Redefining Talent

Redefining Talent
Insights from the Global C-suite Study – The CHRO perspective IBM Institute for Business Value

Total number of CHROs interviewed 601
North America 266
Central and South America 32
Western Europe 95
Central and Eastern Europe 23
Middle East and Africa 25
Asia Pacific 88
Japan 72
This report draws on input from the 5,247 C-suite
executives (CxOs) who participated in our latest
C-suite Study – the eighteenth in the ongoing series
of CxO studies conducted by the IBM Institute for
Business Value. We now have data from more than
28,000 interviews stretching back to 2003.
Here, we focus on the perspectives of
Chief Human Resources Officers (CHROs).

Uncharted territory
Technological advances are disrupting the status quo and bringing huge turmoil in their wake.
Industries are converging, and new competitors emerging, as never before. The nature of
work is changing and demand for digital expertise is soaring, while other skills are becoming
defunct. So how can CHROs chart a path through the turbulence and help their fellow
executives understand the impact on the workforce?
In the first part of our latest C-suite Study, we interviewed 5,247 business leaders to find out
what they believe the future holds and how they’re positioning their organizations to prosper in
the “age of disruption.”1
This report probes more deeply into the views of the 601 CHROs who
contributed to our research.
We discovered that the most perceptive CHROs are treating present and potential employees
like customers. They’re also capitalizing on emerging technologies to improve the employee
experience, building a flexible skills base, drawing on analytics to predict future workforce
trends and creating a social dialogue with employees to manage change more effectively.
Convergence, competition, commotion
CHROs, like other CxOs, recognize that the barriers between previously separate industries are
collapsing, as companies in one sector apply their expertise to others. For example, electric
carmaker Tesla is entering the power sector with a new line of zero-carbon batteries for homes,
businesses and utilities.2
Similarly, online retailer Alibaba is moving into video streaming.3
“There’s so much discontinuity –
and it’s very difficult to see who
the disrupters will be.”
CHRO, Professional and Computer Services, United States
1

CHROs told us that industry convergence is the single biggest trend transforming the
business arena (see Figure 1). And they see it as a very mixed blessing. On the upside, it’s
providing new opportunities for growth by shifting the focus from standalone goods and
services to cross-sector customer experiences. On the downside, it’s producing more
competition, because other enterprises can seize an organization’s core business as they
expand into adjacent spaces. Hence, 51 percent of CHROs expect more competition from
new rivals in contiguous industries over the next three to five years.
What underpins the change in the competitive environment? CHROs point to a potent mix of
new technologies and market pressures. Like their C-suite colleagues, they expect both to have
a huge influence on their enterprises over the next three to five years. Predictably, however, a
larger percentage of CHROs said that people skills would also have a major impact.
Figure 1
Border disorder: CHROs, like other CxOs, say the barriers between industries are dissolving
The “anywhere” workplace
Industry convergence
Rising cyber risk
The redistribution of consumer purchasing power
The sustainability imperative
Alternative ﬁnance and ﬁnancing mechanisms
The sharing economy
66%
50%
46%
43%
24%
68%
53%
47%
41%
25%
26%
37%
18%
All CxOs CHROs
CHROs
32%
“New competitors from different
industries are entering our market.
We need to look at what these
companies are doing, rather than
watching how other enterprises in
our industry behave.”
Gustavo Hernan Garcia, HR Director, ICBC, Argentina
2

CHROs are arguably ahead of the game in this respect. They realize that capitalizing on new
technologies and withstanding the dramatic market upheavals now taking place will entail
developing a workforce with different capabilities. And they’re already planning how to tackle
the challenge. Most respondents intend to recruit staff with the skills their enterprises lack.
More than two-thirds also anticipate working with third-party providers and partnering with
other organizations to gain additional expertise (see Figure 2).
So CHROs are just as attuned as other members of the C-suite to the way the business arena
is shifting. And they’re actively preparing for a more tumultuous future – a future in which the
talent landscape is completely redefined.
Figure 2
Skill fill: CHROs plan to secure new talent primarily by hiring new employees and partnering
Hiring new
employees with
skills you require
Investing in
automated
systems
78% 80%
Working with
third-party
providers
75%
70%
Partnering with
other enterprises
to tap their
expertise
74%
67%
41%
40%
Soliciting help from
customers and
rewarding them
27% 27%
All CxOs CHROs
“We need a diverse workforce
that reflects the customers we
serve – a workforce that’s also
innovative and collaborative,
and embraces change.”
CHRO, Energy and Utilities, Canada
3

