Can IBM’s Redesigned PartnerWorld Move the SMB Needle?

ibm pw logoEast coast weather and flight issues foiled my attempts to attend IBM’s annual PartnerWorld Leadership Conference last week. I was disappointed, as IBM took advantage of the event to formally launch its newly revamped PartnerWorld program, which focuses on helping partners drive business in strategic areas, most notably in cognitive and analytics. However, I was able to talk to Brig Serman, IBM’s Director of Global Commercial Business, about what these changes mean for IBM, its partners, and small and medium business customers.

Here are some of what I consider the key changes that IBM made, followed by my perspectives on them.

  • Introduced the newly named “commercial segment.” This segment includes the former midmarket segment (businesses with less than 1,000 employees) and “white space” larger enterprises in which IBM has a small or non-existent footprint. IBM has consciously moved away from identifying this segment based on company size, and calling it “SMB” or “midmarket.” Big Blue made the shift because it believes that this segment—which it sells to via the channel—is not well-defined by size, and that other characteristics such as different buying and consumption behavior, including self discovery, self-service transactions, a preference for cloud, and partner involvement.
  • Committed to a channel only model for the commercial segment. IBM has committed to serving this segment by driving higher value solutions exclusively through its global business partner network. Brig’s group includes 450 IBM sales people. Each is responsible for a territory, from understanding market requirements to driving engagement with business partners to increase penetration in that territory. IBM sellers will only be compensated if the sales transaction goes through a business partner.
  • Redesigned the PartnerWorld program to help partners provide more value to this segment. IBM is offering partners refined “roadmaps” to help partners identify and build skills in selected areas in a more simplified and integrated way. These roadmaps direct business partners to invest in software asset certifications for all software brands, with a focus on analytics, cloud, security and mobile solutions. Partners will earn incremental incentives for sales in these areas, offering margin opportunities that are two to three times higher than for hardware sales. The goal here is to help partners move away from hardware only sales towards higher value solutions that include IBM software, industry expertise, their own IP and/or integration. IBM is also providing Business Partners with the shared best practices of its most successful partners, so they can model skills investments, lead generation, presales and post sales support more effectively and make investments that will pay off.
  • Announced new digital programs to help partners build skills. IBM is expanding digital partner benefits. It has overhauled the PartnerWorld University portal, which offers web-based training for both sales and technical skills, adding new courses and certifications, and giving users more tools to track and manage their progress. IBM is also adding Digital Marketing workshops to help partners use digital and social media more effectively. Big Blue is also expanding its Business Transformation Initiative (BTI) to help more partners move up the solutions value chain. Finally, IBM is offering developerWorks.Premium at a reduced price to help developers more easily tap into the IBM ecosystem and build new applications on IBM Cloud.

Perspective

Although IBM has changed the name, the Commercial segment really has the charter as it did before the name change: to help IBM more effectively reach the millions of businesses that it doesn’t sell to today.

IBM’s new channel programs and directions will certainly help IBM increase its footprint in the large enterprise “white space,” where its worth it in terms of deal size for the business partner and IBM to make the investment. The new initiatives are also a step in the right direction in terms of making gains in the SMB market, as partners are clearly IBM’s best bet to grow, scale and make headway in this diverse and complex space. Boosting partners’ technology, sales and marketing expertise will help them make some inroads with prospective IBM customers. These tactics should also help partners more easily surface solutions that might be a good fit for SMBs who are looking to solve a problem.

But IBM also has a big perception problem in the SMB market. Many SMBs believe IBM lacks solutions that are relevant, consumable, and priced right. While IBM does have some solutions, such as SoftLayer, IBM Verse (for collaboration) and cloud-based Watson analytics that are suitable for SMBs, and has recently begun offering free trials for a handful of them. But, most SMBs are blithely unaware of them, and while IBM has the vision, it really doesn’t have mechanisms in place to stimulate the type of viral adoption that vendors such as Google, Box and Slack have enjoyed. In fact, IBM’s cloud marketplace is just in the early stages, and having IBM solutions in third-party marketplaces is also nascent.

Furthermore, all businesses (regardless of size and whether or not they are IBM customers) are doing much more research, comparisons and shopping and purchasing online. IBM is changing its high-level value proposition (e.g. easier to discover, shop for, buy and use) to accommodate this evolution, and intends to make the necessary business model and solution changes required to execute on it. But, this type of tectonic shift will take time, and in the interim, it will be difficult for IBM raise awareness about the relevancy of its solutions for the broad SMB market.

