Is business ready to grow? How human capital and talent technology are influencing global business
|
|
- Ezra Cecil Gaines
- 8 years ago
- Views:
Transcription
1 Is business ready to grow? How human capital and talent technology are influencing global business Unified Human Capital Management and Talent Technology Survey Report August 2011
2 Contents 1 Key findings 2 Talent retention now trumps cost reduction as a top business challenge 3 HR and business leaders need to work together 4 Many organizations lack an effective talent management strategy 6 Holistic talent management is the new frontier for HR 10 Cumbersome systems are constraining HR effectiveness 12 Social media and collaboration tools are emerging as a new force 13 HCM technology is a growing priority 14 Ready, set, grow 15 Survey demographics
3 Key findings In October 2010, Deloitte polled senior business leaders and human resource executives to gain insight into the post-recession talent trends and challenges that are expected to influence global business over the next decade. The results, reported in Talent Edge 2020, showed that improving top- and bottom-line performance had re-emerged as the highest priority for many organizations a marked shift from their cost-cutting focus in While controlling costs continued to be a top concern, these executives reported a renewed interest in investing in innovation and R&D, expanding in global and new markets, and using technology to accomplish their goals. These findings stoked our curiosity about exactly what role human capital technology would be expected to play in a growth-oriented environment. After all, to hit their growth targets, organizations need to have the right people, in the right place, with the right preparation, and there are many technology offerings that can help. In this report, we take a closer look at how businesses are using human capital management (HCM) technology to meet their growth goals. During the spring of 2011, we joined forces with Oracle Corporation to survey 126 corporate and HR leaders, representing a broad range of industries around the world. Of the 126 respondents, 45% represented large enterprises with revenues greater than $1 billion, and the remainder represented small-tomedium-sized businesses with revenues totaling less than $1 billion. Here are some highlights from our findings: Talent retention is the leading business challenge: While cost containment continues to be a concern, talent retention is even higher on the priority list for many executives. Nearly two-thirds of the total executives surveyed identified talent retention as one of their top-two business challenges, followed by cost reduction. Many organizations don t have a plan for retaining talent: Even with talent retention looming as a major concern, most of the surveyed executives (53%) reported that they did not have a formal talent management strategy and only 19% of these expect to have a strategy within the next 12 months. Talent management initiatives are a leadership priority and HR pain point: Business leaders are asking HR to focus on talent management specifically performance management, talent assessments and reviews, recruitment, and succession planning. Unfortunately, these focus areas are also the ones that are causing HR the most trouble as they struggle to meet leadership s expectations. Cumbersome systems constrain HR effectiveness: For most organizations, the tools they currently have in place to assess talent needs are cumbersome, limited, or outdated. For the top leadership-driven talent initiatives, manual systems are commonplace. Only about one-fourth of the organizations have integrated talent and HR systems that can be used to efficiently analyze talent risks and opportunities by providing a holistic view of individual employees and workforce groups. HCM technology solutions are moving up the priority list: Expanding or implementing talent management technologies is expected to be a growing priority for many organizations over the coming years. Many of the surveyed organizations (43%) indicated that improved technology would be a high priority in As used in this document, Deloitte means Deloitte LLP and its subsidiaries. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. 1
4 Talent retention now trumps cost reduction as a top business challenge Nearly two-thirds of the executives (63%) who participated in this survey identified talent retention as one of their top-two business challenges, while 38% pointed to cost reduction (Figure 1). These findings represent a shift in priorities from 2010 when cost cutting and acquiring/developing talent were close competitors for management s attention. 1 This growing concern for talent retention is supported by the results of an employee survey conducted by Deloitte in early That report shows that nearly two-thirds of employees (65%) were actively or passively testing the job market. 2 Most expressed strong, negative views about employers efforts to create challenging career paths and to open up advancement opportunities. As organizations increase their focus on top-line performance while continuing to contain costs, current survey data suggests that business leaders recognize that top performers could be enticed to leave for roles at other organizations. As competition heats up, identifying and retaining top talent at all levels of the organization is likely to continue to increase in importance. Figure 1. Top business challenges (Total survey) Talent retention Cost reduction Lack of business analytics (i.e., reports, metrics, data, etc., summarizing status across the organization) Technology infrastructure/disparate systems Other Figure 2. Top business challenges (Large enterprises) Talent retention Lack of business analytics (i.e., reports, metrics, data, etc., summarizing status across the organization) Cost reduction 23% 32% 28% 38% 63% 0% 20% 40% 60% 80% 100% 39% 44% 49% Digging Deeper After talent retention, large enterprises with revenues greater than $1 billion appear to view their lack of business analytics as their second greatest challenge even greater than cost reduction (Figure 2). The results for smaller organizations were in line with the overall findings, with retention and cost reduction topping their list. Technology infrastructure/disparate systems 35% Other 21% 0% 20% 40% 60% 80% 100% 1 Talent Edge 2020: Blueprints for the new normal, December 2010, page 3. 2 Talent Edge 2020: Building the recovery together, April 2011, page 3. 2
