As robust M&A (mergers & acquisitions) activity continues in the market, many business leaders in the process of completing a divestiture or acquisition find themselves operating organizations through states of high disruption and ambiguity. During these times, emphasis on speed and the day-to-day activity needed to complete a divestiture or acquisition often hides opportunities to unlock value and position an organization for strategic growth. One example of these potential value drivers: implementing an HCM (human capital management) cloud solution.
Posted by Gary Cole on August 2, 2018.
One aspect of HCM cloud solutions that attracted early adopters was the promise of a “controlled” environment that forced organizations to adopt standardized business processes and data. This standardization certainly is a benefit to moving to a software as a service (SaaS) model; however, one reason for touting the benefits of a controlled environment was because that’s what the solutions were initially. Over time, these systems have evolved and now give customers the ability to extend functionality through platform as a service (PaaS) capabilities. Oracle and SAP SuccessFactors already offer PaaS options to their HCM customers, and Workday is in the process of releasing its PaaS solution to the market. Here’s what you should know.
A new perspective for understanding workforce investment, risk, and value
Considering how much company spend and risk is tied to employees, it’s surprising that organizations seldom use the same rigor for human capital investments as they do for business investments. All too often, the question we hear business leaders ask is, “How do I reduce human capital costs?” What leaders should be asking is: “How do I ensure that I get appropriate value from the money I’m willing to invest in my people?”
Posted by Randall Crowley on July 27, 2017.
Today’s workforce management tools can do more than simply track time and attendance: they’re helping to guide management to make more informed workforce decisions and connect with employees in more meaningful ways.
Automation and artificial intelligence are hot topics these days, to the extent President Obama has recently started to position the future of smarter technologies as a critical topic for his successor to address.1 This transformation has broad impacts, but the changes expected in the HR function and the overall workplace are of significant interest.
Crafting the HR customer experience: An ongoing series
The business imperative
Two-thirds of companies believe complexity is an obstacle to business success and a barrier to productivity.1 Design thinking takes aim at the heart of unnecessary workplace complexity by putting the HR customer experience and moments that matter first—helping to improve productivity by designing solutions that are at once compelling, enjoyable, and simple.
Putting the puzzle pieces together
Posted by Juliet Bourke on February 26, 2016.
The discovery of DNA, the breaking of the German Enigma Code, the development of the Black-Scholes Options Pricing and Charles Darwin’s theory of natural selection. Seemingly disparate moments in science, war, and economics—but there’s a unifying theme.
Posted by Anthony Abbatiello on January 20, 2016.
Culture and engagement top the list of talent challenges in Deloitte’s Global Human Capital Trends 2015 report; nearly 90 percent of respondents believe their organizations are not effectively driving the desired culture. That is an astonishing number. Why does this matter? Because culture and engagement play a critical role in business performance. Organizations that want to inspire the best from their employees must acknowledge that motivations have changed and respond accordingly. People, especially Millennials, are often driven by purpose and experience more than career ambitions. This is creating a growing disconnect between organizational goals and employee behaviors. By better understanding emotional connectedness—engagement—as an essential part of even the most mundane decision making, companies can take steps to close the gap between employee behavior and desired business outcomes.
Continue reading “Digging for cultural gold: The hunt for workforce heart and mind”
Based on the HR Times posts that garnered the most views in 2015, our readers are especially drawn to stories highlighting what’s new and trending in the world of human capital and how businesses are responding. As we welcome 2016, we’ll be watching the progression of these trends as well as continuing to track new developments that impact people and performance. Get ready for what’s next with a quick review of the topics that captured the most attention over the last year.
Continue reading “HR trends, strategies top attention-getters in 2015”
It’s not uncommon for the underlying infrastructure of an organization’s jobs—what we call job architecture; also referred to as job structure, catalogue, or leveling—to become outdated and weak.
Growth is a common culprit, particularly through M&A activity. Organizations might adopt the job titles of merged or acquired employees without harmonizing them into a master set of job titles and leveling jobs across the organization. The danger is that a “senior manager” in one organization may have had different responsibilities and a different place in the organizational hierarchy than a senior manager in another organization. It could also be that one organization’s senior manager performs duties akin to an operations manager in another, but the two are considered to be at different levels and compensated differently.