Elevating the Digital Employee Experience

Elevating the
Digital Employee Experience
To address the changing dynamic of a more digitally
savvy workforce, HR organizations must tap into advanced
analytics and harness ‘as a service’ delivery models
to raise the bar on talent acquisition and development,
as well as to inform new employee compensation and
collaboration initiatives.

2 KEEP CHALLENGING August 2015

ELEVATING THE DIGITAL EMPLOYEE EXPERIENCE 3
Executive Summary
As the digitization of business and society intensifies, a new, tech-savvy
generation of employees is entering the workforce, changing the rules
and driving organizations to reflect on how they might optimize their
talent to gain a competitive edge. The pressure on human resources
(HR) departments to master the art of human capital management
(HCM) has never been more pronounced.
As baby boomers and traditionalists transition out of the workforce, a
new breed of leadership and employee is taking shape, characterized by
an unprecedented ease with digital communications and a willingness
to embrace the virtual work environment. Gen X, Gen Y and now
Gen Z talent represents a massive shift toward a more collaborative,
connected and fast-paced workplace, in which self-expression is
encouraged, and autonomy, recognition and global awareness are core
terms of employment. To sustain organizational growth and competitive
relevance, today’s HR executives must create a work environment
that supports employee engagement and workforce productivity outside
the box.
The “workplace of the future,” the “digital workplace” and the “digital
employee experience” are all concepts emerging as HR mega trends.
This white paper defines what a digital employee experience is, explores
its importance to the workforce today and offers actionable guidance on
creating a digital employee experience that protects the organization’s
best interests, enhances productivity and supports HR’s mission, while
simultaneously meeting employee quality of life concerns.

A New View of the Workplace
Over the last five years, new technologies and mindsets have emerged to effec-
tively meet the most pressing challenges of doing business. Today, employees feel
free to go out and find easy-to-use, collaborative, digital tools to execute their jobs
in a more efficient, highly virtualized environment. With the proliferation of “bring
your own device” (BYOD) policies, HR and IT do not always have the control they
once exercised over the computing environment.
However, to make a digital workplace a “workplace,” organizations cannot allow
employees to randomly download or acquire any tool they want to without some
oversight. Corporations must manage the procurement, availability and security
needs of these tools, using a robust technical architecture that is fully supported by
IT. That’s a far cry from the anarchy that many HR leaders perceive as a liability of
the digital employee experience.
On the other hand, a fully functioning digital workplace also cannot be realized
by assembling a silo of corporate-sanctioned digital tools. An organization’s vetted
tools represent only a small portion of the digital assets at an employee’s disposal.
For example, marketing organizations commonly conduct Twitter campaigns, urging
executives to regularly tweet, with the help of scheduling software that creates
posts around their busy schedules. Likewise, marketing, training and recruiting
departments often use sites such as LinkedIn to find opportunities and make
valuable connections.
The fact is, many elements of the digital employee profile intersect with the
employee’s digital work and home experiences; the lines have become blurred. For
instance, posting on Facebook, buying clothes on Amazon or planning a birthday
party by getting ideas on Pinterest might all be considered exclusively a part of the
digital home experience. However, taking work home to create a presentation on a
home computer or using an online tool such as Prezi could be viewed as a crossover.

Bridging the Work-Home Environment
Considering the distinctions, disparities and overlaps of the digital work and home
environments, it’s important to approach the concept of creating a formal digital
work experience with both environments in mind. In our experience, this goal can
be accomplished through the use of a corporate intranet. Serving as an employee
engagement portal and Web interface for vetted websites and collaboration
channels — such as SharePoint, Yammer, Jam, Jive or other approved applications
— a properly configured and monitored corporate intranet can support the digital
overlap that companies need to leverage today’s blended workplace.
In fact, many organizations are already moving toward a collaborative solution that
consolidates all the channels into one engagement portal, having recognized the
improved work performance and employee satisfaction that comes from supporting
robust digital workplace services. IT teams previously tasked with running the
corporate intranet are now seeking “employee experience management” experts,
either as permanent team members or through consulting arrangements, to meld
these environments into an industrial-strength collaboration platform.
Within best practice organizations, the ways in which employees capture, share
knowledge and connect is a growing topic of conversation. Smart companies are
now assigning IT teams of architects and analysts to design user-centric digital work
environments. These teams work closely with HR to establish practical, enforceable
digital policies that encourage compliance. For instance, if a policy doesn’t include
BYOD support, research shows employees will circumvent the policy. Making the
enterprise digital workplace easy to use and providing a meaningful and contextu-
ally relevant user experience is paramount, therefore, to encouraging employee
buy-in.
Our discussion of the digital employee experience includes six key elements of the
digital work environment, encompassing the full HCM lifecycle:
1. Talent acquisition, from digital and social recruiting to employee onboarding.
2. Compensation, including rewards and benefits.
3. Talent development, setting goals, training employees and monitoring perfor-
mance.
4. Social collaboration, enhancing productivity in a virtual work environment.
5. Workforce analytics and planning, using business intelligence to predict and
encourage workplace performance.
6. Business process as a service (BPaaS), sustaining ongoing support.
IT teams previously tasked with running the corporate
intranet are now seeking “employee experience
management” experts, either as permanent team
members or through consulting arrangements, to
meld these environments into an industrial-strength
collaboration platform.