5 HR and business leaders need to work together As organizations focus on achieving top-line growth with fewer employees, human capital concerns have become a strategic focal point. While most survey respondents (73%) reported that their HR department is aligned with their organization s goals and are helping leadership achieve these goals, a substantial 27% say their HR departments are not aligned. Results for large enterprises and smaller organizations were similar. Many respondents of unaligned organizations pointed to talent-related issues lack of talent (50%) and ineffective leadership (38%) as the key factors contributing to HR s inability to help the organization reach its goals. Others indicated planning-related issues as the root cause lack of a comprehensive business plan (29%) or HR department plan (44%) (Figure 3). These results suggest that many organizations have talent and leadership gaps that must be filled to improve effectiveness. There is also a pressing need for many organizations to develop effective strategic plans that incorporate an HR strategy as a major component of the overall business plan to achieve corporate goals. Figure 3. Factors that hinder results (Total survey) Lack of critical talent in key areas of the organization/retention issues Lack of comprehensive business plan for the HR department Ineffective leadership Antiquated technology systems or disparate systems that create data accuracy challenges Lack of comprehensive business plan for the organization 50% 44% 38% 32% 29% 18% Other 0% 20% 40% 60% 80% 100% These results suggest that many organizations have talent and leadership gaps that must be filled to improve effectiveness. 3
6 Many organizations lack an effective talent management strategy Our research indicates that organizations need a proactive plan to hold on to employees especially future leaders. But according to our survey, most organizations do not have a formal plan. More than half of executives surveyed (53%) reported that they did not have a formal talent management strategy, and only 19% of these expect to have a strategy within the next 12 months (Figure 4). Figure 4. Total survey Formal plan? If no, what s the timeline? 19% 47% Almost as troubling, many organizations that have a formal talent management strategy have not communicated the strategy with leaders across the organization (Figure 5). While 95% of respondents have shared the strategy with their CEO, other critical functional leaders have been left out of the loop, indicating that many organizations are still functioning within silos. 47% 53% 23% Results of the study indicate that large enterprises with a formal talent strategy were more likely than smaller organizations to share their strategies with their CEO (97%) and CFO (79%), but fewer were bringing their COO and CIO into the loop (Figure 7). Yes No The next 12 months The next months 3 Years Unsure Figure 5. Socialized with leaders (Total survey) Figure 7. Socialized with leaders (Large enterprises) CEO 95% CEO 97% CFO 71% CFO 79% COO 59% COO 59% CIO 55% CIO 56% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% 4
7 Hidden in plain sight? Employee retention and recruitment are two sides of the same coin. Global organizations are struggling to find the required/desired talent with the required/desired skills to put in particular locations. In the Talent Edge 2020 survey, 41% of participating executives listed competing for talent globally and in emerging markets among their most pressing concerns. 3 However, the required/desired talent may already be hidden within many of these executives organizations. Organizations with a comprehensive talent management plan, supported by integrated technology, are positioned to better understand, report, and mine their talent data to support organization-wide initiatives, from recruitment to project management. Digging Deeper Most large enterprises surveyed (62%) reported that they do have a formal talent management strategy in place. However, of the responding enterprises without a talent strategy, only 14% expect to have one in place within the next 12 months (Figure 6) Figure 6. Large enterprises Formal plan? The first step in developing a broad talent management plan is to establish a baseline by conducting an organization-wide inventory of existing talent that identifies high-quality performers and organizational talent gaps. From this inventory, a plan is developed that includes creating strategies for retaining existing talent, developing employees skills and leadership abilities to fill future needs, and sourcing new talent as required. Effective execution of the plan requires buy-in and functional alignment across the organization. 62% 38% Unified, integrated technology solutions can help organizations efficiently execute their plan. For example, talent and HCM software that provides employee profiles can link the individual s HR data directly to talent data, allowing management to fill talent gaps by providing insight into available talent across the organization, along with the individuals career preferences. That means, for instance, a business leader can easily identify a top performer with the required/desired skills in Africa who is willing to move into a new role in Asia. Yes No In addition, organizations with advanced talent management capabilities are positioned to anticipate future talent needs. These capabilities allow organizations to stay ahead of business demand by providing more lead time to source and develop talent to meet future needs. If no, what s the timeline? 14% 19% 57% The next 12 months The next months 3 Years Unsure 3 Talent Edge 2020: Blueprints for the new normal, December 2010, page 5. 5
