitert menschliche Expertise und Urteilsvermögen mit künstlicher Intelligenz. So kann HR besserentscheiden, bessere Services bieten und es den Mitarbeiternerleichtern, positive auf das Geschäft einzuwirken.
IBM WatsonVirtual Agent for HR
IBM Watson Talent Development
IBM Watson Career Coach
IBM Watson Talent Insights
IBM Watson Recruitment
IBM Watson Talent
Gibt Leverl 1HR Support in natürlicherSprache
Watson empfiehltrelevanteTrainings auf Basis individuellerBedürfnisse, Kenntnisse, Zielesowie der aktuellen und angestrebtenPosition
Watson emfiehlteinen Karriere-pfad basierendauf individuellenZielen, Wünschen, Fähigkeiten und Talenten
Lernt und trifftVorhersagenbezogen auf HR Fragen wieFluktuation, Engagement und Performance
Watson lernt ausinternen und externenDatenquellen, um den bestmöglichenBewerber für einebeliebige Stellezu finden.
©2016 IBM Corporation 31 May 201726
IBM Watson Virtual Agent
for HR
IBM Watson Talent Development
IBM Watson Career Coach
IBM Watson Talent Insights
IBM Watson Recruitment
2
6
IBM Watson Talent
©2016 IBM Corporation 31 May 201727
Bewerbern helfen, ihren
Platz zu finden
Recruiter werden Marketer und
Beziehungsmanager statt
Prozesskoordinator
©2016 IBM Corporation 31 May 201728
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©2016 IBM Corporation 31 May 201729
Sven Semet, IBM Watson Talent – Sven.Semet@de.ibm.com – Mobile: +49 1713050853
Roger Haenggi, IBM Watson Talent – Roger.Haenggi@ch.ibm.com – Mobile: +41 795008707
Künstliche Intelligenz im HR Lifecycle
©2016 IBM Corporation 31 May 201730
Translate expansive,
ever-growing data
sets into differentiation
when you act on
game-changing
knowledge.
GROW
KNOWLEDGE
FROM DATA
Redefine industries
and professions when
you make expertise a
scalable resource.
ENHANCE
EXPERTISE
Transform how you do
everything together
when you can learn and
adapt perpetually.
LEARN AND
ADAPT
Cognitive HR Is About….Expanding human expertise and
judgement with cognitive systems,
enabling HR to improve and accelerate
people’s impact on the business.
Cognitive
HR
©2016 IBM Corporation 31 May 201731
Learns and builds knowledge from various structured and unstructured sources of information
Understands natural language and interacts more naturally with humans
Captures the expertise of top performers and accelerates the development of expertise in others
Enhances the cognitive process of professionals to help improve decision making
Elevates the quality and consistency of decision making across an organization
Cognitive computing…
©2016 IBM Corporation 31 May 201732
Top 10 use cases
1. Quality of Hire
2. Attrition in key job families
3. Drivers of Sales
Performance/Customer
Satisfaction
4. Impact of engagement on
business performance
5. Optimal pay and reward
strategies
6. Accident Risk
7. Absenteeism
8. Ageing workforce
9. Competency gaps for
succession
10. Time to Productivity
©2016 IBM Corporation 31 May 201733
Predicting regrettable attrition
Compensation
Investment
Attrition
Cost
Labor Market
~200%ROI
~$270MNet benefits
OBJECTIVE : Proactively identify Top talent at risk of voluntary
leaving the organisation and take appropriate action in time to
actually affect such employee departures, avoiding financial and
knowledge losses.
~25%Reduced attrition
©2016 IBM Corporation 31 May 201734
£41 MILLION
in additional revenue by creating a
Blueprint and hiring against it
£26 MILLION in savings by reducing
employee turnover
SUCCESS METRICS JOB FAMILY TOP 10% EVIDENCE
THEFTTOP 10% 17 TIMES LESS
THAN OK 10%
PROFIT PER CUSTOMERTop 10% VS.
OK 10%12% Higher
ENGAGEMENT & PROFIT
TOP 10% - 21% HIGHER THAN
OK 10%
ENGAGEMENT & GUEST
SATISFACTION:
TOP 10% - 29% HIGHER THAN
OK 10%
HOURLY TURNOVER
TOP 10% 43% LESS THAN
OK 10%
©2016 IBM Corporation 31 May 201735
© 2016 IBM Corporation
WHAT IMPACT DOES
ENGAGEMENT MAKE
ON PERFORMANCE?
WHAT IS THE
DIFFERENCE
BETWEEN HIGHLY
ENGAGED & OK UNITS
IN RETAIL?
Linking Engagement and Business Data
WHAT ARE YOUR
BUSINESS CRITICAL
SUCCESS METRICS?
VOLUNTARY TURNOVER:
71% LOWER
CUSTOMER LOYALTY:
5.3% HIGHER
TECHNICIAN PRODUCTIVITY:
4.5% HIGHER
RE-WORK:
60% LOWER
HIGHLY ENGAGED UNITS MET OR EXCEEDED QUARTERLY
FINANCIAL TARGETS 40% MORE OFTEN THAN UNITS WHO
REPORTED LOWER LEVELS OF ENGAGEMENT
©2016 IBM Corporation 31 May 201736
Customer facing roles
within branch +
branch managers
Age, Tenure in Role, Job band,
FTE Count of branch, Full to part
time staff ratio, average age of
employees at branch, ratio of
male to female staff at branch,
overall customer sat score of
branchOUTCOMES
Looking to find a relationship between gender ratio and full/part-time ratio of branch and customer sat.. If
they can find a connection, further work will be required to look into other confounding factors but also they
can make recommendations about the gender mix and % of part time staff working in each branch in order to
help the bank meet its customer sat tar
Employee Factors that drive
customer sat across their
branch network of 200
branches (job roles included:
customer facing roles only)
JOB
FAMILY USE
CASE
DATA
POINTS
Improving Customer SatisfactionUK Retail Bank