Given these realities, helping business partners to invest to accelerate skills development and marketing and sales movement will only go so far. To really move the needle, IBM needs to fully execute on significant cultural, business model, sales and marketing and product design changes. Whether or not IBM has the will to put enough time, energy, commitment into the market to make bigger gains this time remains questionable.

The Cloud: Mother of Re-invention for IBM

ibm logoAs a 104-year old company, IBM has undergone many makeovers over the years to tack to the ever-changing winds of the technology industry and the market. 2015 ushered in what may prove to be one of it’s biggest transformations, when earlier this year, IBM CEO Ginni Rometty dramatically reorganized the company to better align with today’s cloud, mobile and analytics oriented technology landscape, and with the increasing consumerization of the business technology market.

This time, IBM’s restructuring puts software in the spotlight. IBM is replacing its former software, hardware and services silos with a more holistic approach designed to synchronize with customers’ growing preferences for cloud-based solutions. Research, Sales & Delivery, Systems, Global Technology Services, Cloud, Watson (IBM’s artificial intelligence and analytics), Security, Commerce and Analytics are now IBM’s main business units, with Mobility as an overlay to these groups. Meanwhile, IBM hardware and software channel teams will both report into IBM’s global Business Partner Group.

interconnect2015-800x160InterConnect 2015: Hybrid Cloud Takes Center Stage

In February, we had our first chance to see how these organizational shifts are coming to life. At IBM InterConnect, IBM rolled what had previously been three separate events for three different solutions groups (Pulse/Tivoli, Impact/WebSphere and Innovate/Rational) into one, reflecting the organizational changes. IBM took advantage of this opportunity begin to put its new story in perspective for an audience of over 21,000 customer, partner and influencer attendees.

IBM has cast it’s hybrid cloud strategy in the starring role of the next chapter of it’s story, with mobile, integration and business process, security, IoT and data, and the partner ecosystem in key supporting roles. Needless to say, IBM was trying to cover a lot of ground in a short amount of time, but here are the key themes that it emphasized:

  1. The hybrid cloud is key to digital transformation. IBM wants to provide customers with an open, flexible cloud experience across public and private clouds. IBM highlighted the importance of portability, announcing Enterprise Containers, based on a partnership between IBM and Docker. The partnership will result in IBM solutions integrated with Docker Hub Enterprise (DHE) to help companies to more efficiently run and build applications that will run anywhere, from a developer’s laptop to the IBM Cloud or on-premises. IBM also introduced Virtual Machines and Containers are now integrated as core infrastructure options in Bluemix, its cloud development platform, and virtual machined (VMs) powered by OpenStack to help IT deliver consistent, scalable business services and integrated monitoring.
  2. IBM MobileFirst, to help companies build and manage the mobile apps. According to IBM, 85% of enterprises have a mobile app backlog. IBM is positioning its MobileFirst Platform v7, announced at the event, to help companies to catch up with the backlog, and to get more value from their mobile app investments. Enhancements include capabilities to enable more efficient development, secure integration, continuous delivery, as well as an improved UI. IBM has also added a new component, the MobileFirst Platform Cloudant Data Layer Local Edition, for web and mobile access.
  1. Integration at the heart of hybrid. IBM had an Integration Booth at the event, and introduced 5 new services designed to connect clouds, refine and sync data across applications and clouds. These included API Harmony, API Harmony, which uses Watson to help developers find the right IBM or a third-party API for integration requirements; and Secure Gateway, to securely connect APIs, existing data, and systems to Bluemix through a Passport service.
  2. A new way to think about security. Most surveys show that security concerns are still the key inhibitor to cloud adoption. To help address this, IBM is encouraging customers to take a more proactive, analytics-based security approach. The vendor announced over 70 new security products and enhancements, and highlighted two 2014 security acquisitions, Lighthouse Computer Services and Crossideas as evidence of its focus on beefing up cloud and mobile security offerings to help businesses better protect, detect and respond to threats.
  3. IoT and data as agents of business transformation. The Internet of Things (IoT) and big data are two of the hottest IT trends. These two trends are also tightly connected, as the billions of IoT objects and devices coming online are generating massive quantities of data, which must be tracked, analyzed and put to practical use. As IoT exponentially accelerates data volume, velocity and variety, companies will need high-powered analytics solutions to harness and generate insights from it. This trend is behind IBM’s newly formed Internet of Things division, and initiatives that IBM is now exploring to leverage Watson analytical capabilities in an IoT world.
  4. The ecosystem is vital to IBM’s cloud success. In order to fulfill on its goal of creating the “most successful cloud ecosystem and developer experience in the industry,” IBM is ramping up programs for developers, ISVs, entrepreneurs and colleges and universities. In addition to more traditional programs, IBM is targeting top local communities and cities for as event hubs for meetups, classes, hackathons, learnathons and other programs designed to build a next-generation partner ecosystem in the cloud. 