8 Holistic talent management is the new frontier for HR Over the past decade, many organizations have streamlined their basic workforce management processes, such as HR administration, payroll, and benefits, so it comes as no surprise that nearly half of respondents used ERP systems for core HR processes (48%) and payroll (41%). Many also choose to outsource their benefits (29%) and payroll (33%) (Figure 8). Figure 8. Solutions for workforce management (Total survey) Point solution 12% 22% As a result of smart automation and outsourcing, core HR functions are far down the list of top leadership concerns (Figure 9). Now that many organizations are entering a period of cautious growth, leaders are increasingly focused on talent management issues. The leaders surveyed are asking HR to focus on performance management (48%) as well as talent assessments and reviews (45%). Those leaders also rank recruitment and succession planning high on their priority list, both at 40%. ERP Home grown 14% 17% 21% 29% 19% 30% 31% 41% 48% Unfortunately, these focus areas are also the ones that are tripping up HR as they struggle to meet leadership s expectations. Across all organizations surveyed, HR s top three challenge areas are performance management (45%), talent assessments and reviews (39%), and succession planning (36%) (Figure 9). Outsourced Unsure 6% 8% 6% 29% 33% 13% 2% Other 0% 0% 4% 0% 20% 30% 40% 50% Core HR Benefits Payroll Time management 6
9 Figure 9. Leadership priority areas vs. HR challenge areas (Total survey) Performance management Talent assessments and reviews 39% 48% 45% 45% Succession planning 36% 40% Recruitment 29% 40% Compensation 22% 28% Workforce Analytics Learning management 23% 26% 22% 25% Self-service Compliance 8% 9% 13% Employee Portal Core HR Benefits Time Management Security and HR Data Privacy Payroll Help desk 2% 2% 3% 0% 2% 1% 1% 8% 6% 8% 6% 7% 9% 8% 0% 20% 30% 40% 50% Priority Talent/HCM Areas for business leaders Total Survey Priority or Challenging Talent/HCM Areas for HR Total Survey 7
10 Figure 10. Leadership priority areas vs. HR challenge areas (Large Enterprises) Performance management Succession planning 35% 46% 46% 46% Talent assessments and reviews 33% 42% Recruitment 21% 37% Workforce Analytics 33% 39% Compensation Learning management 19% 16% 18% 28% Self-service Compliance Core HR Time Management 7% 7% 12% 9% 21% Benefits Security and HR Data Privacy Help desk Employee Portal Payroll 0% 0% 2% 2% 5% 4% 4% 5% 2% 5% 0% 20% 30% 40% 50% Priority Talent/HCM Areas for business leaders of Large Enterprise Priority Talent/HCM Areas for HR of Large Enterprise 8
11 Digging Deeper Workforce analytics is high on the large enterprise leadership priority list. One-third (33%) of large enterprises in the survey ranked workforce analytics as a top-three talent/hcm leadership focus area (Figure 10). Unfortunately, 39% of those large enterprises also see workforce analytics as one of their most challenging areas. One reason that HR is having difficulty providing useful data could lie within their technology solutions. Homegrown solutions are most commonly used by large enterprises for workforce planning (39%) and analytics (30%) (Figure 11). These results indicate that, even among large enterprises, few have integrated data solutions that allow them to easily access consolidated data. Figure 11. Planning solutions (Large enterprises) Planning Solutions Large Enterprises Point Solution 12% ERP 19% Home Grown 30% 39% Outsourced 0% 2% Unsure 23% 26% Other 16% 16% 0% 5% 15% 20% 25% 30% 35% 40% 45% Workforce Analytics Workforce Planning 9
12 Cumbersome systems are constraining HR effectiveness Perhaps the reason so few organizations have a talent management strategy is that the tools they have available for assessing their talent needs are cumbersome, limited, or outdated. For the top leadership-driven talent initiatives, manual systems are commonplace. Many of the surveyed organizations use spreadsheets and other manual systems for succession planning (85%), talent assessment and reviews (63%), performance management (43%), and recruitment (40%) (Figure 12). A deeper look shows that many organizations use some type of homegrown talent management solution (Figure 13). These systems may include a mix of automated processes supported by manual steps that have developed over time. The findings indicate that few organizations have integrated talent and HR systems that can be used to efficiently analyze talent risks and opportunities by providing a holistic view of individual employees and workforce groups. Most of the surveyed executives (73%) reported that they are not able to automatically connect talent data with their core HR system. The responses were similar for all size organizations. Talent Processes Total Survey Figure 12. Talent processes (Total survey) Compensation 45% 55% Learning management 43% 57% Succession planning 15% 85% Recruitment 40% 60% Talent assessments and reviews 37% 63% Performance management 43% 57% 0% 20% 30% 40% 50% 60% 70% 80% 90% Automated Manual 10
13 The limits of homegrown Many organizations find that homegrown solutions are acceptable for day-to-day HR operations, but fall short when it comes to providing integrated, consistent processing and data across job titles, business units, work areas, or geographies to inform key decisions. Even organizations that outsource or use point solutions are often left without the capability to integrate talent data with their HR system and ERP to provide a consistent global view of the organization and the ability to slice-anddice data to answer strategic human capital questions. Because of the time required to consolidate data, reports could be out of date by the time they are produced, not reflecting the current state of the organization. Without integrated systems, it s difficult for organizations to execute talent strategies consistently. For example, when compensation and succession planning systems are not integrated, some organizations may find that they are not rewarding the right people adequately to keep them in their jobs. They fall short of a pay-for-performance culture that could be fostered by integrated processing and data administration combined with holistic analysis. Figure 13. Current solutions for talent management (Total survey) Point solution ERP Home grown Outsourced 0% 5% 4% 5% 13% 16% 16% 19% 21% 21% 21% 24% 33% 34% 37% 42% 43% 46% While homegrown systems may supply a custom mix of data or processes that are meeting a particular organizational need, they are often expensive to maintain. Homegrown solutions may also rely on a few skilled employees who hold the knowledge needed to make them work. This dependency can be a significant risk to the organization, even when the homegrown solution is providing value. The latest HCM systems can provide organizations with the ability to unify data across the organization improving effectiveness across human capital, talent, financial, and project management by providing real-time reports and analysis for these processes. Organizations that have the ability to create effective performance plans ones that are tied to organizational goals and that are visible to employees are more likely to identify and retain top talent and improve job satisfaction. 4% 12% 9% Unsure 16% 7% 9% Other 6% 15% 7% 0% 20% 30% 40% 50% Performance Management Succession Planning Talent Reviews Learning Management Recruitment Compensation 11