Talent optimization in the digital workplace begins at acquisition, when
dominant competitors sift through a global, multigenerational talent
pool in search of the best and brightest. The ability to penetrate global
talent markets through the use of social recruiting introduces significant
advantages, especially for organizations seeking renewed vigor in challenging times
and sustained momentum as the business evolves.
Beyond choosing the right tools and communication channels, shrewd team building
involves the development of a comprehensive talent acquisition (TA) strategy
aimed at attracting the right candidates, even before the organization ever needs
to hire. The fact is, the majority of prospective candidates are already plugged into
the Internet, using mobile and social tools to perpetually gauge their employment
opportunities.
More specifically, Gen X and millennials, who now comprise the bulk of the existing
talent pool, fully embrace mobile and social media. These digital natives are
well educated, techno-literate and
achievement-oriented. They tend to
multitask and prefer collaborative
work. For this reason, any TA strategy
must acknowledge and support a
multichannel engagement model.
Additionally, as more companies
expand into emerging economies,
the domestic supply of quality talent
is becoming inadequate, especially
in the areas of science, technology,
engineering and math (STEM).
Consequently, having a pulse on the broader talent pool, with a positive brand to
back it up, provides a huge advantage.
Here are some elements to consider as businesses flesh out an approach to
recruiting in a global, digital marketplace:
• Recognize that TA is only one piece of the larger puzzle. Begin by addressing
the total HCM lifecycle, including development planning, performance recognition
and succession management. Incorporate a powerful analytics toolset up front,
to help mine organizational data for areas that currently, or soon will, require
HR intervention. Where are attrition rates highest? How does the compensation
package stack up against the competition? Is performance measured fairly? Is
leadership development keeping pace with the aging workforce? By keeping the
big picture in perspective, the return on digital investments will be optimized.
• Seek and embrace innovation. Be willing to push your TA efforts through the
selection process using search engine optimization (SEO) and social/mobile (i.e.,
digisocial) strategies. More than simply posting jobs on popular jobs boards, use
these platforms to analyze what candidates are looking for, and create content
that improves your search visibility. Build your presence on social platforms, such
as Facebook and LinkedIn. Then, integrate your talent management system with
mobile capabilities to allow candidates and managers to communicate anywhere,
any time. Making communications convenient for all parties compresses approval
times and positions the company as a front-runner.
The more closely the business replicates
common social collaboration practices
in the recruiting network, the more
successful it will be in meeting candidates
where they work and live.
1 Talent Acquisition in
a Changing World

• Enrich the user experience. Design the recruitment experience to resemble the
consumer experience on e-commerce and social media platforms. Examine how
people search for common items, such as cars, music or major appliances; then,
weave that into the online recruitment campaign. The more closely the business
replicates common social collaboration practices in the recruiting network, the
more successful it will be in meeting candidates where they work and live.
• Plan ahead: Build your talent pool in advance. Having a rich bank of targeted,
qualified talent already folded into the organizational network can provide a
significant competitive advantage when it comes to hiring. Organizations that
simply wait for a vacancy to open up before they begin will be seriously behind
the curve. Use analytics to forecast openings and areas of need, then collect
candidates into a queue for future contact on an opt-in basis.
• Stand out: Build an attractive corporate brand. In the Internet age, transpar-
ency is the order of the day. Be sure to build a reputation for fair hiring, fair
pay and corporate responsibility. By using new media public relations strategies
and tactics, organizations can develop and highlight their voice on topics impor-
tant to the recruiting pool across a wide variety of social media. Raising brand
awareness, and doing it with professionalism, goes a long way toward breeding
familiarity and creating a desire among top candidates to associate with your
organization.
• Teach leaders to be talent managers. Involve top management early in the pro-
cess, and encourage their involvement and endorsement moving forward. Show
them how to build their own talent pools, build the brand and know what to look
for in potential candidates, as well as where to find them.
• Leverage innovative technology. A new TA strategy cannot be launched on out-
dated processes and technologies. The more you can automate routine tasks, the
more time workers will have to perform more strategic activities. Explore options
on the cloud, where technological agility is the norm, and seek to integrate TA
efforts, from sourcing, to screening, to hiring and onboarding. Test various social
media outlets, mobile solutions, video channels, analytics tools and SEO strate-
gies to attract the best candidates.
• Don’t go it alone. With all that must be considered in building an effective TA
platform, having an experienced partner is critical. The domain knowledge, best
practices and technical experience that can be shared by an expert partner can
contribute to creating a set of KPIs that provides the latest measurement and
critical thinking to TA.
Design the recruitment experience to resemble
the consumer experience on e-commerce and
social media platforms. Examine how people
search for common items, such as cars, music or
major appliances; then, weave that into the online
recruitment campaign.