White Clouds in Blue SkyPerspective

The changes that IBM is making to its organization and to its solution and partner focus are major ones. In the past, IBM operated in a more siloed manner, with each business unit owning its own P&L, budget, headcount and control. Back in the day, when companies often pursued different buying journeys and sought out different vendors for hardware and software, this made sense.

However, cloud computing has significantly blurred these lines. In the cloud model, buyers more often seek a solution, not piece parts. IBM’s new structure and vision are designed to meet these new expectations and demands. In an ideal world, these changes will enable IBM to more easily bring its technology innovations (such as Watson, Bluemix, and joint open source solutions) to market, and take center stage among in the cloud and adjacent markets.

But, the world is not ideal. Although IBM may have more IP, patents and research fellows than the next few tech vendors combined, it faces significant obstacles in terms of competing with more nimble competitors. To help address this, IBM recently hired Kevin Eagan, longtime Microsoft executive, as Vice President and General Manger for IBM’s Digital Channel. Eagan takes on the daunting task of making IBM easier to do business with, and as such, will play a pivotal role in IBM’s future cloud fortunes.

IBM also faces substantial pricing and margin hurdles. Will the board of directors and stockholders be willing to cannibalize traditional, higher margin business to build higher volume, but lower margin cloud business? Finally, can Big Blue get 400,000 IBMers energized and organized for the new mission?

At Interconnect, IBM demonstrated that it understands the magnitude of change that cloud, mobile, big data and IoT have wrought, and articulated its strategy to get ahead of the curve and the competition. Only time will tell if IBM can meet the necessary and perhaps more formidable challenges to change its systems, business model and culture to make this vision a reality.

My Top 10 Posts from 2014

december-2014-calendarWow, December really came quickly this year! So I figured that I would post my most popular blogs from 2014 now, before people are devoting all of their online time to holiday shopping!

 

Cloud Is The New Normal for SMBs—But Integration Isn’t
SMB Group Top 10 SMB Technology Trends For 2014
Nine Signs Michael Dell Will Be the Comeback Kid
IBM Reimagines the Email Story With IBM Verse
Six Technology Resolutions for a Happier and Healthier SMB New Year
SMB Technology: Mind, Matter, Money–and the Cloud
A New Cloud Formation: Dell Cloud Marketplace
Microsoft Lumia 1520: A Millennial Perspective
ReachLocal: One Stop Digital Shop for Local Small Business
Five Things SAP Needs To Do To Make “Simple” Real

A New Way to Work: IBM Design Thinking Creates Verse Via Storify

My Storify recap of key takeaways from #NewWaytoWork launch of IBM Verse.

  1. Fascinating and fun! In my first @IBM design camp!#NewWayToWork

    ·

    9 DAYS AGO

     Last week, I participated in an IBM Design Thinking boot camp, and the launch of IBM Verse, which was created with Design Thinking methodology.

  2. Phil Gilbert: we have to start with the user, empathy and insight—it has been a missing component from biz software #NewWayToWork< +1
  3. “Folder King” made IBM rethink how to find stuff, both structured and unstructured search #NewWayToWork

    IBM Verse is email reimagined. It’s very visual and intuitive. I love that you can see your calendar on the same dashboard as your email–no more toggling back and forth!

  4. Hi everyone! I'm #IBMVerse. Learn more about me and how I can help you find a #NewWayToWork. http://t.co/2jpsW1bRm7 http://t.co/5HCTM7cL2U

    Hi everyone! I’m #IBMVerse. Learn more about me and how I can help you find a #NewWayToWork. http://ibm.com/verse  pic.twitter.com/5HCTM7cL2U
  5. I like that @IBM Verse provides a visual dashboard view of mail, contacts and calendar all in one place #NewWayToWork
  6. Great question!

  7. .@lauriemccabe is it really a #NewWayToWork or just a new way to look at email?
  8. @lauriemccabe: My thoughts: @IBM Reimagines the Email Story With IBM Verse  http://bit.ly/1xM4Tgg  #NewWayToWork

    7 DAYS AGO

     IBM offered some clues about some of the new capabilities it plans to add to Verse.