“We need to create an environment
that attracts committed employees
and encourages them to stay.”
Barbara Schaerer, CHRO, Swiss Federal Government,
Switzerland
Whattodo:Lookattalentthroughamarketinglens
Industry convergence and technological advances will directly affect how CHROs seek and
manage talent in three ways. First, they will need to “fish in new ponds.” This will force many
organizations to review their recruitment practices. Most job advertisements are better at
explaining what’s required than at selling the job to potential candidates. Cumbersome online
application forms and selection processes are another turn-off. And companies that are
newcomers to certain labor pools or markets will need to broaden their appeal.
GE is one enterprise that’s trying to expand its reach. It recently launched a witty advertising
campaign to recruit young software developers. When college graduate Owen tells his family
and friends that GE has hired him, they are bewildered. Owen’s attempts to explain that he will
be writing code that lets machines talk to each other elicit confused stares because everybody
assumes GE is still a traditional manufacturer rather than a leading player in the digital world.4
Second, CHROs will have to design employee experiences that attract individuals from
diverse backgrounds and encourage them to stay. Providing the right connections can
enable employees to form communities, foster camaraderie and promote loyalty, for example.
Similarly, creating comfortable workplaces with personal space and open areas for free-
flowing discussion can improve productivity. And giving staff access to technologies that are
as simple and convenient as those they use in their personal lives can make their work easier.
Third, CHROs must watch out for competitors encroaching on their territory. New players
won’t restrict their attention to customers; they will be equally eager to poach highly skilled
employees – as Carnegie Mellon University discovered. In February 2015, the university
formed a strategic partnership with Uber to develop driverless-car technology, only to have
Uber hire away a number of their top robotics researchers.5
4

As competition for the best talent intensifies, CHROs will need to borrow from the techniques
used by Chief Marketing Officers (CMOs). They will have to reposition their organizations to
appeal to new employee segments, rethink their social recruitment strategies and build
relationships with a wide group of potential candidates. They will also have to provide employee
experiences that emulate the personalized customer experiences good marketers deliver.
These changes will act as a catalyst for the transformation of the HR function. Continual
workforce planning and skills development will be crucial, for example, to cope with rapidly
evolving technologies and expansion into new business lines. CHROs must be able to identify
vital skills and instill them in the workforce faster and on a far larger scale than before.
There are ramifications for other executives as well. The upheavals in the business landscape
will require leaders who can help employees adapt. Here, the evidence suggests that CxOs fall
short (see Figure 3). CHROs are especially unsure about whether their colleagues are ready to
manage a more complex workforce – with reason, perhaps. It’s far harder to lead a coalition of
employees, contractors and individuals from partnering organizations than it is to lead a team of
people who work for the same business and have largely similar perspectives.
“We’re now better placed to
attract ‘rock stars.’ But it’s harder
to keep such people because other
companies want them, too.”
Hy Pomerance, CHRO, QBE North America,
United States
Figure 3
Chief challenge: CHROs say CxOs are still figuring out how to manage disruptive change
63%
62%
Leadership understands the impact of
changing technologies on the workforce
Leadership balances the need to deliver business
results with the ability to lead through change
The enterprise is prepared to manage a more
complex workforce
46%
5