Have you ever seriously analyzed why the people you hire agree to sign
on and, more importantly, stay? Does it come down to salary, or does it go
beyond that? How do benefits affect outcomes? Does your overall rewards
strategy distinguish you from competitive employers and drive perfor-
mance to new levels? Can employees articulate what your corporate compensation
philosophy is? Can you?
Many companies struggle to answer these questions. The fact is, compensation
is not only a differentiator, but it is also one of the main reasons for long-term
retention, and it can actually be used to motivate goal-oriented performance.
With the influx of multi-generational employees into the workforce, attitudes toward
compensation are changing (see sidebar above). As a result, forward-thinking digital
organizations are moving away from the traditionally hierarchical compensation
structures, wherein senior employees compete for the top slots between the hours
of 9-to-5, Monday through Friday. The workplace of the future completely shatters
the conventional mold, and organizations that don’t actively adapt are vulnerable
to losing the best talent.
Increasing Transparency
To update their approach to compensation, organizations need to improve their
“line of sight” by regularly reviewing and redefining their compensation, benefits
and rewards programs. Consider the following questions:
• Do employees have visibility into the company’s mission and business impera-
tives?
• Are they free to make decisions, and do they understand the impact of those
decisions on the company’s bottom line and their personal compensation?
2 Compensation as a
Competitive Differentiator
Shifting Motivational Forces
To assess today’s compensation and rewards landscape, it is important to review how it has evolved,
and where it is headed in light of changing workforce demographics. In The Motivation to Work,
Frederick Herzberg argued that money was only one driver of job performance. Others included
achievement, recognition, responsibility, advancement, personal growth and the work itself.1
More recently, Futurestep, a Korn Ferry company specializing in high-impact recruitment solutions,
released an executive study that revealed the top considerations for attracting and retaining millen-
nials.2
For this group, top drivers for choosing an employer were an “ability to make an impact on the
business” (23%), a “clear path for advancement” (20%) and “personal development” (16%). The best
way to recruit these workers was through social media (42%) or word-of-mouth networking (28%).
What made them choose one job over another was “buy-in to the mission/vision of the organization”
(38%) and, again, a “clear path for advancement” (28%).
The criteria from 1959 to 2015 has clearly changed, and it varies by age group. The key question is
whether the organization is meeting these kinds of requirements for every demographic or simply
throwing money at employees without acknowledging their real needs. Do employees or candidates
desire a clear path to the top? More flexibility? A greater work-life balance? You have to ask.
Quick Take

• Do they understand what goals need to be reached in order
to maintain their desired career path?
• Are they able to access the engagement and collaboration
tools and procedures they need to effectively communicate
and interact across the organization?
• Can managers access technologies and procedures to
accurately analyze employee performance and make
meaningful decisions on compensation (e.g., spot bonuses,
out-of-cycle pay raises, ad hoc recognition through an
internal social community, etc.)?
Engaging employees in conversations that reveal their understanding of compensa-
tion will help organizations reach a new understanding of “benefits.” Regular surveys,
roundtable discussions and intentional monitoring of internal social networking
forums can provide additional insights into designing compensation solutions that
drive motivation, impact revenue and improve employee retention and satisfaction.
The dialog should continue on corporate social networks to hone the orga-
nization’s understanding of what motivates the workforce and sensitize
leadership to the needs, wants and desires of the larger organization.
Leadership also needs to ensure the compensation philosophy aligns with
the overall business strategy, and that the company is attracting the right
type of talent to enact the business mission, whether for new hires or within
the succession strategy. By cultivating an environment that is engaged, open
and secure, organizations can solidify a sense of corporate mission that sets
them apart.
Of course, enabling this will require appropriate technologies. Generally,
we recommend a software as a service (SaaS) HCM solution, as it reduces
overhead and averts obsolescence. Offerings such as SAP SuccessFactors,
Cornerstone OnDemand and SumTotal are among the more popular
solutions that can deliver real-time talent management data through the use
of dashboards. Minimizing dependence on manual processes such as spreadsheets
to mine compensation data frees managers to analyze and affect the drivers that
contribute to better business outcomes.
In addition, liberal use of social media and collaboration tools can empower employee
engagement, strengthen teamwork, support spontaneous recognition and encourage
valuable employee feedback.
A core component of any successful HCM program is talent development
(TD), which can be defined as the process of changing an organization, its
employees and associated stakeholders using formal and informal training
methods, as well as defined processes to maintain a competitive advantage in the
marketplace. The goal of TD is to engage individual employees in the business
mission and reward their participation in personal growth and career advancement.
Key TD processes include:
• Defined capabilities: Established for each talent class, with ratings based on
seniority, for the purpose of growing junior talent to the highest levels.
• Talent analysis: Benchmarking current talent levels and defining desired ones for
each position in order to achieve the business mission.
3Total Talent Development
By cultivating an
environment that is
engaged, open and
secure, organizations
can solidify a sense
of corporate mission
that sets them apart.