  9. RT @lauriemccabe: @IBM Verse will add more messaging sources, e.g. Twitter, texts, etc. #NewWayToWork
  10. @IBMWatson is going to lend its brain to @IBM Verse, that might help me a lot😉 #NewWayToWork

    Another great question!

  11. Hmmm…if @IBM wants viral adoption of Verse, it will need to hook consumers, as Google did, for bottom up adoption#NewWayToWork
  12. @IBM remember a big reason that @google made such big inroads against @Microsoft in biz email-led by viral consumer adoption#NewWayToWork
  13. Verse really looks good, but IBM marketing will need to be just as creative as IBM design to compete for volume against Google and Microsoft.
  14.  Here’s a YouTube video to give you more info on Verse.

  15.  And if you’d like to check it out, you can sign up for a free trial.

  16. I’m using #YourCircuit and saying #GoodbyeEmail How about you? Grab your free trial here  http://bit.ly/1sMAni8  #NewWayToWork

IBM Reimagines the Email Story With IBM Verse

email iconYou’ve got mail! It’s been a long time since most of us have experienced the surge of pleasurable anticipation that Tom Hanks and Meg Ryan enjoyed in the 1998 classic, “You’ve Got Mail.”

Instead, if you’re like me and many others, opening your business inbox has become a soul-sucking experience that consumes too much time, distracts you from more important tasks, and leaves you feeling that in spite of all the time you spend in email, you probably missed something important. Yet with all of its flaws, you continue to use email because it has become a seemingly irreplaceable part of the business workflow.

You’ve Got Information Overload!

The feeling of information overload that many of us experience isn’t surprising. According to Osterman Research, most corporate decision makers and influencers view email as the single most important application they have deployed. The typical user spends two hours per day working in the corporate email system and sends or receives a median of 130 emails per day. Email is also the primary method for:

  • Sending an attachment for 94% of users.
  • Sharing files while on a call for 60% of users.
  • Managing a project for 56% of users.

Sadly, much of this time is wasted: According to a 2012 Grossman Group study, middle managers typically spend 100 hours a year on irrelevant email. Many frustrations arise from this sorry state of affairs, including some of my top aggravations:

  • That nagging feeling that I’ve missed something (especially in all of those crazy Google threads!).
  • Spending too much time catching up on email after work hours so I’m not swamped the next day. For better or worse, this is easier than ever because I can do it on my iPhone.
  • Spending too much time searching for that one, elusive email that I really need.
  • Toggling back and forth from my email to calendar to find open time for meetings.
  • Getting back to what I was supposed to be working on after be email distractions.

But, despite these problems—and the emergence of newer digital communications methods (social networking, activity streams, text messages, IM, etc.) touted as email replacements—email is still very much alive and well. While newer methods are making some headway (and in fact, reducing email use in our personal lives), email remains the top form of business communication. In fact, 52% of those surveyed by Osterman Research indicated that their use of email had actually increased over the previous 12 months, while for 44%, use remained the same. Use declined for only 3% of respondents.

Towards A More Intelligent Inbox

To be fair, email has evolved since the first email with an @ sign was sent (reputedly in 1972, by Ray Tomlinson, an ARPANET contractor and Internet pioneer). Commercial developers got in the game, and developed folders to organize email, offline synchronization, standards and protocols, web interfaces, search capabilities, spam filters, ways to pre-sort emails into different buckets and more to make email more user-friendly and usable.

Although these improvements have helped somewhat, the original paradigm of looking at a big long list of stuff—emails, files and folders—remains. We’ve gained more ways to slice and dice our inbox, but it’s still served up to us in pretty much the same way as it has always been, in rows of information.

Newer social and collaborative tools, from activity streams to file sharing apps have been developed to make communication and collaboration easier, and to reduce and/or replace email. But while they are a great fit for certain tasks and activities, they haven’t displaced email to any great extent. Email volumes continue to multiple, and email overload continues to plague us.

You’ve Got Focus!

But what would happen if you began with the premise that email isn’t likely to go away? And that since people spend a lot of time in email, it should be a place where people like working and can be more productive, and that easily integrates with newer social and collaborative tools, instead of competing with them? In other words, how can you have an inbox that works for you, instead of the other way around?