How to do it: Exploit technology to enhance the
employee experience
So how are CHROs preparing to enhance the employee experience and manage change
more effectively? They concur with other CxOs in thinking three specific technologies – cloud
computing, mobile solutions and the Internet of Things (IoT) – will revolutionize the way they
do business over the next few years (see Figure 4). Collectively, these technologies have major
implications for the workforce and for HR service delivery alike.
Figure 4
Triple play: CHROs, like other CxOs, see cloud, mobility and the IoT as revolutionary
Mobile solutions
Cloud computing and services
Internet of Things (IoT)
Cognitive computing
Advanced manufacturing technologies
New energy sources and solutions
Bioengineering
63%
61%
57%
37%
12%
61%
49%
51%
33%
23%
33%
35%
18%
All CxOs CHROs
CHROs
28%
Man-machine hybrids 10%
13%
“This new era – in which people carry
incredible computing power with them
everywhere they go – is completely
changing our lifestyles.”
CHRO, Banking and Financial Markets, Turkey
6

Implications for the workforce
Cloud computing and mobility have jointly untethered people from their desks and facilitated
the development of “asset-light” business models. This has various implications for the
workforce. It reshapes the relationship between employee and employer, alters the way many
activities are performed and brings about significant cultural changes.
In a cloud-based world, employees can share resources and collaborate more effectively.
And with mobile solutions, they can get access to information “on the go” – enabling them to
do things they couldn’t do before. A retail associate can instantly check whether something is
in stock and show customers alternative options, for example.
But while employees enjoy more flexibility, they’re also at greater risk of suffering from “device
burnout.” Mobility blurs the lines between work and home life – and some people struggle to
disconnect from their jobs. The French government recently took steps to curb the problem
with a rule restricting access to email outside working hours in certain sectors.6
There are other issues, too. Employees now have to compete with the “human cloud” – the
vast reservoir of freelancers offering a wide range of services on demand. Numerous online
platforms matching employers with independent workers have sprung up in the past few
years. This provides easy access to talent but could leave employees feeling vulnerable.
The IoT may have an even bigger impact. It will create work by generating huge amounts of
data, all of which must be managed. But it could also eliminate some forms of work, with
onsite security sensors replacing security guards and self-driving trucks replacing truck
drivers, for example. U.S. manufacturer Freightliner has launched the first autonomous big rig.
A human being still has to sit in the driver’s seat, but that won’t be the case forever.7
“The employment model is changing.
Businesses want labor that flexes
with demand.”
CHRO, Consumer Products, United States
7

One last technology – cognitive computing – could prove equally revolutionary. Only a third
of CHROs currently recognize its potential (as Figure 4 on page 6 shows). Nevertheless,
cognitive computing holds great promise. Whereas conventional algorithm-based systems
are limited by what they’ve been programmed to do, cognitive systems learn through
experience and apply what they’ve learned to new inquiries.
Cognitive technologies will change the nature of work by allowing people to harness the
increasing volume of data that’s being created. They will also provide practical feedback on
how employees can improve their performance and enable closer coordination of human-
machine interfaces. They can, for example, help research scientists make new discoveries
and doctors pinpoint the best way of treating patients with complex diseases. Similarly, they
can help wealth managers address their clients’ needs more effectively by matching each
client with the most appropriate financial products and services.
Implications for the HR function
These same technologies will have a profound impact on what the HR function does and how
it delivers many services. Cloud computing will, for instance, enable CHROs to provide better
employee experiences and offer a wider array of self-service options. It will also help them
improve the quality of the data they collect and dispense with routine activities such as
functionality upgrades (see Figure 5). They can then concentrate on more value-added
activities, like analyzing and interpreting the data more efficiently and using the insights that
emerge to make more informed decisions.
“We need to utilize cognitive
computing and free human
beings to engage in the tasks only
human beings can perform.”
Takio Sudo, CHRO, Pasona Group, Japan
8

As mobility alters the way people work, the HR function will also be expected to provide
round-the-clock access to mobile learning solutions, performance aids and expert advice.
Moreover, the CHRO will have to liaise with the Chief Information Officer (CIO) to design a clear
device management policy. One key question is whether to let employees bring their own
devices to work, which can boost productivity but exposes enterprise systems and data to
greater security vulnerabilities.
Figure 5
Cloud control: CHROs are turning to cloud computing to improve the employee experience and collect better data
68%
Deliver improved employee experience
through greater functionality
66%Improve data quality
61%Enable more frequent functionality upgrades
61%
Provide greater input into future business
requirements
60%
Reduce dependency on limited internal
IT resources
48%
Increase ﬂexibility in addressing
workforce changes
47%
Shift costs from capital to operating
expenditures
“We’re moving to mobile interaction
with our customers. Our employees
want the same thing; they expect
mobile learning on demand, employee
information and services delivered
through online channels.”
Lee Yan Hong, Managing Director and Head, Group Human
Resources, DBS Bank, Singapore
9