14 Social media and collaboration tools are emerging as a new force Many organizations are using internal collaboration tools to help employees organize, communicate, and execute work tasks in a global and online environment. More than half of all organizations surveyed reported using shared folders (78%) and instant messaging (63%) behind their firewall (Figure 14). While less common than internal collaboration tools, some organizations are also using online social media for recruiting employees, branding, and contacting clients. LinkedIn is used by more than half of the organizations represented (55%), followed closely by Facebook at 50%. Twitter and blogs were used by less than 25% of the organizations represented (Figure 15). Overcoming social media obstacles Organizations are likely to become more open to using social media to improve talent retention and productivity when communications can be more effectively monitored and controlled. New developments in HCM software allow social and collaborative tools to be natively embedded within HCM transactions, providing secure communications behind the organizations firewall. Employee productivity may also be enhanced by easy access to information and collaboration tools available at their fingertips, without having to leave an application. Figure 14. Collaboration tools used internally behind the firewall (Total survey) Shared folders 78% Instant messaging 63% Video chat/conferencing 52% Online discussion forums 33% Wikis 24% Web chat rooms 19% 0% 20% 40% 60% 80% 100% Figure 15. Leverage social network tools for recruiting, awareness, client contact, other (Total survey) LinkedIn Facebook 50% 55% Twitter 24% Blogs Online discussion forums 14% 12% MySpace 6% 0% 20% 40% 60% 80% 100% 12
15 HCM technology is a growing priority Expanding or implementing talent management technologies is expected to be a growing priority for many organizations over the coming years. Many of the surveyed organizations (43%) indicated that improved technology would be a high priority in The percentage of participant organizations that plan to implement or expand talent technology increases to 54% over two-to-three years, and 56% beyond three years (Figure 16). This indicates that organizations recognize the need to implement technology to support HR and business objectives. As the struggle for talent continues, it will likely become even more important to put integrated talent technology in place to remain competitive in the market for talent. Figure 16. Implementation of new talent technology Total Survey (Scale of 1 5) Implementation of New Talent Technology Total Survey (scale of 1 5) 4 5 (High) 43% 54% 56% 3 (Moderate) 29% 30% 29% 1 2 (Low) 16% 15% 28% 0% 20% 30% 40% 50% 60% How much of a priority is Workforce Management technology in 2011? How much of a priority is Workforce Management technology in the next 2-3 years? How much of a priority is Workforce Management technology beyond 3 years out? Expanding or implementing talent management technologies is expected to be a growing priority for many organizations over the coming years. 13
16 Ready, set, grow As organizations anticipate the return of a growing economy, many executives recognize that one of their highest hurdles will be retaining and developing the talent they need to compete. Leadership is looking to HR to focus on initiatives that will address their employee-related concerns, especially performance management, talent assessments, recruitment, and succession planning. Unfortunately, these focus areas are also the ones that are causing HR the most pain as they struggle to meet leadership s expectations. One factor that limits HR s effectiveness is outdated systems and processes. The good news is that many organizations recognize that they are not ready to take advantage of potential growth opportunities, and are making plans to address their technical and strategic limitations. Leadership is looking to HR to focus on initiatives that will address their employee-related concerns, especially performance management, talent assessments, recruitment, and succession planning. 14
17 Survey demographics During the spring of 2011, Deloitte joined forces with Oracle Corporation to survey 126 corporate and HR leaders, representing a broad range of industries around the world. Of the 126 respondents, 45% represented large enterprises with revenues greater than $1 billion, and the remainder represented small-to-medium-sized businesses with revenues totaling less than $1 billion. Almost one-fourth (22%) of the respondents had more than 25,000 employees (Figure 17). Figure 17. Size of organization Size (Total of Organization survey) Total Survey More than 25,000 22% 10,000-25,000 5,000-10,000 14% 2,500-5,000 12% 1,000-2,500 14% 500-1,000 2% Fewer than % 0% 5% 15% 20% 25% 30% Figure 18. Job title (Total survey) HR/Talent Director or Manager 39% SVP/VP/Director 18% Manager 15% CHRO/Chief Talent Officer CFO/Treasurer/Comptroller CEO/President/Managing Director Other HR or talent executive Other c-level executive Other 2% 1% 9% 6% 6% 5% Board Member 1% 0% 20% 30% 40% 50% 15
18 Thirty-nine percent of the respondents had the title of HR/Talent Director or Manager, with 18% holding a Senior VP or Director title. (Figure 18), and 69% of respondents work in HR/Talent department (Figure 19). More than one-half (58%) are located in the Americas (Figure 20). Figure 19. Functional role in organization (Total survey) Human resources/talent 69% Corporate management Business operations Information technology Finance Sales and marketing 8% 7% 6% 6% 4% R&D/Other 0% 0% 20% 40% 60% 80% 100% Figure 20. Location by region (Total survey) Americas 58% Europe, Middle East, and Africa 20% Asia Pacific 16% Other 6% 0% 20% 40% 60% 80% 100% 16
19 17
