I promise you this is gonna be very practical so this is gonna be kind of
brass tacks and some of the things you've probably already heard about or
know so forgive me if I'm being a little bit on my soapbox but there are things
we forget in the passion of getting stuff done that we have to kind of stick
take a step back and think about so before I start I always do a quiz like I
did earlier about who ate dessert before their lunch how many of you've ever had
to execute upon an HR a.m. project you had to put a new application in a new
tool okay how many of you were halfway through it and realized that you didn't
really have a business process that you were actually solving for come on as
more of you in here you know it right because we get enamored by a tool we get
enamoured by an executive likes a tool we do some things that are unnatural
because the budgets getting ready to dry up so you jump into these activities and
then you realize halfway through I don't know if I'm solving for the right
problem listen to give you guys some practical things to think about as you
think through that so of course my first slide and my favorite quote that I not
only use for work but at home is Albert Einstein's had an hour to solve a
problem and my life depended on the solution I would spend the first 55
minutes determining the proper question to ask for one but once I know the
proper question I could solve the problem in five minutes and as HR
practitioners we probably live this every day and we probably consult with
our advisers or our clients every day about what is the problem you're solving
before you jump into solutions and that's really the basis of what this
conversation is about today so you already kind of saw some of these these
these pieces of perspective when we had the global force presentation related to
what's happening in this new millennium in terms of expectations of our
employees we talked a lot about you know I'm going to your static appraisals to
more enablement and helping people be successful looking at more ways of
getting information through crowdsourcing than traditional surveying
things about networking you saw a lot of information related to the hierarchies
are kind of gone and it's sort of having maneuver effectively across an
organization up down and around where titles don't matter you've also seen a
lot of things corporate values and more into employee
experience you know the notion of big words on paper in offices talking about
corporate values are less important than what the employee experiences every day
and it's more about the action than the words so a lot of these things are
flowing through what we work on every day so it's important to keep this in
mind as you think about how does this impact the work I do on behalf of the HR
organization then there's global trends so is anyone here not heard about GDP
are ok and if you are I can tell you some really good consulting on that so
you've got this global data privacy thing that's only gonna get I think more
complex you know you've got the UK but you're gonna see other countries take
take part in that and in Germany's already you know a challenging place to
work work and relate to data privacy so you got that going on in the world
you've got data security and oh by the way I work for Symantec we do security
but this notion of mobile and we've all pushed a lot to mobile for all the right
reasons people want to have flexibility but what that comes on going threats and
possible data breaches you've got the unstructured workforce
and we're all dealing with this notion of redesigning how people do their jobs
whether it's thinking about using networks through freelancers whether
it's contingent workforce whether it's how work actually gets done through
technology whether it's remote working whether it's places that have new really
amazing real estate footprints that bring collaboration together it's
changing and people have different expectations related to that it's also
this notion of digital strategy in terms of people getting much more you know
oriented towards digitization in terms of how they do their jobs everyday and
as you see right here sending 8% of companies view importance and 5% have
strong programs in place related to digitizing they're at their business so
a huge opportunity here for us and employees again are expecting to work
faster smarter and we have to get ahead of them in that front and then who isn't
talking about robotics and artificial intelligence it's it's like the buzzword
and what scares me is we don't know that much about it but we know it could be
helpful to us so again it's a suit it's a solution looking for a problem so
that's another thing we have to keep in place to think about so before I jump
into my my experience in this I wanted some constructs and I can imagine you
could all put your name up on this and have a similar story about just lots of
business transformation and change and why this is important to me because it
talks to you to you all about how to think about transformation in your
organization's while the business transforms because you can't sit still
what the business goes forward so just a couple key points in 2015 we were a
storage and security company we spun off a company called Veritas we had to stand
up the company to either spin it or to sell it and so it actually was bought by
private equity and if anyone ever done a divestiture before where's Tracy
ok ok it's a lot harder I've come to find an acquisition it's even harder
when you want to stand it up to look really great and the company that you
remain and has to do with all the stranded costs right so we had that
complexity but the good news is we became a cybersecurity focused company
