Leaders are embracing intelligent technologies like never before. With global events driving significant changes in customer behavior and employee needs, leaders must drive new approaches in the years ahead. An Intelligent Enterprise has the foundation to be resilient and to grow in this environment.
Join this leadership roundtable with Holly Quincey, Global Head of Talent Attraction and Solutions of Bayer, Karl Fahrbach, Chief Partner Officer of SAP, and Kamal Ahluwalia, President of Eightfold AI to learn how deep learning AI technologies deliver agile, forward-looking people management strategies for intelligent enterprises.
The discussion will explore specific challenges leaders are facing, and how intelligent technologies are addressing them today.
Speaker 1 (00:06):
Speaker 2 (00:07):
So everybody welcome to, um, our talk today around growing your intelligent enterprise with SAP eightfold and deep learning. We really thank you for joining today. My name is HoCo Baker and I manage the SAP global partnership for eight-fold leaders. Everywhere are embracing intelligent technologies like never before with global events, such as COVID, um, it’s really driving significant changes in customer behavior and employee needs leaders must drive new approaches today. Creating an intelligent enterprise has the foundation to be resilient and to grow in this environment and combat any changes to comp. Today, we will be discussing how deep learning AI technologies deliver agile forward-looking people management strategies for intelligent enterprises. You’re going to hear that word a lot today. The discussion will explore specific challenges leaders are facing and how intelligent technologies are Jessie them today. So we’re going to jump in and talk about four different buckets.
Speaker 2 (01:09):
First personalized experiences. How can enterprises really attract and retain people with individual experiences? We’re going to talk about responsible restructuring and why skills based people. Management is the foundation of talent retention in the marketplace. People engagement, how enterprises can be more effective in planning for future talent needs and finally enterprise culture. And why cross-functional collaboration is a core value for success and how skills and potential based people management can unlock collaboration. Now, before we kick off, I wanted to share my personal experience with, with a full, when I started at eight volt, I was a contractor living in the UK doing business development work in Europe. I was making phone calls, setting meetings, and driving pipeline for the business flash forward almost three years. I relocated back home to Minnesota, the land of 10,000 lakes and lots of snow. And I am now leading the SAP global partnership and doing it successfully, right?
Speaker 2 (02:11):
Uh, common Carl. I looked for it. Thank you. I looked for every opportunity internally to learn and grow via cross functional collaboration. When I saw a need for another person, a partner team, I jumped right in while I might’ve pushed myself in to be very clear when the role delete SAP came up, I hopped, I honed in on my skills. I put my profile forward internally and push forward. This is internal mobility and hiring for potential at its best enough about me. I’d like to introduce you to our panel. Tell us a little bit about yourself and how you came to know eightfold. Holly, let’s start with you. Hi hope. Thank you. Welcome everybody. Um, so I’m Holly Quincy. I work for
Speaker 3 (03:00):
Bayer, uh, the life sciences company. Um, and I know, um, eight fold because we’re working with eight volt. Now since 2019, there are talents, uh, management platform, provider and partner, and, uh, SAP is our HR systems partner. So actually, uh, this is, this is a nicer three part, a three way partnership we’ve got going on here. So that’s a little bit about me and I had, um, the talent acquisition, attraction and solutions team globally for, for Bayer. Thank you so much, Holly. Carl, let’s go over to you.
Speaker 4 (03:39):
Yes. Hi everyone. My name is Carla faba. I am the chief partner officer Roman GP. I’ve been in the company now for over 15 years. So a long, long time in SAP employee, always in the partner business. So that’s something that I really love, right? I mean, partnering, collaborating with other companies with other individuals as well. And then the reason why I’m here right in, in, in our relationship with eight faults, it’s basically because April is one of our most important SAP partners, right? We have many different levels, right. And in, in the level of indoors apps, right? One of our software partner categories, right in the highest ranking of the value between SAP and our partners. And that’s where an eight fold is actually one of our key partners, right? Actually we have only 15 partners in this category, one, five, and eight. What is one of them?
Speaker 4 (04:31):
So happy we stay to be here with, with every one of you and them. And we partner in the area of a human experience management, right? With, with a fault with the ideas, worked to expand on the intelligent, intelligent enterprise area, which I will cover a little bit later. And actually when I was about to take the opportunity to congratulate Kamala and the entire eightfold family, for the reasons pinnacle award winner for, for SAP. So pinnacle awards actually reward our best of the best right in the world. And April is one of them. So congratulations again.
Speaker 3 (05:05):
Thank you. And thank you, Carl. We are so ecstatic. Um, love the partnership. Common. Let’s go over to you.
Speaker 5 (05:13):
Sure. So I’m Camilla, I’m the president and now I hope work for whole bigger. And, uh, so we’ve built our single API platform for all talent. A mission is to actually provide the right career to everyone in the world. And in three plus short years, uh, we’re now in 110 countries. Uh, actually we have, uh, customers with SAP in almost every continent, Mercado, Libra, rains, uh, urgent Dena LG now in South Korea, several in Europe. And you, uh, hear from Holly as well, Dexcom and other great company out of us that solving a diabetes wearable solution for a Dolby and so many others. And I think the key for us is not just to, uh, bring innovative solution, but to really figure out how to solve this at scale, your personal journey. Love it. How do we unlock that for everyone in our organization? Because the main question, especially I think after last year, the awareness is much higher. Once you are past a few thousand employees, the CEO loses track of what their employees are capable of doing, right. Everybody is investing a lot in both learning and development, upskilling, reskilling, DNI. The key is how can you make it data-driven how can you do it for everyone? And how can you make it personalized? So it says, you know, being at butter approach across everything. So those are the things that we’re looking to solve. And, uh, thank you to all our guests for actually being here. And, uh, like you hope,
Speaker 2 (06:54):
Thank you, mom. Well, I’m excited to dig in more to that and a little bit. So Carl, as I mentioned in the beginning, we’re going to hear intelligent enterprise a lot today. I’d love for you to just tell us a little bit about, more about the intelligent price and what that means for SAP.