20 This presentation contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this presentation, rendering business, financial, investment, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this presentation. Copyright 2011 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited
Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government
Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Introduction Introduction In today s Federal market, the effectiveness of human capital management directly impacts agencies
More information2009 Talent Management Factbook
2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &
More informationTalent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector
Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Deloitte Consulting s September 2012 Talent 2020: Surveying the talent paradox from the employee
More informationThree Strategies for Implementing HR in the Cloud
Three Strategies for Implementing HR in the Cloud Adoption of cloud-based, software-as-a-service (SaaS) human resource management systems (HRMS) has become one of the hottest trends in HR. According to
More informationChange is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey
January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies
More informationOwning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent
Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Josh Bersin and Katherine Jones Bersin by Deloitte Deloitte Consulting LLP 1 Agenda The Big Picture
More informationERP Administrative Challenges Brian Jensen
ERP Administrative Challenges Brian Jensen Deloitte & Touche LLP February 2011 ERP Administrative Challenges Enterprise resource planning (ERP) implementations over the last two decades have generated
More informationWelcome to today s training on how to Effectively Sell SAP ERP! In this training, you will learn how SAP ERP addresses market trends and
Welcome to today s training on how to Effectively Sell SAP ERP! In this training, you will learn how SAP ERP addresses market trends and organizations business needs. 1 After completing this lesson, you
More informationData analytics and workforce strategies New insights for performance improvement and tax efficiency
Data analytics and workforce strategies New insights for performance improvement and tax efficiency Leading organizations today are shaping effective workforce strategies through the use of data analytics.
More informationHuman resources benchmark for insurance Overview
Deloitte Global Benchmarking Center Human resources benchmark for insurance Overview The HR challenge: Complex and quickly evolving external and internal factors In today's challenging economy, insurance
More informationDriving the Business Forward with Human Capital Management. Five key points to consider before you invest
Driving the Business Forward with Human Capital Management Five key points to consider before you invest For HR leaders to contribute to the business successfully, they need HR solutions with the right
More informationThe Recruitment Quotient:
ADP Research Institute The Recruitment Quotient: Raising Your Talent IQ Contents 3 Introduction 4 Candidates Expectations: Higher Than You Might Expect 5 Employment Brands, Social Media, and the Consumerization
More informationA REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR. Sponsored by
A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR Sponsored by The Age of Modern HR Building human resources management systems that deliver ACROSS THE GLOBE, human resources
More informationTalent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector
Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Oil & Gas workforce segments at risk of attrition Operating company segments Production/operations
More informationThe Pay Paradox: The missing link in sales compensation. 2013 Strategic sales compensation survey
The Pay Paradox: The missing link in sales compensation 2013 Strategic sales compensation survey The Pay Paradox the Missing Link in sales compensation Overview After several distressing years, the global
More informationCulture of Purpose Building business confidence; driving growth 2014 core beliefs & culture survey
Culture of Purpose Building business confidence; driving growth 2014 core beliefs & culture survey Executive summary Our research indicates that focusing on purpose rather than profits builds business
More informationEmployee Engagement Drives Client Satisfaction and Employee Success in Professional Services
Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive
More informationU.S. CFO Program The Four Faces of the CFO. 2010 Deloitte Touche Tohmatsu
U.S. CFO Program The Four Faces of the CFO 2010 Deloitte Touche Tohmatsu CFOs Play Four Critical Roles in Companies Catalyze behaviors across the organization to execute strategic and financial objectives
More informationWorkplaces of the Future: Creating an Elastic Workplace
Workplaces of the Future: Creating an Elastic Workplace Workplace flexibility has become table stakes for attracting and retaining employees. Now companies must align their flexibility strategy with their
More informationHuman Capital Advantage for Business What is the value of ADP ihcm for HR Directors?
Human Capital Advantage for Business What is the value of ADP ihcm for HR Directors? HR.Payroll.Benefits. ADP ihcm: Rethink Human Capital Management The need for HR to be a true business partner has never
More informationConvergence of Age, Talent & Technology for Employers' Future Planning
Convergence of Age, Talent & Technology for Employers' Future Planning Jason Averbook, Co-founder & CEO, Knowledge Infusion OCTOBER 17, 2011 Coordinates Jason Averbook 925/922-2266 Jason.averbook@knowledgeinfusion.com
More informationCHALLENGES FACING HR IN 2015
CHALLENGES FACING HR IN 2015 Contents Executive Summary... 1 Challenges of HR... 2 A war on two sides... 2 Failure to embrace technology... 3 Not following the latest trends... 3 Barriers to candidate
More informationGreat (sales) expectations. The growing gap between sales force expectations and the influence traditional sales compensation has on performance
Great (sales) expectations The growing gap between sales force expectations and the influence traditional sales compensation has on performance Charles Dickens Great Expectations took place during a period
More informationWHAT IS WORKFORCE MANAGEMENT?