This is the premise that IBM team has zeroed in on with IBM Verse. Verse is designed to help people focus on, find and act on the most important things in their inbox in a more intuitive and integrated fashion. Big Blue has invested $100 million to design the solution, which combines its cloud, analytics, social and security platforms.

Initially announced at IBM’s 2014 Connect conference (under the codename Mail Next), IBM Verse replaces those deadly rows and folders with a fresh, visual mental map to help you make sense of your inbox more quickly and easily (Figure 1). With one look at the IBM Verse dashboard, you can:

  • See what replies and tasks you owe others.
  • View meetings and free time.
  • Identify what’s most important in your inbox.
  • View your activity stream.
  • Move over a face to see that person’s emails, chats, invites and more all in one place.

Figure 1: IBM Verse Screenshot

Mail Next screen shot (9)

Source: IBM

From there, you can drill down to different layers to manage things, take action and stay on top of priorities (Figure 2). For instance, you can:

  •  Pull up and attach links to files and manage version control.
  • “Unlock” emails and turn them into social posts to share with a community.
  • Use team analytics to create social graphs to see how active different people are in a thread.
  • Create rules to sort, filter, mute and hide messages.

Focus on Experience, Not Features

IBM Design Thinking, IBM’s design framework for delivering great user experience to users. Is also taking a different approach to designing IBM Verse. Instead of testing the user interface after some (too often) wonky developers come up with it, product management, development and design all work together equally from the beginning.

Using tools such as IBM Digital Analytics (formerly Coremetrics) and other technologies from its portfolio, IBM can continually personalize and prioritize email and social activities for users and improve search. Over time, according to IBM, Watson will provide much of the analytics behind IBM Verse, with the goal of providing users with more insights and less overload from their email.

Coming Soon…

IBM Verse will debut as a cloud service (but IBM is prepping an on-premises version as well). Key sponsor and design advisory users have been reviewing, testing and helping co-create the solution since August. The solution will officially premiere in November as one of just eight IBM “Signature Moments,” putting IBM Verse on par with the IBM-Apple deal. After that, IBM Verse will enter beta mode, with general availability slated for March 2015.

IBM will provide Notes Domino users with a preview and transition to IBM Verse. Notes Domino users will be able to use IBM Verse in combinations with Notes Domino and with IBM Connections.

IBM will also offer a standalone Verse solution of Verse in a freemium model, to compete against Google Gmail and Microsoft Office 365. As an SMB analyst, the standalone version is of most interest to me as this is the first freemium IBM has offered. The freemium model will provide entrée to an app that almost every business needs, and has the potential to generate viral adoption for an IBM product—another first for IBM.

Will IBM Verse Measure Up At the Box Office?

But it’s not a slam-dunk. IBM Verse should provide Notes Domino users a more compelling case to stay the course instead of defecting to Microsoft, Google or other cloud-based mail alternatives. However, most Notes Domino users have a lot of applications, many internally developed, running on the platform. IBM Verse will need to be able to run, expose and interface with these apps to make the transition truly easy.

Meanwhile, as alluring as the IBM Verse demo and interface is, gaining traction outside of the Notes Domino installed base will be extremely challenging. For starters, many companies, especially small and medium businesses (SMBs), are already using cloud-based email and collaboration solutions. SMB Group research indicates that 49% of small (1-99 employees) and 40% of medium (100-999 employees) already use cloud-based email and collaboration solutions. Furthermore, the preference for cloud among SMBs planning to purchase or upgrade collaboration solutions is strong (Figure 2).

Figure 2: SMB Adoption and Plans for Email and Collaboration Solutions

Slide1

Source: SMB Group 2014 SMB Routes to Market Study 

In addition, IBM will need to make a strong case to business decision-makers and end-users, as well as to IT. IBM will not only need to create broad-based awareness for the solution, but convey why and how it’s different from other email solutions, and how it directly benefits users—aka “what’s in it for me” to move the needle.

And, while IBM Verse isn’t exactly a new category, it’s a very new approach that goes beyond traditional email. Users will need to develop a new mental map—and IBM will need to help them do so. Going to market with a freemium model will help, but it won’t be enough. In addition, IBM will need to:

  • Deeply internalize sponsor and beta user feedback, not only to influence solution development and design, but also to ensure that IBM Verse messaging, positioning and marketing reflects the user voice and experience.
  • Heavily socialize the IBM Verse concept across events, social media, communities, influencer groups, etc.
  • Maximize conversion of users that try IBM Verse to users that buy, or in the case of the freemium, stick with IBM Verse and make it their corporate mail system. It’s easy to get people to download free apps, but tough to get them to test them and tougher still to displace an existing solution with a new one.