Speaker 4 (07:08):
Yeah, perfect. So the intelligent enterprise is actually SAP’s vision, right? Is it is vision and SAP strategy as well. And they, which we have actually converted as well into an offering right. For customers. So basically our vision is to make every business, an intelligent business, right. And make sure as well that we eliminate complexity, we simplify as well. The way companies are run with systems, right. With the support of assistance and with, with help us well of intelligent technologies. Right? And so if you look at what we want to do with intelligent enterprise, right, for every customer is making sure that all the processes are integrated within the company. So, uh, we can eliminate silos. We can eliminate as well, complexity within the companies, right. And then that data that gets produced of running an intelligent enterprise, like we use as well to make intelligence decisions based on technology.
Speaker 4 (08:02):
Eh, what are those processes? I mean, I think you can, you can name them, right? I mean, we can go from any kind of function within the company and really name the process that we really cover within the, in the intelligent enterprise hire to retire, procure, to pay. So basically we made sure that all those dots for all those processes are really connected, so we can remove again, complexity and insights. Right. Um, as I mentioned before, a key element as well, to make sure that we have as well intelligence technologies, right within that intelligent enterprise to make sure that the data that gets produced can really be used for intelligence decisions. If you look at, and I mentioned before, right? It’s, it’s an offering that we have as well, made sure that we have tangible for our customers to conceal. And basically they, the, the, the offering includes a basically on our business technology platform, the platform for it to integrate processes, that platform as well, to create new processes into innovate.
Speaker 4 (09:03):
Um, and then the platform has worked to extend SAP solutions, right? So basically we have the platform as, as the core, right. And then on top of that, we have our ERP solutions, right. Basically, eh, the core of the company that is running that foundation of the business technology platform. And then on top of that, we run the different NLP solutions that we have, right. A human experience management, a customer experience and digital supply chain. So basically all of that is integrated, as I mentioned before. And then if you look at that vision, right, and if you look at really running all the processes of your company, eh, integrated, and then run as one of the technologies that can help you as well with intelligent decisions, we’ve realized as well, that in SAP, we cannot do it alone. So here we really need to help the help of the partners to complete that vision into complete that offering. So basically the intelligent enterprise will always have some white spaces that we would like the partners to cover. And there it is the reason why as well, we work here with eight foot, right? So they cover a very important white space that we have in our intelligent enterprise. And this is why we collaborate together and we go to market together. So that’s basically in a nutshell, the intelligent enterprise,
Speaker 3 (10:21):
Thank you for that. And we are going to dive deeper into that because I’ve got some follow-up questions for you, Holly, why don’t you walk us through, um, global business intelligence transformation at Bayer and what you’re seeing in the market. Thanks. Hope. Um, so it’s been quite a journey actually. I mean, I’ve been in by, uh, four and a half years and, um, the transformation has been continuous. Um, you know, when, when I first joined, it was about embedding, um, the new model of talent acquisition, and then kind of second year, it was an acquisition of a big ag business. And the organization had to pivot into agricultural, uh, Monsanto space. So much more digital, much more agile in terms of, um, the business strategy. And that’s now taking 50% of our organization, um, still obviously consumer pharma business, but, but the ag business is, is now much bigger because of that acquisition.
Speaker 3 (11:26):
So the skills that we needed and the jobs that we’re fulfilling have obviously changed and pivoted, um, we also had to change in our external environment. So, you know, everything that’s happened outside, whether that be, uh, political landscapes around the world Brexit, which of course I had to mention being a Brit. But, um, you know, also just thinking about change of presidency in the U S and, uh, the market and pricing for our products across our consumer landscape, what was happening in China. So all of these things and all of these, um, business strategies that have been built, whether that’s outside in influencers or within, uh, internally within the organization have meant that we’ve had quite a large transformation in the people agenda and the people strategy and shaping that strategy. Um, in 2019, actually I was part of a small project that worked with, uh, Willis towers, Watson on the people strategy and five clear pillars.
Speaker 3 (12:31):
And that was around, uh, our leadership capability. So much less hierarchical leadership, uh, much more, uh, coaching and servant style leadership and a non-hierarchical business structure, um, speed to decision-making. So really thinking about how we can really speed up our experiences, our employee journeys, or user experiences of decision-making. So being much more individually accountable for decisions or less decision by consensus, um, connectivity was our third pillar out of the five. So really the outside in view, and really understanding the commercial landscape externally across the different businesses that we were playing in, whether that’s consumer, um, fast moving goods over the counter drug sales or pharma business, um, or whether that was now in the agricultural space and then, um, employment proposition. So really thinking about a more segmented approach to our talent landscape. So thinking about the critical roles and the skills and the capabilities that we needed to be able to drive business growth and performance, um, and then really fit for puppers workforce was our, was our fifth pillar.