• Individual development plans: Created for each employee based on the
company’s business mission and the employee’s personal goals.
• Talent reviews: Conducted at both the manager level, to ensure the right people
are on board to meet the business strategy, and the employee level, monitoring
progress against the employee’s stated goals.
• Succession management: Proactive planning to ensure alternate candidates are
prepared to succeed when incumbent workers transition out of their position
(due to retirement, illness, death, etc.).
• Leadership development: Directed at the C-suite/director levels, to ensure the
proper people are in place to achieve the business mission and are aligned with
the company’s various business units and philosophy.
• Employee development: Directed at employees to develop and meet career aspi-
rations and company needs.
• Career development: A robust HR learning resource library for employees to
explore or managers to reference in support of employee development.
According to a poll of more than 15,000 employees published in the book Love
‘em or Lose ‘em, “career growth, learning, and development” was the second most
frequently stated reason employees gave for staying with a job, second only to
“exciting work and challenge.” MTV confirmed this notion in its workforce study,
“No Collar Workers,” in which 89% of millennials emphasized the importance of
“constantly learning on the job,” and six in 10 said they expected to switch jobs in
five years due to “lack of engagement.”3 4
When you consider that it can cost up to one-fifth of an employee’s annual salary
to replace them, according a recent study by the Center for American Progress, TD
not only increases the value of the workforce, but it also preserves and protects the
investment made in it.5
A Centralized Approach
TD costs can spiral quickly, however, especially in
organizations that are geographically dispersed. In
these cases, programs can also suffer from incon-
sistency as local offices implement their own ini-
tiatives and on-premise solutions, creating a wide
gulf between performance and goals throughout
the annual review cycle, and gaps across the
continuum of improvement. If spreadsheets are
the only means of tracking progress, the organi-
zation will lack the real-time information it takes
to effectively gauge where employees are in their
learning plans.
Managing performance, goals and development materials around a centralized
hub can dramatically cut costs, stabilize outcomes and speed ROI. Centralization
supports a common language for discussing job requirements, and provides a
platform for creating and managing the common processes necessary to identify
and close performance gaps.
Centralized TD processes such as defined capabilities, talent analysis and individual
development plans create an economy of scale that makes TD practical across the
extended enterprise. As managers leverage these assets in concert, employees con-
sistently develop in line with the organization’s strategic competency and capability
growth models.
If spreadsheets are the only
means of tracking progress, the
organization will lack the real-
time information it takes to
effectively gauge where employees
are in their learning plans.

With centralization, performance reviews can also occur more often than regularly
scheduled. Such ad hoc check-in meetings can quickly correct an employee’s course,
as TD “coaches” work with employees directly to fine-tune career paths and per-
formance development. Such personalized feedback also builds cohesion among
the ranks.
Of course, it takes more than a new system to establish an effective TD transfor-
mation. Aligning TD processes with business expectations involves a large dose of
change management and active employee engagement (see sidebar below).
Assembling the Key Ingredients
A TD strategy requires the marriage of smart tools and invested leadership.
Managers must actively help employees understand their development paths
and learn the concepts required to progress in line with the company’s evolving
business mission. If employees are not engaged, if buy-in is not established, if
system investments don’t make their way to practical application, if managers
don’t consistently and intentionally leverage their assets to advance employees
along clearly defined paths, the business won’t get the traction it needs — and will
damage its credibility for future initiatives.
A new way of thinking will take shape when the CEO makes known why a new
approach is necessary, provides details on the rollout, identifies training opportuni-
ties, remains visible throughout the implementation process and solicits employee
feedback.
The right tools to support the new TD mindset are equally important. Even HCM
software introduced just a few years ago can often be lagging in functionality. This
furthers the case for a centralized, cloud-based solution, in which virtual assets
remain evergreen and scalability is simplified.
With assets in the cloud, mobile users can check-in any time, provide feedback
via surveys, communicate with managers and access personalized content in a
consistent format. As a result, employees can share a common TD experience,
regardless of geographical location, with all data effectively managed on a single
system.
We worked recently with a leading technology company to re-define its talent
development process by enabling faster, specific and actionable feedback from
employees. Using an analytics-based approach, we worked with key stakeholders
to understand how progress would be measured in the new TD model. Melding
the strategy and metrics with cloud-based technology allowed us to create a set
of TD processes that reflect truly personalized best practices for the client. The
technology implemented provides an engaging user experience, combined with
purpose-built, digital tools to provide managers and employees with an easy-to-
use feedback and communication system that is critical to the company’s growth
and success.
Quick Take