As a solution, I believe that IBM Verse is launching with the right stuff, including.

  • As a cloud first solution, IBM Verse can tap into the growing number of companies that opt to start with or move to the cloud.
  • IBM’s design thinking team aligns with where users are today: helping people get more done, more quickly with fewer menus, mouse clicks and a more visual representation.
  • “Personal analytics” taps into user concerns about information overload, and the desire to manage email more intelligently.

But, only time will tell if IBM’s elevation of IBM Verse to Signature Moment status—and the marketing power attendant with this—will be enough to ensure that IBM Verse will become the blockbuster hit that IBM is hoping for.

This post was sponsored by IBM.

Using ATS and Assessments for an Automated, Uniform Recruitment Process

Whether a business is large or small, identifying, qualifying and hiring the right employees is critical to innovation and growth. But, as the recession wanes and the economy picks up, more companies are hiring, and competitionespecially for top talent is intensifying. This makes it more difficult for many companies to find, track and hire the talent they need to thrive.

As a result, many businesses are reassessing and refreshing their existing recruiting practices and solutions. They are looking for knowledge and tools to give them the agility they need to compete more successfully throughout the recruitment process.

In this three-part series, sponsored by IBM Smarter Workforce, I look at how companies are using applicant tracking systems (ATS) and assessment solutions to better address these issues, and new developments in this area that promise to provide further enhancements.

Behind the Scenes at A Leading Hospitality Company 


kids
Almost everyone that has ever had children has been to venues that combine a restaurant with arcade games, amusement rides, climbing equipment, entertainment and other activities, including climbing equipment, tubes, and slides.

But it takes a lot of behind-the-scenes talent to pull all of this off. According to the Senior Recruiting Administrator at one of the largest hospitality companies of this kind, the Kenexa Recruiter Enterprise ATS that they had implemented years ago “was very basic, it served as a database for resumes. When managers read the resumes and selected top candidates for management and technical positions, they would have to manually overnight applications to them, and the candidates would have to complete and overnight them back. We had HR statuses, but they didn’t trigger anything. We couldn’t automate or control the process, or assign different levels of access to different types of users.” In addition, although the hospitality company had created two custom assessment tests for management and technical positions, hiring managers had to administer the 35 to 40 question tests to applicants over the phone.

By 2011, the manual processing required to support these workflows had become overwhelming, and says the senior recruiting administrator, “the company decided we were well overdue, and it was time to upgrade both its ATS and revamp its assessment tools to keep up with our evolving recruitment requirements.”

Although the company was familiar with Kenexa, the company wanted to check out competitive offerings to make sure that there wasn’t a better fit out there. They were looking for a cloud solution that would provide them with the automated ATS workflows they needed, and at an affordable price. In addition, the company also wanted to move its custom assessments into an online assessment system.

As the administrator observes, “We looked at 6 or 7 systems, and most offer fairly similar functionality in terms of ATS. But price was a key consideration for us. Some of the competitive solutions had lots of bells and whistles that we knew we wouldn’t use—along with more expensive price tags. So we’d be wasting our money.”

In addition, competitive ATS vendors that the company evaluated didn’t have the assessment piece. “They would have handed us off to a third-party, and we’d have to negotiate two deals, and manage two maintenance contracts and vendors,” notes the recruitment administrator. Kenexa’s ability to provide both ATS and assessments at “the right price” was also a key factor.

In addition, since the company had decided to deploy cloud-based offerings, it didn’t need to involve its 25-person IT staff. “Our bread and butter is the stores, so our IT staff is pretty lean.” Ultimately, the Senior VP and Director of HR at the company made the final decision to go with Kenexa for both ATS and custom assessments.

Moving to an Automated Approach for ATS and Assessments

Once they decided to go with Kenexa BrassRing ATS and assessments, Kenexa assigned a project manager, to help keep project milestones on track, and the team planned the rollout. They started with an initial group that included herself and four field recruiters, because recruiters would be using the solution in the most depth. Says the administrator, “I learned fairly quickly that you need to go beyond the project manager that’s assigned, and ask a lot of questions to a lot of people, including the technical people who configure everything. Once I got more resources on the Kenexa team in the loop, it was easier to figure out what approach to take and get it done more quickly.”