Speaker 3 (13:47):
So really thinking about how do we become more agnostic about the contract type? How do we come more agnostic about the locations of our talents and how do we really, um, think about gig market place in a, in a data-driven world and in a world where gig is becoming a much bigger, uh, contract type and how do we look at that against the landscape of a culture where, uh, we’ve had many people in bear that have been there many years and not worked anywhere else. So, um, know how does all that dynamic come together, um, and really lead us to transform. And, you know, we really believe that that, uh, transformation starts and ends with, with talent getting the right people in the right jobs with the right skills, um, is the only way to drive and transform business and create growth. So it’s, it’s really that, that led to all of those elements that led us to thinking about how can we use, uh, digital, uh, AI capabilities to really drive a different way of integrated talent management and therefore skills and people, um, that we were looking for a need for the future.
Speaker 3 (15:03):
Thank you for that, Holly. And we are going to dive deeper into that, but I do still remember the first presentation we did to bear calm while you were on that as well, back in 2019. So I remember the five pillars as well. I did that. Pre-stage so it’s so fun to be back on here with you in this capacity. So comma, let’s go over to you before we get into our questions and give us a little overview of eightfold.
Speaker 5 (15:27):
Uh, we are any company, uh, and we are essentially looking to solve it for all talent, uh, employees, candidates, contractors, and our citizens. And the key thing that we are bringing to the table is understanding what someone is capable of doing so that our clients can hire and promote for potential and not just look at the rear view mirror of what people have done in the past. And since last year, I think the focus on Eni has been great because intent was always there, but I think it was a lot of lip service, not enough progress. Now that indent is translating into resolve to make, do something. But I think the key to that is, uh, understanding what someone is capable of doing and the learnability or skills we’re all transforming our businesses. And as Holly said, every digital transformation needs talent transformation. So who’s capable of doing the work that makes it easy to then specifically promote more women, hire more black Americans hire more Hispanics because a lot of them don’t have the same opportunity have not had the same opportunities, right?
Speaker 5 (16:46):
We are working, doing a lot of work here with a one ten.org. And a lot of the target segment is actually they don’t have a four-year college degree. And by the way, one of the things from a bear team was also that don’t use the college that someone attended as one of the factors in the recommendation, because all colleges in Germany are deemed at par. So it should not factor into who you’re going to hire. So one by one, as you eliminate the, make it an equal access for everyone, and then it doesn’t stay the theoretical stage, right? At every stage I’ll share with you numbers. Our clients today are hiring 50 to 60% more women, and some of our clients have improved their talent pipeline for black Americans and Hispanics by 30 to 40% because the underlying system is showing the capabilities that are not evident in people’s resumes. So those are the things that I think we are here to break the orthodoxies that is actually sort of preventing us from executing. What we all believe is a better way to get there. So I think Carl’s point is spot on. There is so much data available that we don’t actually bring it together. We don’t use it in the right context and we keep trying to do the same thing, expect different outcomes. And I think it’s time for us to actually truly become more intelligent about what’s around us.
Speaker 3 (18:10):
And it’s interesting commodity raise that point because we started to think about kind of data to insights and Bayer. So how could we get the insights from the data to help make decisions in our business? Now it’s about data to impact. So how quickly can we impact the business through the data? Um, and I really enable the business to move up pace and create better user experiences through the data. So we’ve kind of moved from data to insights, to data, to impact. Um, and I’m really thinking about not just output, but impact on the business. Absolutely.
Speaker 4 (18:51):
And that’s great to see only, I mean, if you look at, I mean, we were probably, it’s not a following, maybe it’s like four or five years ago, right. It was about insights, right. To allow the people to make decisions, but it does, the symptoms really got always stuck in the same place. Right. If you look at them in how technology can help us as well now to make decisions right in, by the way, I lost a eight foot six sample. Right. And how you can transform a talent management, for example, right. Taking insights to execution, right. International as well. So I think it’s, it’s transformational, it’s the data is there. We just have to make sure that we can really probably take it to execution through the, through the process. Right. And then if I look at what eightfold has done, right, I mean really transforming a, in an industry, transforming a, the way we did a process for many, many years. Right. And then really improve it as well in the end people’s lives. Right. By doing that. And then as well, productivity for companies, I just love it. I love the story
Speaker 3 (19:47):
It’s evolution. Right? You have, you started with the insights now we’re doing the impact and you know, there’ll be a next evolution going, so thank you all for that. So let’s jump into some questions. Um, Carl, I’m going to go over to you first, but I want this to be super conversational. So if anybody wants to jump in Holly camo, Carl, and anybody’s questions, jump in and let’s keep that going. So Carl, we’ve talked a lot about intelligent enterprise. I’d love to understand how that’s changing over time, especially as we start to hopefully move into a post pandemic world, um, in any examples of how SAP customers are embracing it.
Speaker 4 (20:24):
Yeah. Good question. And maybe, I mean, since I already described what the intelligent enterprise is before, maybe we can focus on, on why customers needs intelligent that their products, right. And why SAP is focusing so much on, on that efficient. And maybe it says, we want them to do this with conversational wholly. I would like to get your point of view, right? I mean, how, what is the vision of buyer as well to become an intelligent, right. If, if what I got to say right now is this valid for, for buyer. So basically if you look at the Y M I think, which is touch on the point, right? Why? Because there is a lot of data that we are not analyzing, right? We don’t, we, we are analyzing it, we get the insights, but then really to take the insights to action is something that many companies in the world are not there yet.