As HR continues to transition into the digital workplace, social collabora-
tion is often viewed as a personal collaboration tool. However, as new gen-
erations enter the workforce, virtual networking and information-sharing
across digital platforms have become commonplace, endorsed, managed
or standardized by employers.
For this reason, companies should adopt a social collaboration mindset, and
embrace the technologies their employees find most convenient to stay connected
across geographies and increase productivity.
APQC, one of the world’s leading business benchmarking, best practices and knowl-
edge-management research firms, recently partnered with us on a survey of HR
professionals. The research showed that “talent optimization” was the number
one business objective for 2014-2015, with “increasing employee engagement and
workforce productivity” listed as the two most important talent optimization goals.
In a virtual world, social collaboration may be the most effective way to increase
employee engagement and workforce productivity. In other words, implementing
social collaboration in the workplace can help organizations redefine their talent
strategy and achieve their business goals.
Rethinking the Enterprise Social Network
To get there, businesses must first re-think the common perception that the cost
and change required to implement an enterprise social network (ESN) as part of
their talent strategy is not worth the rewards. Nothing could be further from the
truth.
An ESN, which is simply a secure social exchange platform on which employees can
collaborate, share ideas and discuss projects on-the-fly, can greatly enhance the
transparency, flexibility and responsiveness of the business. Indeed, there is a rising
tide of demand for it; according to research conducted by Cornerstone OnDemand,
38% of workers feel there is not enough social collaboration in the workplace.6
Respondents cited the following key drivers in favor of the concept:
• Positive recognition on shared input (50%).
• Encouragement from senior staff (41%).
• Ability to easily share input with different departments (33%).
Since many organizations already have some level of ESN in place — albeit a
bare-bones version with limited capabilities — the idea of boosting the ESN
investment is often met with resistance. However, there are several reasons why
social collaboration deserves a prominent place at the table as part of a long-term
growth strategy:
4 Social Collaboration, the
New Engagement Model
In a virtual world, social collaboration may be the most
effective way to increase employee engagement and
workforce productivity. In other words, implementing
social collaboration in the workplace can help
organizations redefine their talent strategy and achieve
their business goals.

• Increased employee engagement. When employees can communicate and
connect conveniently with each other, it increases employee engagement and
team-building, tightens coordination on projects, especially across diverse ge-
ographies, and adds significantly to workplace efficiency, productivity, commu-
nications, bottom-line results and employee satisfaction.
• Collaborative learning. When blended with a typical learning management sys-
tem (LMS), social collaboration stimulates employees to discuss their progress
and challenges, and enhances their learning and professional development to
build a stronger workforce.
• Collaborative working. Employees across functional and business units can in-
teract more easily, find resources and connect as a team, thereby driving great-
er business value. The conversations become searchable content that can be
shared with a wider team to expand the effort.
• Improved employee productivity and performance. Engaging and collaborat-
ing not only enhances employee relationships, but it also improves performance
and productivity by enabling employees to ask questions without interrupting
their workflow and avoiding the perceived need to reinvent the wheel.
• Team-building and work culture. With more professionals working in a virtual
office, social collaboration fosters a healthy, productive environment, and elimi-
nates employee isolation. Employees can chat one-on-one or share in groups,
enriching the process without the need for a physical meeting.
Done well (see sidebar below), social collaboration breaks through organiza-
tional silos, flattens hierarchies, bridges the gap between junior and senior team
members, and simplifies the complicated. It opens up communications, removes
fear and hesitation, and offers everyone on the team a platform to voice opinions
and share ideas, collateral and recognition.
Creating a private ESN that is secure, usable and manageable
takes a good amount of front-end planning. Every employee,
functionality, location and business unit must be considered
to ensure the proper guidelines, policies and security
protocols are in place.
The chosen technology should fully support the plan; having
full functionality at program launch is vital to establish-
ing credibility and acceptance for the initiative. In addition
to having visible support of senior leadership, a designated
community manager should be assigned early on, to
ensure that employees understand how the ESN works and
maximize its potential. The community manager is responsi-
ble for managing the onboarding of new users and resources,
migrating groups and business units onto the platform, and
encouraging participation. This role serves as both a coach
and champion of the network, promoting its use through
regular posts, training, how-to webinars and presentations.
The plan should also include an engagement strategy that
recognizes participants with various awards for contribut-
ing to work discussions. The plan should also include events
featuring guest speakers and subject matter experts to share
their knowledge and generate interest and excitement as the
community takes root, grows and matures.
In its final form, the ESN will represent a single, private
platform over which every employee can connect, collabo-
rate, learn and work together, en route to a more engaged
and productive workforce. It provides an inviting forum for
newcomers to feel connected and a place where thought
leaders can rapidly spread insights, accelerate learning and
drive performance.
Quick Take
Building a Community

