The necessity of learning is essential for every organization to realize the full potential of the workforce. But many organizations treat learning like training or academic instruction to ensure policy or compliance to a minimum level of work performance, instead of continuing career education and improving skills in the operational workflow. The context for where and how workers work is critical to ensure that on-the-job learning is possible. While traditional learning management systems (LMS) have advanced the authoring and curriculum for formalized training in a digital learning environment, the need to adapt learning to the operational requirements is essential for every organization. This context provides the opportunity for continuous skills development, which is essential to building organizational readiness and workforce resilience critical for everyday operations and business continuity. We assert that by 2024, learning management systems and learning experience platforms with embedded skill and job ontologies that recommend optimal learning paths will guide one-half of organizations to elevate employee engagement, retention and productivity.
Partners play a key role in the revenue and growth of every organization. Whether channel selling is in assistance to internal sales or independent, what happens in partnering has ramifications that are simply too important to underestimate. The imperative to maintain business continuity with channel partners becomes painfully clear in a global pandemic, and that imperative demands that organizations cultivate partner excellence and channel performance. This effort should start with partner leadership and operations, with the objective of building channel relationships that can survive the test of time. Effective sales channel partnerships are built on mutual trust and a shared belief in the market opportunity, and recruiting and managing partners must be supported by effective processes and technology. The health of these relationships and the resulting revenue from the channel hinges on an effective partner experience, and this requires technology investments that enable leaders to not just manage channel performance, but help inspire it every single day.
Topics: Big Data, Customer Experience, Learning, Office of Finance, Voice of the Customer, Business Continuity, Analytics, Digital Technology, Work and Resource Management, Operations & Supply Chain, Sales Enablement and Execution, Conversational Computing, AI and Machine Learning, work experience management, partner management
The workforce is the center of any organization, no matter if the workforce consists of employees, contractors or what we call gig workers. It stands to reason that a black-swan event has an immediate impact on a workforce and thus an organization’s overall business health. In challenging times, a “family-first” mentality tends to take hold — a reality that, far too often, business leaders and HR organizations underestimate. But organizational readiness is essential for sustainability and operational effectiveness.
Topics: Big Data, Customer Experience, Learning, Voice of the Customer, Business Continuity, Analytics, Digital Technology, Operations & Supply Chain, Sales Enablement and Execution, Conversational Computing, AI and Machine Learning
Maximizing the performance and value of people in the workforce should be a primary focus for any business these days. It is a complex task, especially for larger organizations, and chances for success can be increased by investment in human capital management (HCM) applications. In this competitive software market SAP is making a strong push, aided by acquisitions in the last three years of SuccessFactors for talent management and more recently Fieldglass for contingent labor management. Recently I attended the SAP HCM analyst summit to hear about its direction and plans to grow its market share. The company has made progress since our last analyst perspective on it. Mike Ettling, SAP’s president for the HR line of business, discussed its newly refined strategy and organizational structure; the company has added executives from around the globe to emphasize its commitment to helping human resources organizations.
Topics: SAP, Social Media, HCM, Human Capital Management, Learning, Operational Performance Management (OPM), Performance, Recruiting, SuccessFactors, Analytics, Business Analytics, Cloud Computing, Business Performance Management (BPM), Compensation, Financial Performance Management (FPM), HRMS, Vendor Management Systems, Workforce Analytics, Workforce Management, Workforce Planning
IBM held its 20th annual IBM Connect conference (previously known as Lotusphere) as part of its IBM Social Business efforts at the end of January. The conference focuses on business and social collaboration technology, which our business technology innovation research found to be the second-ranked priority for business innovation. At the conference IBM made a series of significant announcements, including a new version of its social collaboration suite, IBM Connections, and the ability to use the software on a cloud computing platform.
Topics: Social Media, Human Capital Management, Kenexa, Learning, Performance, Recruiting, Smarter Analytics, Smarter Workforce, Social Business, Social Collaboration, Business Analytics, Business Collaboration, Business Mobility, Cloud Computing, Governance, Risk & Compliance (GRC), IBM, Compensation, Financial Performance Management (FPM), Workforce Performance Management (WPM)
Acquisitions and new product releases continue to make the market for human capital management a hotbed of activity, as organizations attempt to fully utilize and increase the value of their workforces as I have outlined in my research agenda. ADP, with more than $10 billion in revenues and more than 570,000 customers, is aiming for the top spot in this market.