Speaker 4 (21:10):
Right. So I see a huge acceleration in the whole area of digital transformation, um, due to the pandemic, by the way. So we’ll look at the results of the tech companies and how much we have as well. Every one of us embrace us with technology to communicate to each other, right before they, before they, the conversation here, we were having a chat about a traveler. I mean, I don’t travel a lot since last March, 2020, but it is because I was enabled as well by my company to really run processes on a digital way, right. Collaboration tools. But it is well beyond, right. Making decisions, making sure that we can run the company in a way that we can continue to operate more efficiently as well. And then with our higher results, by the way, so M for me, then why we need an intelligent enterprise is because we need digitalization, right.
Speaker 4 (22:03):
Companies are going there, the pandemic has just accelerated that needs to digitalize. Right. And, um, the reason we, we created that vision of the intelligent enterprise is because we continuously get feedback as well from customers, right. That in order to run digitally, right. To run really completely digitally, or to a very large extent, they need as well as integration. Right. They need those processes to be integrated to each other. So we don’t have a silos right. Where we can, or the information thing gets that. Right. And then that will basically make as well, a more difficult to make those decisions. Right. And those are about the processes, right? I mean, how do we run those processes in an integrated way, the importance of integration and the value we create for the customers like, and then on top of integration, there is innovation, right? So once we run processes in an integrated way, I think the next, the next level for the customers, like for our customers is really to be able to innovate and to change processes, to change functions, to change the way we have been always doing things, because we thought they were the right ones to do them in a different way, right.
Speaker 4 (23:07):
To gain us a competitive advantage. Right. And that’s for me, what, what hateful is lead for example, right. I mean really allowing companies to run a specific process of the company in a very different way, using integrated processes using as well, innovation on top, right. Based as well on, on data and based as well on artificial intelligence.
Speaker 3 (23:31):
Holly, do you want to comment on any of that? No. I mean, look, you know, the COVID impacts. I mean, I think it’s, I think it’s really interesting to see what’s happened over the last year and I’d like col uh, my last trip was actually to eightfold in San Francisco last February, actually, that was my last international trip. So interesting. But, um, you know, organizations have had to pivot more people working from home, more flexibility, people having to manage work and life as one, um, when really encouraging and bear it, bring your whole self to work. Let’s really move the culture forward in terms of the types of skills and people and the balance of work and home life. We were just talking home, uh, before we came live that it’s mental health week in the UK next week. Uh, you know, this is growing to be one of the biggest, um, awareness weeks in the UK.
Speaker 3 (24:30):
Well, you know, even a year ago that wouldn’t have been the case. So I think, you know, organizations have to think about their employee wellness, their engagement, that development, how you digitalize your work force, um, how you give flexibility, the types of contracts, uh, the skills that we need to hire for. And that’s without thinking about how the organization has had to pivot from a strategic perspective. So if I look at Bayer, um, you know, a year ago, we weren’t producing vaccines. Now we’re going to produce 160 million vaccines in 2022. So the types of people that we had to hire this year for our manufacturing plants has been a completely different set of skills. Uh, we’re now starting Celgene therapy and our R and D pharma business, but we haven’t, uh, you know, been driving, uh, last year again, based on the back of COVID.
Speaker 3 (25:26):
Um, and that’s without data scientists for, um, you know, drain engineering, measuring crop performance and weather systems. Um, and with global warming, we’ve seen the effects of that over the last few weeks, even ourselves, uh, today, you know, it’s gone from blue sky to rain, to blue sky. So, you know, we’re starting to see all of that, and that has an impact on our crop and our yield business. And therefore, you know, technology has to help us with sensors and, um, being able to diagnose what’s happening from a, from a crop and yield and a weather perspective. So all of these different skills that are coming into play from a business strategic perspective, um, have changed dramatically over the last year. Um, and you know, we, we’ve got to move fast with, uh, with the organization to be able to make sure that we’ve got the right talent pipelines and the right people and skills in, in those jobs. So, you know, digitalization for us, um, in our business has meant many, many different things. And that’s why we think AI and this type of platform and the partnership that we’ve got is able to help us with that when we’re moving at such pace and speed, uh, for organization
Speaker 5 (26:47):
Talking about patient speed, I thought I’ll give you, uh, an interesting data point. So there’s all this talk about autonomous driving, right? And three years ago in the news, the only thing that was being discussed about Tesla was a couple of cars at burst into flames. So it was basically an accident waiting to happen. And there were a couple of accidents that it was every Tesla on the road was basically a security hazard. And of course, negativity sells more. So that’s what was being written. About three years later, they are the most valued car maker in the world. Now here’s the difference in how autonomous cars work? Right? All of us think we are very good drivers and yet all of us, even if we drive a lot, we’ll drive maybe a million miles in our lifetime, a million miles, right? Do the math, how much you drive every year and how much, how long you ride an average long haul driver drives about 8 million miles in their career.
Speaker 5 (27:51):
Human potential. If you all were doing was driving with about 16 million miles semi-autonomous cars, which is what Tesla is, they are learning from 11 billion miles. And when we get to autonomous, they will be combined learning of over 223 billion miles. Think about it. If all this data about people’s capabilities and career trajectories was made available to you, right? How much easy it is to make an informed decision and a confident decision that who’s capable of doing what that’s. And if we can unlock that in a self-service fashion, not that’s a very different experience for the employees. Yeah.
Speaker 3 (28:36):
And let’s not forget to Tesla, we’ll probably find out what we all already know, which is women are the better drivers.
Speaker 5 (28:44):
I agree with that.
Speaker 3 (28:47):
I agree too. They didn’t need that million data points.