Workforce analytics (WFA) is a set of advanced
data analysis tools and metrics used to gauge
and steadily improve workforce performance.
It involves statistical research, data processing
and other data sciences to provide HR decision-makers with
the workforce insights they need to reach organizational and
HCM goals.
Through WFA, talent acquisition, compensation, development and the details sur-
rounding these core areas (e.g., time-to-fill, cost-per-hire, retention rate, etc.) can all
be factored into strategic plans based on historical evidence and accurate forecasts,
instead of guesswork. This eliminates false steps, reduces waste, improves orga-
nizational performance and ensures alignment of HCM with the business mission.
Because it replaces intuition with quantifiable metrics, WFA is an essential under-
pinning of a modern digital employee experience and a key enabler for fostering
results that matter.
Digital employee engagement starts by capturing key parameters of the talent
lifecycle, from acquisition to separation. At each stage, talent information is
recorded in enterprise systems, where it can then be analyzed and used for decision
support. In this context, WFA can drive the transformation of data into information,
and information into insight and prediction.
WFA is essential for accessing reliable, concrete data in support of critical business
decisions, such as:
• Recruiting: Managing talent acquisition at all levels, including external and
internal recruitment, contracting and building a talent pool.
• Performance: Tracking and predicting the key indicators that influence employee
performance.
• Workforce management: Forecasting demand and predicting resource shortages,
surpluses and required resources for niche skills.
• Growth: Recording and analyzing factors that influence organizational growth
and making decisions that achieve strategic objectives.
5 Gaining Insight through
Workforce Analytics & Planning
Pinpointing WFA Requirements
To ensure a proper fit and accelerate results, we recommend that organizations
outline exactly what they expect to address in a well-performing WFA system:
• Document your corporate guidelines, mandates and associated HCM goals in
order of priority.
• Benchmark the opportunity costs for taking or not taking action.
• Define the upper and lower limits of tolerance for various KPIs (e.g., number of
resources/specialists per project, supply and demand numbers, candidates in the
pipeline, etc.).
• List the types and frequency of reports needed to maintain progress (e.g.,
real-time, just-in-time, on-demand, presentation formats, executive snapshots,
alternative views, etc.).
• Define how recommended actions should be classified by target audiences,
including security and access considerations.
• Determine what offerings already exist in-house, what can be developed or
modified in-house, and what offerings might best be supplied by an outside
vendor, along with a vendor list.
Quick Take

Taking It to the Next Level
In its purest form, WFA transcends the packaged, auto-calculated ratios many
software vendors currently offer to provide a more intuitive and incisive analytics
experience. For instance, out-of-the-box capabilities that calculate the time to close
a position may be useful, but how are bottlenecks identified in the hiring process?
What are the key traits of a successful candidate for your company? What roles
should be backfilled? Who is at risk of leaving? Is the company effectively using its
internal talent marketplace?
Thesekindsofquestionscan’tbeanswered
using basic, standard formulas. A more
powerful – and disruptive – capability is
needed to manage long-term growth and
sustain the engagement strategy. A WFA
solution that cuts across the boundaries
of recruiting, engagement, compensa-
tion and performance can provide the
wide-angle lens needed to enact the
timely interventions it takes to create and
sustain a healthy enterprise.
That said, no WFA solution will bloom on its own. For optimum value, it must be
surrounded with allied services, such as:
• An architectural blueprint designed to capture where the organization has been,
where it is currently, and where it plans to go.
• A portfolio rationalization, highlighting which components are currently useful,
which ones can be enhanced or replaced, and which to retire.
• A KPI library that makes sense for the specific industry, organization and HCM
environment.
• Any variety of stand-alone services, including custom components, legacy
bridging, prototyping and language localization.
• Ongoing support services to manage, maintain and monitor the program.
A WFA solution is not a one-size-fits-all matter. Every organization is different
in how it makes strategic and tactical decisions, and what may be a timely and
meaningful HR intervention for one business can actually be a non-issue at another.
Finding the right combination of out-of-the-box capabilities to accelerate ROI while
concurrently customizing the solution to fit long-term needs will be a key decision
point in selecting a WFA vendor (see sidebar, previous page).
The Goal: Better Business Decisions
To maximize the potential of the enormous data reservoirs at their disposal, orga-
nizations need a WFA system that can readily access reliable, concrete data in
support of key business decisions. A truly organic, reliable WFA system will
facilitate the research process in a way that makes sense for users, the organization
and the industry.
To affect such a design, the following six project elements should be in place:
1. A relevant KPI library reflecting the ideas, frameworks and accelerators needed
to achieve reliable outcomes.
2. Detailed WFA design and delivery frameworks.
3. A dedicated management office to harmonize processes, enterprise HCM
consulting, transformation and program management.
In its purest form, WFA transcends
the packaged, auto-calculated ratios
many software vendors currently
offer to provide a more intuitive and
incisive analytics experience.

4. An execution and delivery center to oversee the end-to-end implementation.
5. Value-added services, such as design, prototyping, localization and proof-of-con-
cept testing.
6. Service and solution extenders, such as legacy bridging, modernization, mobility
and a cloud-solution implementation.
While many technology and platform providers are able to meet most, if not all, of
a business’s needs with little or no customization, designing a custom solution is
not necessarily prohibitive. Microsoft, Java, mainframe and open source software
can also provide extremely powerful results in a homegrown application. It mainly
depends on how the business defines its long- and short-term goals, support
requirements and vision for the future.
Clearly, a fully functioning and well-designed WFA solution can become the nerve
center of a successful HCM program and sustain the organization over many years,
yielding an ever-increasing ROI. WFA solutions have only begun to reveal their full
impact on business outcomes. We believe the early movers will command a signifi-
cant competitive advantage going forward.
No discussion of the digital employee experience would be complete
without including BPaaS, a relatively new concept that combines business
process outsourcing (BPO) with cloud-based, “as a service” technology
models, to drive efficiencies through standardization and outcomes-based
commercial models.
Rather than putting a drain on talent and profitability to create customized HR
business processes, BPaaS creates business process agility. Using automated
software, accessible over any device, BPaaS allows end users to directly interact
with key processes and systems to conduct even the most complex HR functions. It
enables business growth, maintains consistent standards and supports regulatory
compliance.
To clarify, a company utilizing BPaaS works with a provider to source one or more
business processes. The provider then migrates those processes to a cloud solution
and executes and monitors them on a fee-for-service basis. Depending on the
process, BPaaS providers charge by transaction, using a declining rate as employees
move to self-service tools. Typical service level agreements for BPaaS include call
wait times and first contact resolution, along with other client-specific measures to
ensure quality and continuous improvement.
A Paradigm Change
BPaaS is significantly changing the way HR processes are managed. Consider a
master database of employee records: Instead of stepping through a cumbersome
A fully functioning and well-designed WFA solution can
become the nerve center of successful HCM program and
sustain the organization over many years, yielding an
ever-increasing ROI.
6 The Economies of Business
Process as a Service