WHAT IS WORKFORCE MANAGEMENT? www.lokisys.com WHAT IS WORKFORCE MANAGEMENT? Workforce management is the utilization of a system to maintain a productive and engaged workforce by optimizing the balance
More informationPulling it all together: Integrated Solutions for Governance, Risk and Compliance
Customer Practice Profile Pulling it all together: Integrated Solutions for Governance, Risk and Compliance The business case for a new enterprise approach to GRC Integrated solutions for Governance, Risk
More informationOperations Excellence in Professional Services Firms
Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges
More informationOur clients are tapping social media to generate brand awareness and create emotional connections.
he power of social media and social technology is being felt throughout organizations today much in the way the internet influenced the way we did business in the early 1990s. In the beginning, expanding
More informationHarnessing Big Data: The Human Capital Management Journey to Achieving Business Growth
Harnessing Big Data: The Human Capital Management Journey to Achieving Business Growth 2015 ADP Global Human Capital Management Decision Makers Survey CONTENTS Executive Summary... 3 Introduction The Changing
More informationTapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by
Tapping into the Recruiting Power of Existing Power Employees Tapping into the Recruiting of Existing Employees a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing
More informationAccenture Human Capital Management Solutions. Transforming people and process to achieve high performance
Accenture Human Capital Management Solutions Transforming people and process to achieve high performance The sophistication of our products and services requires the expertise of a special and talented
More informationHuman Capital Advantage for Business What is the Value of ADP ihcm for CEOs?
Human Capital Advantage for Business What is the Value of ADP ihcm for CEOs? HR.Payroll.Benefits. ADP ihcm: Rethink Human Capital Management The need for HR to be a true business partner has never been
More informationGlobal Recruiting Trends 2016. Relationships at the core
Global Recruiting Trends 2016 Relationships at the core Introduction To truly influence business decisions, you need to understand where the industry is going. This 5 th annual report uncovers worldwide
More informationCFO Insights How CFOs Can Own Analytics
CFO Insights How CFOs Can Own Analytics Much has been made about the unprecedented quantities of data companies collect these days, from their own operations, supply chains, production processes, and customer
More informationEnterprise contact center A strategic opportunity for health care providers
Enterprise contact center A strategic opportunity for health care providers What s at stake? A new customer interaction model can lead to an increase in revenue and market share for health care providers
More informationThe 2014. Executive Search Industry Global Outlook Report
The 2014 Executive Search Industry Global Outlook Report About The Association of Executive Search Consultants The Association of Executive Search Consultants (AESC) is the worldwide professional association
More informationCase Study. We are growing quickly, and Saba is key to that successful growth.
Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.
More informationHitachi Consulting Growing to $1 Billion Organization Leveraging the Power of the Oracle Cloud. March 27, 2015. Better
Hitachi Consulting Growing to $1 Billion Organization Leveraging the Power of the Oracle Cloud March 27, 2015 Better Chris Buri Chris Buri is the Vice President and CIO of Hitachi Consulting and joined
More informationAnalytics for Shared Services The three-minute guide
Analytics for Shared Services The three-minute guide Don t squint. Select the full-screen option to view at full size. Analytics for Shared Services The three-minute guide 1 2 Why it matters now You may
More informationMaking the Business Case for HR Investments During Economic Crisis
I D C V E N D O R S P O T L I G H T Making the Business Case for HR Investments During Economic Crisis March 2009 Adapted from Putting Performance at the Hub of the Talent Universe by Lisa Rowan, IDC #214468
More informationImproving Employee Engagement to Drive Business Performance
w h i t e p a p e r Improving Employee Engagement to Drive Business Performance A Softscape White Paper May 2008 The Employee Engagement Revelation Executive leaders and human resources (HR) practitioners
More informationHuman Capital Management Trends 2013
Human Capital Management Trends 2013 It s a Brave New World January 2013 Mollie Lombardi and Madeline Laurano Page 2 Executive Summary Human capital management is a key business initiative. Without insight
More informationHR.com Whitepaper. An Overview of HCM Technology Deployment and Factors Influencing the Strategy
An Overview of HCM Technology Deployment and Factors Influencing the Strategy Results from HR.com s HCM Technology Deployment Survey Sponsored by WP_AnOverviewHCMTech_0711.indd 1. Introduction and Methodology
More informationOracle Cloud: Oracle HCM Cloud Service Update. Chris Leone Senior Vice President HCM Cloud Product Development
Oracle Cloud: Oracle HCM Cloud Service Update Chris Leone Senior Vice President HCM Cloud Product Development Safe Harbor Statement "Safe Harbor" Statement: Statements in this presentation relating to
More informationmysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT
mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT mysap ERP: YOUR INDUSTRY. YOUR BUSINESS. YOUR FUTURE. mysap ERP is the world s most complete solution to support the foundation of your business, enabling adaptive
More informationTransform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group
SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation
More informationWorkday Human Capital Management Suite
Workday Human Capital Management Suite Modern businesses operate in highly competitive, complex global environments. An organization must thoroughly understand its global workforce in order to make quick
