IBM Smarter Workforce Journey

© 2013 IBM Corporation
IBM Smarter Workforce
A Jornada
Flávio Mendes
IBM Latin America

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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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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

6
“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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Link para o video
(http://www.youtube.com/watch?v=5YGc4zOqozo)

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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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Link para o video
(http://www.youtube.com/watch?v=oc_ZhdAJyOE)

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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

IBM Institute for Business Value
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Parte 3 – Novas forças
Novo ambiente de trabalho
Novo modelo de trabalho

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.
“
”
”

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?

Passado Present
e
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.

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

Quais fatores estão
motivando esta
mudança no trabalho?

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
Produtividade12%
Source:
TopDown
Bottomup
TopDown
BottomUp

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:
TopDown
Bottomup
TopDown
BottomUp

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:
TopDown
Bottomup
TopDown
BottomUp

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:
TopDown
Bottomup
TopDown
BottomUp

Todas essas dinâmicas entrelaçadas exigem um
novo ponto de vista
SOCIAL
BUSINESS
BIG DATA
&
ANALYTICS
Trabalhador
independente
Tecnologias
móveis

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

Quando o trabalho
é “reinventado”…

• 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…

• 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…

Parte 4 – Na prática...
O case IBM

2013+
Na IBM, assistimos a transformação da Intranet em uma
Intranet Social
Consumo Participação

Números – Uso de Ferramentas Sociais na IBM

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

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
• 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

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
• 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.

usar “social recognition” para destacar os melhores
contribuidores
Goal: Recognize the best
and brightest
Campaign: Collaborative
platform to recognize high
performance
Reconhecimento Social
• Blue Thx allows IBMers send virtual
thanks to colleague globally to recognize
contributions, building professional
reputation within the company

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

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

Parte 5 – Na prática...
Exemplos

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.

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.

Flávio Mendes
IBM Latin America
Portal and Social Business
Tiger Team Leader
Rio de Janeiro - Brasil
Tel 55 21 9999-9559
Email: fmendes@br.ibm.com
Blog:fgfmendes.blogspot.com
fmendes@br.ibm.com
@fmendes
fgfmendes.blogspot.com

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