Speaker 4 (29:00):
Basically the pattern topic. I mean, the Hollywood, you were basically saying I was listening. It’s basically, I mean, everything is changing, right? I mean, the jobs right in the way we do our work today is changing and every company, right. Then we have the environment which is changing as well. Right. We have this global warming, we have many things. And then if you look as well at the, at the people themselves, they have changed as well. When I talk to younger people, right. They don’t have the same interests that I have or they, they didn’t look at it and look at careers the way I look at careers. So the values have changed as well in terms of how do we look at our lives and the careers. So it’s, it’s basically everything is kind of moving pieces, right. So it’s interesting. And that tells us as let’s make sure that we can leverage technology as well, to get kind of the insights there and really see what is the right decision, because we need to take the right decision. But with so many moving parts, I understand it’s, it’s difficult.
Speaker 3 (29:53):
Yeah. I mean, gone are the days where you would see somebody, you know, in a career 30 years in one organization, I think in a you’re right in the youngsters are coming up the next generation and they won’t portfolio careers. They won’t gig more gig contract. Um, they want to build their skills across different industries. They will work for companies that have a real conscience and sustainability. They want to work in inclusive cultures. So really having, uh, organizations that understand that differences good and being agnostic about where they work and how they work. So, you know, going to where the talent is not having a head offices and sites where people have to come to, I think those days are past us now. And I think, you know, organizations have to embrace, um, you know, being agnostic about contract types and locations and where the talent sits and how the talent works. And I think it will be a really interesting to see if that creeps into more office led environments or whether we stick to more flexibility. I think that most organizations I think will stick to more flexibility.
Speaker 5 (31:11):
Absolutely. Actually for the last few months, we have actually not had a physical office, could go off our lease, uh, moved into our old office and, uh, in a week or two we’ll actually have a new office, but there was no place to go to. And we actually went for a bigger place so that when you meet, it may actually be more for team meetings than individual needs. So very different setup and a thinking of what office means to us now.
Speaker 3 (31:39):
Yeah, absolutely. Absolutely. Yeah. I think this all, you know, Holly, you said it in the very beginning about how, if you want to transform your business and you want to be agile, you have to start with talent. And that’s just the core theme in everything we’re talking about. Um, so it’s, it’s a great discussion. So Carl, I want to jump back into a little bit about the, um, intelligent enterprise and understand what is the best way for customers to learn more about not just the intelligent enterprise, but SAP partner applications, such as eightfold.
Speaker 4 (32:14):
Yeah, well, intelligent enterprise. I think in the best way customers can learn about it is definitely a reach there, a account executive, right? So when we will be able to, as well to support in terms of really building on that vision that we have for the diligence enterprise, sharing the details, working as one on a roadmap on how to get there, right. And then there was sort of a lot of information on sap.com, right? So I think we have plenty, we have customer stories customer, so we are very happy to share all of that. And then to your question, right, because I mean, as I said, at the beginning, there is no intelligent enterprise if we don’t have partners, right. So partners play a key role in helping us really have an intelligent and the price and make it as well, a reality for our customers.
Speaker 4 (32:57):
I mean, what I encourage the customers to do is, well, they can reach out to us as well, right? The account executive or, um, or sap.com as well. But we have a marketplace, right? We have a store where we’ve actually published and validated as well, many of the SAP solutions, right. And then you will see as well that we have a different chapter for those top five partners worldwide that we have we’re in full. This is one of them, right? Will we call it doors apps, but basically all of them, I think we have now more than 1,700 solutions in the marketplace, right. On their store that customers can get go, and it can see as well, what we have there in terms of their partner ID, right. And the call to action as well for the customers, this will be growing, right. So we want as well, more white spaces to build for a, to be filled with partners. Everyone has got to embrace more partners that really helped them to complete that intelligent enterprise and to add value to them, to add value to the customer. So please visit the marketplace, visit the store and of sap.com. And again, we’re going to continue as well to build on top of that store to make sure that we have relevant solutions for every customer problem, and we can complete intelligent enterprise.
Speaker 3 (34:09):
So to bring that full circle, when Holly and team found fold, it was Sue the SAP app store. So that is where I think the initial original touchpoint was. Then they reached out to us. So full circle here. So Holly, with that, let’s jump over to you very clearly. You are a pioneer of talent transformation, and I would, you know, you’ve been leading global talent transformation for bear. So I know we talked about COVID in acquisitions and I’d love just to understand more about what’s led to the transformation and how things are going over there. Yeah. So I guess, um, for us, it was about, um, the digitalization. It was about the people strategy and the five pillars. It was about, um, creating a simplified process and creating better end user experiences. How do we fully integrate from hire to retire? How do we really think about that whole experience?
Speaker 3 (35:12):
And so, um, for us, I guess, eight fold when we went to market and we started looking for a strategic partner, um, I mean we went to many places and spoke to many people about who should be that partner. And I guess where we landed was, um, we didn’t want to lay a system over system over systems because that causes issues to Carl’s point around experience and integration. So, you know, for us, it was about having an integrated talent management platform, not applications in each discipline and each silo because we could have split kind of talent, acquisition, talent management learning. And we really felt that integrated talent management platform was the right way to go. Um, and for us it was about unconscious bias. So, uh, we have a very big inclusive, um, drive, uh, in terms of our culture in terms of our diversity, in terms of, you know, um, really thinking about the purpose of, of Bayer.