The shift to mobile working will, likewise, entail reinventing PC-based HR processes such as
recruitment, performance feedback and employee surveys. Social recognition company
Globoforce has already entered this market, with the launch of an app that lets employees
nominate, endorse and congratulate fellow workers.8
Similarly, CHROs will need to use mobile
technology to provide shared services support via tools like text messaging.
The IoT will bring other changes. With sociometers (smart badges that track how people
interact with each other), employers will be better able to design workplaces that foster
collaboration. Smart devices provide the means to customize environmental factors such as
ambient temperature, lighting and noise – all of which can have a major impact on employee
output – as well as warning staff about potential safety hazards. However, this must be done
without invading people’s privacy.
Cognitive computing will also open up new service delivery opportunities, such as
individualized “concierge services” to help employees develop new skills and identify new
career paths. It will allow CHROs to detect previously undiscovered patterns, including trends
in employee efficiency, engagement and retention, and put corrective measures in place.
Lastly, it will facilitate more proactive recruitment procedures, using external data from
sources like LinkedIn and internal data on existing staff to assess a candidate’s suitability.
To sum up, new technologies will impose new obligations on the HR function. But they will
also provide a deeper understanding of employees and would-be employees, including their
abilities, individual needs and preferences, and how they collaborate with other people. Above
all, these technologies will enable CHROs to deliver better employee experiences, make their
organizations more appealing and increase productivity.
“Cognitive computing will have a
profound impact on HR. I envision
great leaps in terms of guidance on
human capital.”
CHRO, Electronics, United States
10

What you need to do it: Become flexible, analytical
and social
Even so, most enterprises won’t be able to rely on in-house resources alone to provide the
rapidly changing mix of skills they require. Nor can they manage their future staffing needs
effectively if they can’t anticipate hiring trends, forecast skills shortfalls or comprehend what
employees actually want. Three further elements will thus be crucial: a flexible approach to
talent acquisition, predictive analytics to make more accurate workforce decisions and social
tools to capture employee input.
Many CHROs realize this. Two-thirds of them told us they already use third parties to provide
contingent labor. More than half also use flexible work plans, telecommuting and the like.
Many intend to continue using such techniques. What’s more noteworthy, though, is the
marked increase in the percentage of CHROs who plan to address future skills gaps by
retraining existing employees and bringing in new staff on short-term contracts (see Figure 6).
“One thing that I would like
to personally influence is
transforming our organizational
culture to adopt a flexible
business model.”
CHRO, Banking and Financial Markets, Australia
Figure 6
Flexible talent: Many CHROs now rely on third parties and alternative work arrangements
66%
Use of third-party providers to
provide contingent labor
57%
Greater use of alternative work
arrangements
49%
Use of individual contactors not
managed by a third-party provider
40%
Reskilling of segments of the existing
workforce to address skills gaps
37%
Use of short-term work contracts
for new employees
36%Use of crowdsourcing approaches
44%
50%
45%
58%
42%
27%
Enterprises currently
using techniques to
improve labor ﬂexibility
Enterprises planning
to use techniques
extensively in 3 to 5 years
11

A small – but increasing – number of CHROs are also using predictive analytics to manage
workforce issues (see Figure 7). Building an effective analytics capability isn’t easy. It requires
a cadre of new HR workers with different skills: data architects, statistical modelers and even
storytellers. But, most of all, analytics requires a degree of trust between the HR function and
the rest of the business. The HR function must trust the business units to act on the answers
it produces, while the business units must trust the methodology and assumptions the HR
function uses to produce those answers.
Nevertheless, the benefits justify the investment and effort required. Developing robust
models to forecast dynamics such as employee turnover and future levels of supply and
demand for specific skills helps an organization anticipate and mitigate forthcoming
Workforce
productivity
Sourcing and
recruitment
16%
19%
Performance
management
and evaluation
8%
15%
Employee
engagement and
commitment
9%
14%
7%
14%
Talent
retention
13%13%
20132015
Figure 7
Future focus: The number of CHROs who use predictive analytics to make more informed workforce decisions is rising
“With predictive analytics, we’ll
be able to explore ‘what might
happen’ rather than looking at
‘what has happened.’”
Lucien Alziari, CHRO, A.P. Moller Maersk, Denmark
12