More information5 essential strategies the top human resource professionals use every day
5 essential strategies the top human resource professionals use every day Smart talent decisions that make a big difference in recruiting, retention, and compliance on campus An ebook for chief human resource
More informationA Best Practices Guide
A Best Practices Guide Introduction: The Technology-Driven Performance Workplace Chapter 1: Revolutionize the Review Chapter 2: Reconsider the use of Competencies Chapter 3: Transform Training Chapter
More informationSourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano
Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful
More informationSustainability Analytics The three-minute guide
Sustainability Analytics The three-minute guide Sustainability Analytics The three-minute guide 1 Why it matters now Sustainability isn t just good for your corporate image and conscience. It s good for
More informationWHITE PAPER CREATING A CUSTOMER-CENTRIC COMMUNICATIONS STRATEGY
WHITE PAPER CREATING A CUSTOMER-CENTRIC COMMUNICATIONS STRATEGY CREATING A CUSTOMER-CENTRIC COMMUNICATIONS STRATEGY Executive Summary This white paper is designed to help you create a customer communications
More informationDriving Growth Through Workforce Empowerment: The Business Case for Integrated HCM
E X E C U T I V E B R I E F Driving Growth Through Workforce Empowerment: The Business Case for Integrated HCM Human Capital Management (HCM) Provides the Processes & Technology to Imp Organization Performance
More informationAuto insurance telematics The three-minute guide
Auto insurance telematics The three-minute guide Auto insurance telematics The three-minute guide 1 Why it matters now Telematics is upending the auto insurance world After considerable industry buzz,
More informationThe Payroll Operations Survey summary of results
The Payroll Operations Survey summary results December 2014 Deloitte LLP is pleased to present the summary the results from the 2014 Payroll Operations Survey. As the second survey its type conducted by
More informationFive Tenets of Modern Project Portfolio Management Powering Project-Driven Business
PROJECT PORTFOLIO MANAGEMENT Five Tenets of Modern Project Portfolio Management Powering Project-Driven Business Copyright 2014 Oracle Corporation. All Rights Reserved. Introduction Enterprises tend not
More informationPutting it all together Using technology to drive tax business processes
Putting it all together Using technology to drive tax business processes For tax departments, the record-to-report cycle involves several distinct mega processes compliance, cash management, estimates
More informationOracle Taleo for Recruiting Management: The Path that Leads to the Best Talent
Oracle Taleo for Recruiting Management: The Path that Leads to the Best Talent Sreenath Kamasamudhram, BizTech Introduction Today's Human Resources (HR), talent and learning executives face strategic challenges,
More informationORACLE HUMAN RESOURCES ANALYTICS
ORACLE HUMAN RESOURCES ANALYTICS KEY FEATURES & BENEFITS FOR BUSINESS USERS Oracle Human Resources Analytics intelligence dashboards provide strategic workforce performance information. Determine key factors
More informationA SilkRoad TalentTalk Whitepaper. Talent Management in Higher Education The Way Forward
A SilkRoad TalentTalk Whitepaper Talent Management in Higher Education The Way Forward 1 // Talent Management in Higher Education: The Way Forward Institutions of higher education face many challenges
More information2013 Global Contact Center Survey Results
2013 Global Contact Center Survey Results Deloitte Consulting LLP March 2013 Contents About the survey 3 Top 10 Insights 5 Survey results: Survey participant profile 8 Geography 11 Organization & Scope
More informationUnlocking value from your ERP service organization*
Consulting Application Managed Services Technology Unlocking value from your ERP service organization* Application Support Effectiveness Assessment can help you identify and dismantle the roadblocks that
More informationCost transparency Helping finance create business value
Cost transparency Helping finance create business value Companies today are under constant pressure to improve profitability and wring cost out of their business. This has prompted them to seek greater
More informationDriving Operations through Better, Faster Decision Making
Driving Operations through Better, Faster Decision Making Driving Operations through Better, Faster Decision Making Operations faces increasing pressure from all sides. Picky customers know that your competitors
More informationInternal audit analytics: The journey to 2020 Insights-driven auditing
Internal audit analytics: The journey to 2020 Insights-driven auditing By capitalizing on the wealth of data now available from your own business activities as well as external sources internal audit (IA)
More informationEffective Utilization of SAP ERP HCM as an Efficient & Cost Saving Tool in Business
Session Effective Utilization of SAP ERP HCM as an Efficient & Cost Saving Tool in Business Janardhan N Lead CoE-SAP HCM Wipro Coverage 1 HR Deliverables Generic View 2 SAP Technology Vital Elements 3
More informationConsumer products analytics The three-minute guide
Consumer products analytics The three-minute guide Consumer products analytics The three-minute guide 1 Why it matters now Category captains are no longer enough. Retailers are looking for insight captains.
More informationSolutions overview. Inspiring talent management. Solutions insight. Inspiring talent management
Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company
More informationDeloitte Consulting High Impact HR Operating Model. Point of View
Deloitte Consulting High Impact HR Operating Model Point of View 10 human capital trends for 2015 % VERY I M P O R TAN T Culture & engagement 78 83 1 50% 60% Leadership 78 82 2 51% 57% Learning & development
More informationShared Services in NSW Are we going fast enough?