Kenexa also provided this initial small team with a day of training the week before it went live. After about one month using the system, the recruiters “had a good grasp of the solution. It’s pretty simple to use. But don’t get me wrong, we stumbled. We could have done more…like have more people testing it. It was a learning process, but one of the guys on Kenexa’s technical support team helped us and in the end it was a smooth rollout,” she added.

After the initial group was up to speed, they rolled it out to 45 district managers through an initial meeting, and then the company’s four recruiters worked with the district managers individually. Now, in addition to field recruiters and district managers, Internet recruiters, hiring managers, HR managers and regional managers are all using the system.

Observes the administrator, “The biggest challenge we probably had was getting people used to it, to the change. We sent emails saying you need to create a new profile, get a new password. So notifying people in each store caused us a little bit of trouble. And doing assessments online was also a big change for them. So in general, it took about 2 weeks for them to get comfortable with it.”

IBM now provides ongoing support via its Global Support Center staff, and the hospitality company’s IT staff hasn’t needed to get involved in supporting these solutions. If the internal team gets a call or email, they send it to IBM. However, when the business is ready to integrate Brassring with its Workday HRIS, its IT staff will play a role in the integration.

Getting Results

?????????????????????????????????????????????????????????????????????????????????????????????????????????????????????According to the recruitment administrator, “Gaining the ability to pull a lot of reports, much more easily, and on our own is very helpful. We used to have to request reports—and then wait for someone to pull them. It definitely also helps us control the workflow.”

She continues, “Triggers, forms and having things go at specific times ensure a more uniform recruitment process. The best part is that it reinforces the workflow, and helps us limit exceptions. Because there’s a single platform, everyone has to do it right, its set up the same way for everyone.”

This provides peace of mind, especially in the assessment area. The business has had two successful validations of its assessment process since automating it. As she observes, “It’s great, we’re not open to any legal issues here.”

Although the company hasn’t done a formal ROI, the cost and time savings benefits are clear. “Recruiters used to sit on the phone getting 35 to 40 questions answered, now this is online, saving time and eliminating expenses for overnight shipping,” notes the senior recruiter.

Perspective

Talent is the lifeblood of any organization, fueling the innovation required to grow and thrive in today’s hyper-competitive world. Many cloud-based ATS and assessment solutions are available, but as this story highlights, there are some of fundamental considerations that need to be factored in regardless of which solution you choose to ensure a smooth transition, including:

  1. Distinguish must-have requirements from nice-to-have features. Affordability and getting both ATS and assessments from one vendor were top priorities in this case. Setting these priorities helped stop them from getting distracted by solutions with nice to have, but expensive and unnecessary features.
  2. Ask questions early, often and from multiple people on the vendor side. Implementing or upgrading an ATS system is a big project, and its unlikely any one person will have all the answers or the depth of information you need to make the best and most expedient decisions during the implementation process. Learn who the best resources are for different questions and guidance, and use them.
  3. Get more people involved in the testing process. It can be tempting to limit initial testing to a very small group of users to make the process more manageable—over the short-term. But, things usually go more smoothly over the long-term when you involve a few more people upfront to work out more of the kinks earlier in the process.

When it comes to ATS and assessments, each company has unique requirements, workflows and considerations that come into play. However, across the board, strong communication and collaboration, both internally and with the vendor, will help ensure a successful outcome in the short-term, and set the stage for your organization to adapt to new requirements.

This is the third post in a three-part blog series written by SMB Group and sponsored by IBM. The series examines talent management solutions and trends.

What Is Workforce Science, and How Can It Help Your Business?

 

Smarter workforceEngaged, motivated employees can be an organization’s greatest asset. When employees are fully involved in, committed to, and passionate about their work, productivity rises, and more employees are likely to become brand advocates who can help you grow the business.

But many factors come into play when it comes to developing a more engaged workforce. While talent management tools are important to helping you attract, energize and retain the best employees, it’s only part of the picture.

In the last post in this three-part series, sponsored by IBM Smarter Workforce, I look at how companies are using applicant tracking systems (ATS) and assessment solutions to better address these issues, and new developments in this area that promise to provide further enhancements.

Why Should Companies Care About Workforce Science?

Intuitively, we all know that employees can make or break a company. When employees are productive and dedicated, they can propel business growth. Conversely, disgruntled or even apathetic employees can grind business growth to a halt.

Research confirms this intuition is spot on. IBM has found a strong correlation between employee engagement at the business unit level and key performance indicators, including customer metrics such as higher profitability, productivity, and quality, as well as lower employee turnover, absenteeism, theft and safety incidents.