Topics: Mobile, Social Media, HCM, Human Capital Management, Learning, LMS, Operational Performance Management (OPM), Performance, Business Analytics, Business Mobility, Cloud Computing, Business Performance Management (BPM), Compensation, Financial Performance Management (FPM), HR, Sales Performance Management (SPM), TCM, Workforce Performance Management (WPM)
Investing wisely in sales-related people and processes is a key to business success. In 2012, helping sales staff perform at their highest levels should be a top priority for management. That may take some effort, according to our benchmark research, which indicates that only 14 percent of sales organizations operate at the highest level of innovation and competitiveness. In recent years, most organizations merely discussed moving beyond using only their sales force automation application and Microsoft Office for improving sales efficiency. Now sales organizations can move beyond systems that were designed decades ago, thanks to the availability of a broad range of applications to support sales activities and processes. In fact dozens of new types of sales applications are available to help sales focus on selling, which creates another issue. Where should sales organizations focus their limited resources and budgets?
Topics: Big Data, Mobile, Planning, Sales, Social Media, assets, Learning, Office of Finance, Operational Performance Management (OPM), Performance, Reporting, Sales Compensation, Sales Force Automation, Analytics, Business Analytics, Business Collaboration, Business Mobility, Cloud Computing, Collaboration, Business Performance Management (BPM), channel, coaching, commission, CRM, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management, Sales Performance Management (SPM), SFA, Workforce Performance Management (WPM)
The state of the economy has intensified scrutiny of organizations’ people assets, and so we’re seeing new dialogues about human capital management. Deriving full value from the people in a workforce requires more than just HR managing annual performance reviews or occasional scrutiny of the compensation processes for increases to merit pay or incremental incentives. Investing wisely in workforce-related processes requires assessment and optimization using analytics that can provide a lens on the past but more importantly can provide visibility into forward-looking results. This renewed focus on improving the workforce analytics fits with the findings of our recent benchmark on workforce analytics, which shows that workforce analytics are important to 89 percent of organizations. But using them efficiently and effectively is no easy task since spreadsheets are used in 62 percent of organizations.
Topics: Learning, Operational Performance Management (OPM), Performance, Business Analytics, Business Mobility, Cloud Computing, Mobility, Business Performance Management (BPM), Compensation, Sales Performance Management (SPM), Talent Management, Workforce Analytics, Workforce Performance Management (WPM)
Recently Human Concepts sold its personal organizational structure software OrgPlus to Administaff . Since it retains other products with the OrgPlus name, this step might seem puzzling, but it makes sense in terms of the company’s developing product strategy. The sale also frees Human Concepts to focus on organizations with more than 1,000 employees, where growth is more readily available. Human Concepts is experienced in the workforce management market; its customer and partner Zentiva Group won our firm’s 2010 Leadership Award in HR and Workforce Management. Late last year Human Concepts unveiled a new workforce analytics technology tool called Workforce Monitor. It uses the organizational chart as an analytical tool for more than display or monitoring of information – it can provide workforce analytics and planning to serve the needs not only of HR but of line-of-business management and analysts. The product does not just retrofit the limited capabilities of spreadsheets and presentations widely used for analytics, planning and publishing of workforce information. This is a valuable advance; our benchmark research in workforce analytics found that spreadsheets are used universally or regularly in 96 percent of HR organizations but that 39 percent of organizations are not satisfied with their technology and information is not actionable in more than half of organizations.
Topics: Learning, Operational Performance Management (OPM), Performance, Business Mobility, Cloud Computing, Business Performance Management (BPM), Compensation, Customer Performance Management (CPM), Sales Performance Management (SPM), Talent Management, Workforce Analytics, Workforce Performance Management (WPM)
The talent management software market has and continues to consolidate dramatically through acquisitions. The trend is to bring together processes and applications for hiring, onboarding, performance assessment, compensation, succession planning and analytics. As the race continues to attract customers and users by presenting the most integrated suite of applications, a new market segment has evolved in the shadows and is now taking the stage in talent management. Talent Technology, a vendor in this space, calls it talent generation; its function is to help companies identify the talent they require across all sources, broadcast job openings and promote the organization as an attractive workplace for the best talent. It relies on social media and Internet sites where jobs are posted. Doing this manually for one open position is easy, but Talent Technology’s just announced Talemetry Suite offers a unified and consistent method for recruiters and hiring managers to seek talent for any opening.
Topics: Human Capital Management, Learning, Operational Performance Management (OPM), Performance, Recruiting, Cloud Computing, Business Performance Management (BPM), Compensation, Hiring, Talent Generation, Talent Management, Workforce Analytics, Workforce Performance Management (WPM)