Speaker 3 (36:20):
And we really see talent. I mean, I’ve talked about how I’ve been at the heart of everything that we, that we think about, but we see everybody as being talented in Bayer, everybody brings something. Um, and therefore, you know, we wanted unconscious bias with anonymous screening. We wanted robust diversity analytics. We wanted to make sure that really, uh, whatever partner we went with, uh, we, we really, um, could feel that everything was integrating, we’re getting great data insights, um, and SAP, obviously the, the relationship and the partnership with SAP as already, or, uh, HR partner, uh, just, just all made sense. We’ve we love the fact that, um, it’s a very, um, agile organization. That was a great startup. The founders were very impressive and coming from the Google Facebook background Kemal, um, and I’m really, it felt, you know, we could really work and partner culturally.
Speaker 3 (37:21):
It was a good fit as well, um, with the already established partnership of SAP and, and ourselves and our team. So I think, um, it absolutely is the right partner. Uh, no doubt about it. It is a journey, so you’re right. Hope, you know, and on, on any journey where you’re transforming, it can fail, you can feel discomfort, it can have bumps along the road. Um, you know, this is something that isn’t just about technology. This is about a change in culture and a change in mindset. This is a very different way of hiring you’re hiring for skills and potential, not experience and background. Um, but we have a fantastic example in our new HR leader, whose comments, arena, um, as head of business strategy and talent, who does not have an HR background. Um, she comes from a consultancy background, um, and she’s all about change and transformation and innovation and talent, um, from a business perspective.
Speaker 3 (38:24):
So here we’ve hired somebody for her skills, um, not have backgrounds and experience in HR. So a really leading example in our organization, um, as a board member, running a function where she has no HR experience. So, um, that just shows how progressive we’re trying to be, uh, as an organization and how this really starts at the top. So, you know, for us, um, you know, we talk about the purpose. We talk about career for everybody in the world, you know, for us, our purpose is hunger for non-health for all and all purposes right now, kind of be yourself, come and be at Bayer. Um, and you’ve probably seen our new brand advertising as well. That’s bub Bayer, because we want a brands and a, and a cultural feel, um, that you can be analytical. You can be innovative, you can be entrepreneurial, you can be, um, creative, you can be anybody you want to be come and be it here. And, um, yeah, we’ll develop, you we’ll help you we’ll coach or mentor you. Um, and really the platform of eightfold is able to join up all of those things for us to create great employee journey, experiences.
Speaker 3 (39:44):
What an answer. I love that hunger for non-health for all. I love that. I do have another question for you, but I’m going to switch, switch over to comma for a second, because I really want to hear your thoughts on the, you know, the skills versus capabilities, because I think that’s gonna tie in perfect with what Holly just talked about.
Speaker 5 (40:04):
Absolutely. By the way, call, next time you go to Waldorf, you should go to Leverkusen. And because it’s actually very interesting in their headquarters, there just the journey around where they were and what they are, what their vision is now in actually getting into agriculture and optimizing it and, uh, and then enjoy some asparagus wine there. We love it.
Speaker 3 (40:31):
We have a whole wines. We have a whole wine cellar ons and he for a labor hotel.
Speaker 5 (40:40):
So hope, uh, that’s a good question because there is a lot of talk about skills and we do talk about capabilities and a lot of talk about skills, cloud and skills ontology. And the issue is this, that the next thing to do is be more data-driven and be more current. So the problem with the traditional approaches has been that I’m going to build a new skills ontology, but most of these efforts or skills clouds, they are really static, built, manually single dimensional proficiency, right? Either you have it, or you don’t know concept of context, then in one car, what context is person a good fit? Like a Holly was saying purpose fit workforce. And most of the time, these projects take long time and they’re outdated by the time they are done, because skills are not static, right? They are evolving, new are emerging. So our approach has been because the purpose of this thing is to be forward-looking.
Speaker 5 (41:39):
How do we actually understand and make the whole system self updating and automatic. So, as we are learning across the globe, anonymous, aggregated, anonymized learning that is now feeding every customer’s underlying platform. So, and it focuses on learnability like blockchain, how many people are there, who know blockchain, not that many because the technology is fairly new, but who can learn blockchain that is more important, right? And then understand the context, evolve with time. So as new things are emerging, you should be able to account for that and then adapt to the evolution. Because for example, bear 10 years ago may have a different skill set because it was largely a pharma company. Now it has a very different skillset, same thing with SAP, right? 40 year, 50 year old giant, but now cloud is part of the DNA, AI soon, really part of the DNA.
Speaker 5 (42:33):
So how do you evolve there? And to give you a couple of examples so that it doesn’t stay as theory, what this leads to when you are able to do this for your employees is 35% to 81% improvement in internal hires. Cause that’s Testament to that. People are able to do other roles. If we know how to find the potential. And the second one is 15% improvement in transfers within different functions. So the portability of skills and learnability of skills. And that’s when people will say, Hey, I don’t need to go anywhere else because there are other opportunities. I mean, both SAP, there are very large organizations, there’s no dearth of a job, any job within these organizations. So that’s essentially what we’re looking to unlock at scale.
Speaker 2 (43:24):
So camo, can you give a couple examples? I mean, you know, obviously we’re on with Bayer and SAP. SAP is foundational to that. Can you give a couple of customer examples with SAP customers and eightfold?