workforce challenges. In fact, the most proactive HR functions can even measure the
probability of particular individuals leaving their jobs, given the behavior of other employees
with similar characteristics, and therefore act to retain the most talented people.9
Moreover, some companies are making strides when it comes to listening to what employees
have to say – be it reporting feedback from customers, making suggestions or commenting
on other work-related matters. Nearly half of the CHROs who participated in our study use
social tools to find out what employees think about general business issues. However, the
number of CHROs who use social approaches to capture new ideas and track employee
sentiment on an ongoing basis is somewhat smaller (see Figure 8).
Listening to employees can help them feel more valued, improve decision making and
stimulate innovation. It can also provide an early warning of internal problems that could cause
disaffection if they’re not promptly addressed. But annual snapshots in the form of employee
surveys aren’t enough, when content can go viral in a few hours. Organizations have to create
a continuous dialogue with employees, just as they do with customers.10
48%
40%
Engage individuals through ongoing dialogue
about the business
Generate and capture new ideas and innovations
Understand employee sentiment on an
ongoing basis 36%
Figure 8
Digital dialogue: Social tools can help CHROs capture key employee insights
“We’ll be able to spotlight areas where
collaboration and open exchange of
ideas via a social network improve
the performance of the workforce and
thus our business results.”
CHRO, Industrial Products, Brazil
13

Seize the initiative
CHROs know they need to prepare for a future in which disruption is pervasive: a future in
which technological advances are increasingly blurring the distinctions between different
industries and new competitors are emerging from “left field.” Coping with these upheavals
will entail finding people with new, sometimes scarce skills; dealing with sensitive issues such
as job displacement; managing a more flexible, transient workforce; and helping individuals at
every organizational level handle enormous amounts of change.
So how can CHROs maintain an edge as the talent landscape is redefined? Our respondents
provide lessons from which CHROs across industries and regions can profit.
What to do: Redesign your talent acquisition model
Establish ongoing processes to target the talent your organization will need to differentiate
itself in a rapidly changing world. Develop creative marketing techniques and provide
analytical tools to attract, acquire and onboard a new generation of individuals with rare or
unique skills. Build flexibility through partnerships with third-party providers capable of
supplying competencies that can’t be easily acquired at scale.
How to do it: Reimagine the employee experience
Focus on the employee experience as you would on the customer experience. Use analytics
to understand different employee segments and their concerns. Invest in the key touchpoints
where employees’ experiences have a major impact on engagement levels and productivity.
Work with the CIO, CMO and real estate partners to tailor the employee experience within the
context of your organization’s needs. Deploy rapid, iterative design principles to test and
modify new ways of delivering employee experiences.
“We need a chessboard of
new executive capabilities.”
Peter Fasolo, CHRO, Johnson & Johnson, United States
14

What you need to do it: Rethink HR services for the cognitive age
Assess how technology can help you expand the strategic scope of the HR function as well as
improving your organization’s operational efficiency. Consider using cloud-based software to
provide best-in-class services and reduce reliance on the IT function. Leverage mobility to
give employees information and insights, when and where they’re needed. Incorporate social
techniques to amplify the “employee voice.” Investigate using cognitive digital assistants to
improve employee self-service and enhance the HR function’s decision-making capabilities.
You can find “Redefining Boundaries,” the first installment of our latest Global C-suite Study
at ibm.com/csuitestudy, or via the IBV tablet apps on iOS and Android.
15