call center process (see sidebar), employees can now directly access their personal
data through a SaaS system interface and update addresses, phone numbers and
primary contact information more, quickly and easily, without third-party interven-
tion.
BPaaS is likewise being used to improve call center interactions. Call centers can
now standardize on one HR SaaS package, shared across all client companies. As
a result, call center operators only have to be trained on one system, with one
consistent user interface.
Another business process that is moving toward an as-a-service model is recruiting,
which involves managers feeding requisitions to the service provider, which then
sources, screens and provides the manager with a list of qualified candidates. The
manager interviews and selects the best candidate, and the vendor negotiates the
details of the offer and provides a confirmation back to the manager. The vendor
can also input candidate details directly into the client’s HR information system.
Widespread Payback
As companies experiment with other outsourced HR processes, including compen-
sation as-a-service and succession planning as-a-service, it makes sense to consider
the benefits of BPaaS in the transition to a digital workplace. BPaaS is growing in
acceptance because it replaces costly investments in hardware, software, support
and training with a more scalable, consumable, pay-as-you-go service model. In
addition, BPaaS provides:
• Increased mobility: Users and call centers are not tied to a specific location.
The software and services can be accessed from any Internet-connected device,
including mobile phones and tablets.
• Bring your own device: With software and services accessible via the Internet,
there’s no need to maintain expensive desktops or laptops for on-premise
employee access.
• Scalability: The organization can source an increasing number of processes,
without any increase in hardware or software costs.
The Origins of BPaaS
The concept of BPaaS is a natural evolution of HR outsourcing (HRO), which
developed as a way to replace expensive resources with equally experienced
resources to reduce costs. HRO vendors seek to maximize resource utilization
by serving multiple clients, and the cost savings are passed on to the client, with
relatively little decline in service quality levels.
One of the core elements of this model was the call center. HRO companies
operated vast call centers from which they could service hundreds of clients. If
an employee needed to change his address, he called a number and was routed
through automated voice recognition software, to the correct person for assistance.
Often, resolution would take more than one call, as support documents would need
to be printed, faxed, copied or e-mailed. If there was a problem with an employee’s
paycheck, delays compounded the frustration. In addition, because one call center
technician was responsible for serving several clients, callers had to wait for
operators to access the proper information and review the policies for that specific
company before a resolution could be reached. Over time, this proved to be a
stumbling block for successful employee engagement.
Quick Take

• Time savings: The ability to access HR processes in a direct, self-serve envi-
ronment saves time, increases productivity, speeds throughput and promotes
greater employee focus on mission-critical work.
In essence, employees can access all HR business processes via the cloud, using the
same style of interface they use in their daily, non-work lives, empowering them to
take ownership of their data and increasing employee engagement and job satisfac-
tion.
A typical BPaaS solution includes a self-
service component, where employees
and managers can connect directly
with services online at any time, as well
as an employee engagement center as
a gateway for live phone, chat, e-mail
and text messaging. The engagement
center is completely integrated with the
cloud-based assets and supported by
domain-specific centers of excellence
for payroll, talent management and
tech support.
Looking Forward
As HR enters the digital era, it has an unprecedented opportunity to provide an
enormous competitive advantage to their business. HR leaders who can fully
integrate their processes into the digital workplace will reduce costs, increase
engagement and add real dollars to the bottom line. The journey starts with a few
simple questions:
• Do we understand what we need to measure to be successful?
• Do we have the right processes in place to truly empower employees?
• Do we have the right technology to provide the systems of engagement that are
critical to success?
• What are the top three areas in which we should invest time and effort to create
compelling experiences for internal and external clients?
• Do we have the internal expertise or the right partners to ensure success on this
journey?
Answering these questions will enable the organization to create a meaningful
roadmap to creating an innovative, rewarding and productive digital employee
experience.
BPaaS is growing in acceptance
because it replaces costly
investments in hardware, software,
support and training with a more
scalable, consumable, pay-as-you-
go service model.