Speaker 5 (43:37):
Sure. So Dexcom, uh, the basically have variable device for them and they’ve also been hiding, uh, all over the place or the globe actually, they’ve been growing like crazy. And now in S and P 500 company, they actually are based in San Diego, but they do hiring in Germany and other parts of the world, Asia also. So they’ve had tremendous success and another large financial services company actually switched before they went live for hiring with a new candidate experience to provide the same for employees. Mercado Libra has had plenty of sex that they actually most valued company in Latin America with the same value proposition that how can I make it all data driven? How do I make it transparent? And every time they run their ads and promotions, there’s like a delusion of people who want to join. Now, the specific data for large brands is 30 to 40 of the hiring is now happening from people that they already know. So from their own data, 90% of the pipeline can be filled with people that they already know. And very high, 30 to 50% conveyor conversion of visitors to candidates, right? So in every place, what Carl was laying out that digital is unlocking productivity that wasn’t conceivable earlier and, uh, to free up half of the time for a recruiter or an HR business partner is a big deal. That means they have more time to spend with actual employees and help them. Yeah.
Speaker 3 (45:10):
Yeah. And I think Holly, when we look at the, you know, the Bayer use case that was big for you, and you did talk about that, how these processes that we’ve always used and always done they’re lengthy, right. So how do we free up the time to actually spend with employees on internal mobility or candidates with having real conversations, which is what we should be doing? Um, well, I was just going to say on that home, um, you know, and we, we started at a place that was a very tactical hiring model, uh, when I first joined and now, you know, we’re spending time with the business, we need to spend more time with the business because everything we’re trying to solve starts with what’s the business problem we’re trying to solve. And then you work back and say, okay, well, this is the talent that we need to solve that problem.
Speaker 3 (45:57):
And these are the skills and experiences and, you know, foot foot for us, you know, getting to a point where we can strategically and proactively pipeline for the skills we need for the future three to five years out through the predictive analytics. Um, it’s just so imperative to stay ahead of our competitors and also be able to hire the best talent in the world. So for us, um, to, to be able to have more strategic pipelining, um, linked to proper workforce planning, um, is, is the journey that we’re on. We’re not there yet. Uh, but that’s the journey that we’re on.
Speaker 4 (46:38):
Yeah. And only what you just mentioned about the, I mean, hiring for the future. I mean, it’s, I mean, you can hire for the jobs, right. Which is this tactical recruitment that you were just mentioning before, but as well, listening to you, and you mentioned that before we want to the people just to come to buyer, right. And then we’ll realize, what career do they ask? We’re going to help this. Right. And this is basically the vision that you guys have, right. It’s basically we hire for the company, we don’t hire for the jobs. Right. So we, and then there will be, if we develop that talent properly, we’re going to make sure as well that whenever there is the right job that we need to feel, we can hire us the
Speaker 3 (47:15):
Exactly and continuous learning environment. You know, what we’re seeing now is the, uh, certainly talent wants to be continually developed and continuously learn and have that cross fertilization of talent and have the agility to be able to move talent around your organization. And I think kind of in the future, even those talent exchanges, uh, with other organizations,
Speaker 2 (47:43):
The evolution, the evolution of talent, and Hey, I am living proof of that. Right. You’ve heard my story in the beginning. So, um, I do. Okay. So I’ve got one more question for you, Holly, because I am just really excited for everyone to hear this answer, and then we’re going to do the quick Q and a, because we’re getting close to time. So Holly, I would love to understand from your perspective, what you think the next big innovation, um, and the talent road what’s, what’s coming in your eyes.
Speaker 3 (48:13):
Okay. So good question. I mean, let hope, I probably just touched on it there. I think there’s a couple of things. Yeah. If we, if we look at the near term and, and I mean near time, kind of the next three years or so, um, you know, it’s always about the constant needs for recruit for potential, for skills. And then it’s that sophistication of, how can we then exchange that talent across organizations and how can you create circles or segments, um, so that you can build knowledge sharing that you can build your career based on your skills, um, to work in a more portfolio based way. So how can you as an individual use your skills to work for organizations when they need, uh, your particular skills at any moment in time for business growth and strategies. And I think what we’ll start to see as more and more of that, I think what we’re starting to see is more and more, uh, people using a talent to create the biggest business impact that they can at any moment in time.
Speaker 3 (49:20):
And that will mean that people will have diverse careers, they’ll have portfolio careers, um, it’ll create more agile, uh, working relationships across organizations. We started to see that actually a bear we’ve just done a piece of work on with Google, for Google careers. So, um, you know, we’re one of their partner companies looking at that. So these talent exchanges, and I know that eight fold and now building their talent exchange as well, and getting people that are unemployed back into the workplace, how can we use that to leverage in our emerging talent segments of young people? So graduates, interns, apprenticeships, et cetera, across different organizational partners. So I think in the near term, we’ll see that I think longer term, um, you know, we will see perhaps HR becoming redundant as we know it today. Just throw that out there. Maybe, uh, you know, we’ll start to see more career advisors, skills, advisors, talent advisors, um, where you’re really, um, kind of skills brokers, if you, so you’re helping, uh, individuals, uh, build, uh, the roles that they need based on their skills.
Speaker 3 (50:35):
And what you’ll see is HR processes being done by machines. Um, so you’ll see much more of the operational side of HR, probably falling away and being done by AI and robots and machines. And, um, I suspect in not too distant future, we won’t have masters and keyboards and it will be done by, by sensors and we’ll communicate through, um, three, three machines. So I, you know, I see the evolution of the people agenda really changing into more of a skills brokering, um, talents and career brokerage, um, uh, department rather than, uh, HR processes and things that can be done by, by AI machines and robots. So I think it’ll be interesting to see how quickly that comes, but just taking the Tesla example, I don’t think it’s that far away. So then your HR teams are going to have to pivot their own skills, um, to, to think about what does that, what does that mean and how can I create, uh, and leverage my own skills to pivot into perhaps other parts of the business or, or in fact these, uh, skills broker, uh, roles of the future. I don’t know what you guys think.