How we conducted our research
In 2015, we surveyed 5,247 business leaders in more than 70 countries for our latest C-suite
Study, the eighteenth IBM study to focus on the C-suite. We used a two-dimensional rake
weighting process to correct for oversampling issues arising from differences in the number
of respondents in a given role or region. This report focuses on the responses of the 601
CHROs who participated in our research (see Figure 9).
For more information
To learn more about this IBM Institute for Business Value study, please contact us at iibv@
us.ibm.com. Follow @IBMIBV on Twitter and for a full catalog of our research or to subscribe
to our monthly newsletter, visit: ibm.com/iibv
Access IBM Institute for Business Value executive reports on your mobile device by
downloading the free “IBM IBV” apps for your phone or tablet from your app store.
The right partner for a changing world
At IBM, we collaborate with our clients, bringing together business insight, advanced research
and technology to give them a distinct advantage in today’s rapidly changing environment.
IBM Institute for Business Value
The IBM Institute for Business Value, part of IBM Global Business Services, develops fact-
based strategic insights for senior business executives around critical public and private
sector issues.
Figure 9
Sector spread: We spoke with CHROs from 18 industries
4%
5%
12% 7%
601
CHROs
Communications sector
Energy and Utilities
Media and Entertainment
Telecommunications
Distribution sector
Consumer Products
Life Sciences and Pharma
Professional and Computer Services
Retail
Travel and Transportation
Financial Services sector
Banking and Financial Markets
Insurance
5%
Industrial sector
Aerospace and Defense
Automotive
Chemicals and Petroleum
Electronics
Industrial Products
Public sector
Education and Research
Healthcare
NGOs, Public Services
and Government
3%
6%
8%
6%
7%
6%7%
3%
4%
5%
8%
3%
2%
16

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This document is current as of the initial date of publication and may
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Notes and sources
1 “Redefining Boundaries: Insights from the Global C-suite Study.” IBM Institute for Business Value.
November 2015. www.ibm.com/csuitestudy
2 Muller, Joann. “Tesla Says Demand For Powerwall Battery Storage Will Outstrip Electric Cars.” Forbes.
May 6, 2015. http://www.forbes.com/sites/joannmuller/2015/05/06/tesla-says-demand-for-powerwall-
battery-storage-will-outstrip-electric-cars/#454ccdee77bb
3 “A New Rival for Netflix? Alibaba to Enter Streaming Video Market in China.” Zacks. June 15, 2015. http://
www.zacks.com/stock/news/178294/a-new-rival-for-netflix-alibaba-to-enter-streaming-video-market-in-china
4 Nudd, Tim. “Getting Hired by GE Impresses Absolutely No One in Company’s Amusing New Ads.” Adweek.
September 8, 2015. http://www.adweek.com/adfreak/getting-hired-ge-impresses-absolutely-no-one-
companys-amusing-new-ads-166760
5 Ramsey, Mike and Douglas MacMillan. “Carnegie Mellon Reels After Uber Lures Away Researchers.”
The Wall Street Journal. May 31, 2015. http://www.wsj.com/articles/is-uber-a-friend-or-foe-of-
carnegie-mellon-in-robotics-1433084582
6 De Castella, Tom. “Could work emails be banned after 6pm?” BBC News. April 10, 2014. http://www.bbc.
co.uk/news/magazine-26958079
7 Goodwin, Antuan. “4 things you should know about Freightliner’s self-driving truck.” CNET. May 9, 2015.
http://www.cnet.com/uk/news/4-things-that-you-should-know-about-freightliners-autonomous-inspiration-truck/
8 “Mobile Recognition.” Globoforce website. http://www.globoforce.com/how-it-works/superior-innovation/
mobile-recognition/
9 Fern, Bruce, Eric Lesser and Skander Kechaou. “Unlock the people equation: Using workforce analytics to
drive business results.” IBM Institute for Business Value. December 2014. http://www.ibm.com/services/us/
gbs/thoughtleadership/peopleequation/
10 Feinzig, Sheri, Eric Lesser and Rena Rasch. “Amplifying employee voice: How organizations can better
connect to the pulse of the workforce.” IBM Institute for Business Value. October 2015. http://www.ibm.com/
services/us/gbs/thoughtleadership/employeevoice/
17

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