But how much do most businesses really know about their employees? While many organizations are going to great lengths to understand and analyze customer and prospect expectations, most don’t really know much about what makes their employees tick. For instance, how does a person prefer to learn? What are their talents? How much do they care about their jobs?

The truth is that most companies still use subjective criteria to make many decisions in this area. For instance:

  • Only 56% of companies use an assessment as part of the hiring process. (Aberdeen)
  • 77% of HR professionals worldwide do not know how its workforce potential is affecting the company’s bottom line1 and less than half of organizations surveyed use objective talent data to drive business decisions.(SHL)
  • 86 percent of companies say they have no analytics capabilities in the HR function. Moreover, 67 percent rate themselves as “weak” at using HR data to predict workforce performance and improvement.(Bersin by Deloitte)

When you consider that businesses and their employees basically share a two-way profit relationship, it’s hard to understand why companies have been so slow to focus on this problem.

How Workforce Science Improves Talent ROI

talent lifeccyleWorkforce science helps businesses solve for this by combing behavioral science with normative data, analytics, consulting, and processes to determine what it takes to build an engaged workforce, and create the “systems of engagement” to execute on it.

Particularly as the recession wanes and the economy picks up, more companies are starting to get interested in improving their effectiveness through workforce science. With the competition for top talent intensifying, organizations are looking to use the predictive powers of workforce science to help ensure that their investments will pay off throughout the talent management life cycle.

For instance:

  • Predictive hiring. By looking for patterns across organizational, unit, HR, and external data, companies can hire more top performers by identifying the talents and skills that are critical to high performance in different areas, and creating a process to hire candidates that most closely align with these characteristics. In addition, analytics are also used to determine what characteristics are a better cultural fit with the company, so you can more readily identify candidates who will fit, be more productive, and who are more likely to stay with the company for a longer time period.
  • Predictive workforce readiness.To close talent gaps today, and develop the talent you need for tomorrow, you need to be able to accurately identify the talent you have, and take steps to fill the gaps. This starts with mapping talent requirements to key strategic objectives, identifying linkages between organizational roles and key competencies, assessing employee competencies, and determining what hiring, training, or actions you need to take to close the gaps. For example, a company may determine that the existing workforce supplies the electrical engineering competencies they need today, but much of the talent is concentrated in the baby boomer age group, and they will face a deficit in 5 years as these boomers retire. With data-based analysis, the company can take proactive steps well in advance to fill the gap.
  • Predictive retention. All companies want to reduce employee turnover costs. Being able to anticipate why top performers might leave, and taking action to stop it can help you reduce these costs. But how well do you really understand what’s causing employee attrition? For instance, a media company believed that long commutes were the key reason for high turnover in its administrative ranks. However, analysis showed that employee family obligations, such as caring for children or aging parents, was a much more important reason. By determining the real case instead of relying on a hunch, the company could take the right corrective actions to reduce turnover.

Perspective

Talent is the lifeblood of any organization, fueling the innovation required to grow and thrive in today’s hyper-competitive world. The truth is, however, that most companies are just starting to think about putting science, solutions and processes in place in this area.

Because taking this type of analytical, data-driven approach to talent management is so new, most companies will want to keep the following in mind:

  • Start with the basics. It is probably overwhelming to even think about standardizing your existing human resources data, bringing in normative data and applying new tools and processes on a corporate basis. Start by focusing on a few key problems, such as a skills gap you know exists but can’t quantify, or figuring out why turnover in a key function is too high.
  • Bring real people into the process. Don’t get so carried away with the science that you forget to talk to people in the trenches upfront in the process. This will help ensure that you are not overlooking any possibilities, and are testing the right hypotheses when you do apply analytical tools.
  • Keep the big picture in focus. Although it’s often necessaryand even advantageousto start small, continually reassess how more accurate insights into your human resources and talent information can help you improve business performance.
  • Find a vendor you trust to help guide you. Although this is still a relatively new area, best practices are emerging. Vendors with deep expertise and experience can help you avoid pitfalls and accomplish your goals more quickly and effectively.

IBM’s workforce science solutions combine 25 years of behavioral expertise, analytics and talent management solutions with the largest content library and normative database in the human capital industry. To learn more, visit http://www.ibm.com/smarterworkforce.

This is the third and final post in a three-part blog series written by SMB Group and sponsored by IBM. The series examines talent management solutions and trends.