Speaker 5 (51:54):
I thought that was brilliant. I was going to say all our jobs are going to change in three to five years. What I’m excited about is that an HR leader is saying that HR could actually be redundant in a few years. I mean, that’s refreshing,
Speaker 3 (52:07):
It’s a very personal opinion. I think all my colleagues that they have might have a different opinion yeah.
Speaker 5 (52:15):
Will be different. Right. That’s what essentially you’re saying different.
Speaker 3 (52:19):
Yeah. The Roseville will definitely change. You can get much more automation, much more robot AI machines are doing during the process work poly. That’s one of the reasons I’ve loved prepping with you for this webinar is because you’re a big thinker and it’s been a pleasure to hear, you know, your, you know, your future thoughts and what’s going on. But, and the last couple of minutes, we have a lot of questions, so let’s try to get to them so camo. This is for you. Um, can you elaborate on the kind of capabilities that are measured in eightfold and is the assessment of capabilities taking place in eightfold or SAP?
Speaker 5 (53:04):
Um, if it’s already happening in SAP, it can stay there and we can simply pull that in where needed. Otherwise we do have a competency model that can be added so that it mirrors what you’re trying to do. So SAP would stay as a system of record. We are simply providing the intelligence layer and the engagement layer for the employees. Okay.
Speaker 2 (53:26):
Question for Holly. What was the reaction of your employees when you introduced an AI based talent marketplace? Was there a need to convince them? If so, how did you do that? Sounds like somebody who’s trying to transform talent.
Speaker 6 (53:46):
Speaker 3 (53:49):
Who are you back, back we’re back. Um, so yeah, I mean, I, I said before, it’s a journey they’ve been bumps along the way. Um, I think that as an organization, and I said to you before this isn’t about tech implementation, this is about mindset, cultural shift capability shift. Look, there are some countries in the world and we’ve landed this in 24 locations and that’s four country groups. So I should be specific around the 41 locations within those country groups in 11 languages, not Germany yet, but, um, we’re getting closer because of the, uh, the worker’s council agreement. And we’re still in liaison on Germany, but, um, actually around the world, depending on the country and the region, you know, really embracing this, you know, really understanding this is the future. This is the way forward. Um, and, and wanting to embrace the technology now, is there seamless experience and integration?
Speaker 3 (54:55):
We’ve talked about it, um, you know, that’s the path that we’re on. Um, and, and culturally, you know, the, the teams have had to adapt whether that’s the recruiters or the sources or the HR business partners and the way in which we talk to the business, you know, we’re now talking to the business about slates of candidates that don’t have the traditional backgrounds or experience that perhaps they’ve seen before. So, you know, we’re having to talk to them about transferable skills, um, um, you know, using my example of, of Serina, um, that shows how beneficial it can be to the organization. So just using, um, data, using insights, using, um, great test stories, you know, being transparent about those cases where it’s worked really well for the business and we’ve seen success, um, and, you know, just gaining momentum in, in that way. Um, and, and as I say, you know, we’re at the start of that journey we implemented last year. Uh, we’re not yet kind of six months embedding. Uh, I think we’ll see more of that as we go into the second half of this year.
Speaker 2 (56:07):
And I think it’s something to note on that question too, is those conversations that you have to have with your team when you’re looking to bring new technology in, those are also conversations, eightfold and success factors, and SAP can help you have right building business cases and building the value, be able to show your organization so perfect reason to get in touch with, um, what they felt in SAP. So let’s see comma, I’ve got a question for you. How does your AI validate skills slash infertility as it relates to matching diversity profiles? Most AI relies on self-made profiles, resumes and job descriptions, et cetera.
Speaker 5 (56:47):
Yeah. So our approach is trust, but validate and, uh, somebody’s resume or their LinkedIn profile is essentially a self attested document. So we have a very large global data set, underlying data set, and, uh, you know, having looked at billion plus profiles, billion million plus scales million plus roles. So all of that, we use to determine that, regardless of what you have shared, if you being from a certain company, do we know of others who are also using the same terms when they talk about their work in engineering or sales, et cetera. So we are able to establish, have we seen similar roles, capabilities, skills, and then give you that information and less identify likely skills things that you didn’t stay, but you probably have and missing skills which are needed for the job. And the last thing is you may be claiming that I’m an AI expert, but there is no evidence of any other engineer or anybody else saying that from that company.
Speaker 5 (57:51):
So then you may actually have it, but let’s just make sure that in the interview process, we are able to validate it, right? So our, and we’ll show you with all that, that we know of so many hundred people that are saying exactly that, and that makes it easy for both the candidate and for the hiring manager. Now in our candidate experience, that is used to actually save whenever you are uploading your pro profile to a career site that, Hey, we think you’re a great fit for this role because of these reasons that positive reinforcement goes a long ways, especially for diversity candidates to say, I didn’t realize that let me apply. This is different.
Speaker 2 (58:36):
Absolutely. It’s shifting the mindset. Um, so we are about out of time. Um, so I want to just thank you, Carl Kamel and Holly, thank you so much for being here. Thank you to all the attendees. Um, as far as the call to action, as Carl mentioned, um, feel free to go to the SAP app store. If you click contact us, that will come to me and you we’ll, we’ll, I’ll get in touch with you, your success practice ASAP. You can also come to eightfold, reach out to us directly and we’ll loop in the SAP side. There was also a really great recent white paper by Josh Bersin, um, that we’d love for you to download, but with that, thank you all so much for being here and we will all chat soon.
Speaker 5 (59:18):
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