Footnotes
1
Frederick Herzberg, Bernard Mausner, Barbara B. Snyderman, The Motivation to
Work (2nd ed.), John Wiley and Sons, 1959.
2
“Futurestep Survey Finds Compensation One of the Least Important Factors for
Recruiting Millennial Talent,” Futurestep, March 2015, http://futurestep.com/news/
futurestep-survey-finds-compensation-one-of-the-least-important-factors-for-
recruiting-millennial-talent/.
3
Beverly Kaye, Sharon Jordan-Evans, Love ‘em or Lose ‘em: Getting Good People to
Stay (2nd ed.), Berrett-Koehler Publishers, 2002.
4
Alison Hillhouse, “Consumer Insights: MTV’s No-Collar Workers,” Blog.Viacom, Oct. 4,
2012, http://blog.viacom.com/2012/10/consumer-insights-mtvs-no-collar-workers/.
5
Heather Boushey, Sarah Jane Glynn, “There Are Significant Business Costs to
Replacing Employees,” Center for American Progress, Nov. 16, 2012, https://www.
americanprogress.org/issues/labor/report/2012/11/16/44464/there-are-significant-
business-costs-to-replacing-employees/.
6
“The State of Workplace Productivity Report,” Cornerstone OnDemand, 2013, http://
www.cornerstoneondemand.com/resources/research/state-of-workplace-productiv-
ity-2013.

About the Authors
John Cooper is an Assistant Vice President in Cognizant’s Enterprise Application
Services practice. With over twenty-five years of experience in G&A consulting
and information technology (HR, finance, IT, procurement), John specializes in the
designandimplementationofG&Aorganizations,processesandtechnologysolution
enablers. Prior to joining Cognizant, John led HR functions and served as the oper-
ational head of a multi-line consulting company. He also served as the HR Advisory
Program Leader at the Hackett Group, where he led multiple consulting engage-
ments focused on driving world-class G&A strategy through programs that improved
organization structures, processes, technologies and governance. John holds an
MBA from Nova Southeastern University and a BS in systems analysis from the
UniversityofMiami.HecanbereachedatJohn.Cooper@cognizant.comandLinkedIn.
Aditya Roy is a Senior Consultant within Cognizant’s Enterprise Application Services
Practice. He has 10 years of experience in talent engagement, workforce analytics,
planning, service delivery and enterprise business performance management in
Cognizant Americas, Continental Europe and Asia Pacific. He holds two master’s
degrees in economics and personnel management & industrial relations from BHU,
Varanasi (India). His interests and concentration in solution consulting include
HCM industry analytics and data-driven HCM design interventions. Aditya can be
reached at Aditya.Roy@cognizant.com and Linkedin.
Victoria D’apice-Loh is a Social Community Curator in Cognizant’s Enterprise
Application Services Practice. She joined Cognizant in January 2014 after nearly
five years at Tyco as Global Communications Coordinator/Social Community
Manager. Victoria earned her community management and network administra-
tion certification from Microsoft and attended Rutgers University, New Brunswick.
Victoria can be reached at Victoria.DapiceLoh@cognizant.com and Linkedin.
James Groark is Principal Architect in Cognizant’s SuccessFactors Practice. He
began his career at SAP/SuccessFactors, managing global projects in the U.S., UK,
Germany, France and Switzerland. James has been with Cognizant for three years,
leading the solutions architecture and technical teams in achieving award-winning
implementations for key Cognizant clients. He has an International M.B.A. from the
University of South Carolina MIBS program and is fluent in five European languages.
James can be reached at James.Groark@cognizant.com and Linkedin.
Lily Milash is a Senior Manager in Cognizant’s Cloud HCM Solutions Practice. She
began her consulting career as an SAP HCM implementation consultant in the UK
and has been with Cognizant since 2008, participating in several global rollout
projects across multiple sectors. Lily earned her M.Sc. Engineering Degree in
electronics from Helsinki University of Technology, Finland. Lily can be reached at
Liwam.Milash@cognizant.com and Linkedin.
Gary Cross is Regional Director in Cognizant’s Enterprise Application Services
Practice. He joined Cognizant in 2011 and has over 20 years working in global
HR across multiple industries. Gary’s expertise spans HR, compensation and HR
business process outsourcing. He holds a B.S. in mathematics from Wofford and can
be reached at William.Cross@cognizant.com and Linkedin.

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About Cognizant
Human Capital Management
As part of the Enterprise Application Services Practice, Cognizant’s
Human Capital Management (HCM) sub-practice helps compa-
nies address their most critical workforce challenges through an
advisory and consultative approach, leveraging both on-premises
and cloud-based HCM solutions. For more information, please
visit www.cognizant.com/human-capital-management.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information
technology, consulting, and business process outsourcing ser-
vices, dedicated to helping the world’s leading companies build
stronger businesses. Headquartered in Teaneck, New Jersey
(U.S.), Cognizant combines a passion for client satisfaction,
technology innovation, deep industry and business process
expertise, and a global, collaborative workforce that embodies
the future of work. With over 100 development and delivery
centers worldwide and approximately 218,000 employees as of
June 30, 2015, Cognizant is a member of the NASDAQ-100, the
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