which was really critical for us to be you know able to get the market back to
a 1 to get it towards then in 2016 we acquired a company called blue coat
which was a completing our portfolio it was not anything that overlapped with
our business it actually was no no customers were reselling - nor didn't
have similar products it was a fantastic way to expand our portfolio around
cybersecurity etc but with that we also bought a new leadership team so it was
kind of what I would call a reverse acquisition we were about three billion
in revenue they were about 900 billion in revenue
they're about 2,000 employees we were about twelve thousand employees but when
we brought them over a large part of that Blue Coat organization took on
leadership roles including the CEO it's way to deal with that whole sort of
shift and change of a big big acquisition and then kind of rolling
that into the the Symantec organization on top of all the stranded costs that we
were trying to take out of in terms of real estate optimization data center
optimization spans layers all the tricks you pull out and leverage you pull to
get to a better cost envelope and of course we had about five ERP systems to
make things more complex with all the acquisitions we've done in many years
and have not integrated so lots of clean up are you getting tired yet let me know
because I certainly am and then because that wasn't quite enough in 2017 we had
both an enterprise and the consumer companies so you
Norton I'm certain we went ahead and bought LifeLock which was a fantastic
acquisition for us because it completed the whole sort of consumer digital
safety platform so it was not only what can we protect your endpoint and your
devices but we could also protect your credit and your data so a chance to
bring in another organization into the business and then with that we also are
bringing the whole enterprise go-to-market together by combining the
glue code Salesforce with the Symantec Salesforce and then in 2018 because
we've gotten so good at divestitures we decided we were gonna also divest
ourselves of our website security business because it was not a business
that we felt was good for our business and it was something that was around
certificates and and certifying websites and it wasn't a business we felt we
should be in so we divested ourselves of that in addition we kept doing a couple
more M&A acquisitions tuck-ins so net net is lots of change and I don't think
I'm unique in that front but as part of that change we all had to manage through
about five hundred and fifty million dollars of costs take down over two
years so that every organization had to tighten their belt and that meant in
particular your your ga functions and your HR in particular had to look at
ways to do work differently and better and that's when I started to say okay I
think my operating model needs to shift a bit in terms of HR business partners
versus shared services versus how they interact with the business and I got to
start using technology as an enabler because it's it's where we're at right
now we had enough to be dangerous but not enough to be really productive and
effective so I want to talk about how are we using that data and again I think
all of you probably could put this same chart up but if you think about how you
evolve HR through business centric practices this is how we use it today so
we use we use data and metrics for things like the the core of digital HR
right how you report data analytics how you report predictive how you look at
your headcount and Workforce Planning how you think about your real estate
optimization it's also about pulsing we've talked a lot about this and
throughout the day about how you have constant feedback closed-loop how you
talk to more of the employees and less to the management about what's happening
in the business so we have a pulsing technology that we use it's about
creating which is the work space that promotes culture so how do we have a
culture that supports our blended workplace and diversity so I
say we had a very traditional real estate footprint we had to consolidate
it and one of the offices are like back from the 1980s and maybe a couple of
1970s which might actually back in style but we've now had the lots more
collaborative collab collaborative design style so with that way to really
look at our metrics our demographics what did people want how people badge
how people show up for work every day we've also done around applying and as I
mentioned earlier the whole notion of mobile so we're finding as many of you
know is employees want to be treated as consumers not only at home but also at
work so that's everything about just-in-time information to be able to
make decisions with your desktop or on your on your mobile device it's how you
think about training it's how you think about approving a requisition all the
stuff is how do you apply that so then so the employees can get to what they
need to get to as quick as possible so they can get back to to the art of doing
their jobs and then the last thing is we also talked about was this whole
investing the work we've done around building health and wellness insights
because if l Theor employee would be a better employee and a more well informed
employee will be a more productive employee so how do you help them with
both their employee wellness and financial acumen acumen so we think
about the work for the workflow of HR having all these different inputs of
data coming in to at any one given time and by themselves they're probably
individual point product solutions but together how do you make them flow and
all these together obviously lead towards an exceptional experience and
retention for employees because employees want to know that they may
come to work they're being invested in