Shared in NSW Are we going fast enough? 0 29 March 2012 hosted by About this presentation This presentation was developed for the Institute of Public Administration Australia (IPAA) Special Interest Group
More informationPwC s 5th Annual Digital IQ Survey
www.pwc.com/digitaliq PwC s 5th Annual Digital IQ Survey Digital Conversations and the C-suite Digital IQ PwC s 5th Annual Survey Findings: Leadership teams integrate digital conversations across all aspects
More informationNational Association of State Comptrollers. Architecting a New State Operating Model for the Future. March 12, 2015
National Association of State Comptrollers Architecting a New State Operating Model for the Future March 12, 2015 The world around us is changing at a dizzying pace. 2 National Association of State Comptrollers
More information[ know me ] A Strategic Approach to Customer Engagement Optimisation
[ know me ] A Strategic Approach to Customer Engagement Optimisation A Verint and KANA White Paper Table of contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical
More informationHR Business Partnering A Custom Approach
HR Business Partnering A Custom Approach Human Resources is at a turning point CEO s expect the Human Resources function to play a much more active role in enabling business strategies. For a decade now,
More informationProcess-Centric Back Office Transformation
Industry Insights Banking Process-Centric Back Office Transformation Executive Summary By driving back-office efficiency, banks and other financial institutions seek to lower expenses and reduce business
More informationHR Function Optimization
HR Function Optimization People & Change Advisory Services kpmg.com/in Unlocking the value of human capital Human Resources function is now recognized as a strategic enabler, aimed at delivering sustainable
More informationPricing Analytics The three-minute guide
Pricing Analytics The three-minute guide Pricing Analytics The three-minute guide 1 What is pricing analytics? Where it all comes together Advanced analytics aimed at customer and business outcomes are
More informationFinancial close, consolidation, and reporting Leveraging process alignment and Oracle Hyperion EPM Tools
Financial close, consolidation, and reporting Leveraging process alignment and Oracle Hyperion EPM Tools Deloitte Consulting LLP 11 Today s finance organizations face multiple priorities that include the
More information10 Steps to a Multichannel Strategy and an Exceptional Customer Experience
10 Steps to a Multichannel Strategy and an Exceptional Customer Experience Jesús Hoyos CRM industry analyst and advisor Brad Herrington Principal Solutions Architect Interactive Intelligence, Inc. Contents
More informationThe Performance Management Puzzle
The Performance Management Puzzle Some say traditional ways of managing employee performance are irrelevant in today s fast-changing work environment. Others argue that these methods drive accountability
More informationDefine a Clear Path to Your Talent Management ROI
White Paper Define a Clear Path to Your Talent Management ROI By Theresa J. Rice, Talent Management Strategist Define a Clear Path to Your Talent Management ROI Abstract The investment you make in a Talent
More informationHow to achieve excellent enterprise risk management Why risk assessments fail
How to achieve excellent enterprise risk management Why risk assessments fail Overview Risk assessments are a common tool for understanding business issues and potential consequences from uncertainties.
More informationInternal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation
2015 State of the Internal Audit Profession Study Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation 68% of companies have gone through or
More informationTalent DNA that drives your business
Talent DNA that drives your business Align your talent DNA and business strategy to achieve real success Accelerate your business with a strategic HCM solution that turns your human capital investment
More informationExplore the Possibilities
Explore the Possibilities Seize the Moment 2013 HR Service Delivery and Technology Survey Executive Summary Report 2 towerswatson.com Explore the Possibilities Seize the Moment Table of Contents What the
More informationMarch 2011 HCI. Research. The Advantages of Unified Human Capital Software. In partnership with:
March 2011 2011 HCI Research The Advantages of Unified Human Capital Software In partnership with: The Advantages of Unified Human Capital Software Table of Contents Introduction...1 Section 1: Usability
More informationIntegrated Business Services (IBS) Next generation of high performance Shared Services. Deloitte Consulting GmbH February 2016
Integrated Business (IBS) Next generation of high performance Shared Deloitte Consulting GmbH February 2016 Go ?? Business leaders are recognizing the benefits of leveraging Shared and outsourcing consistently
More informationOracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud
D R A F T Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud April 5, 2012 Oracle is currently reviewing the existing Taleo product roadmap
More informationRecruitment Process Outsourcing:
Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify
More informationBuilding and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP
Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industry
More informationAn Oracle White Paper June 2012. The Future of Talent Management: Four Stages of Evolution
An Oracle White Paper June 2012 The Future of Talent Management: Four Stages of Evolution Introduction... 1 Talent Management Defined... 3 Stages of Talent Management Maturity... 4 Stage 1. Core HR Systems
More informationTHE ALTERING LANDSCAPE OF MARKETING:
THE ALTERING LANDSCAPE OF MARKETING: WHAT SOCIAL MEDIA ANALYSIS TELLS US The marketing and advertising arena is evolving fast. Today s marketers must coordinate highly fragmented audiences across hundreds
More informationRising to the Challenge. Achieving Real-time Visibility across the Organization
About the Author Raef Lawson is Vice President-Research and Professor-in-Residence for the IMA (Institute of Management Accountants). He received his MBA and Ph.D. degrees from the Leonard N. Stern School
More informationSAY NEW INVESTOR DEMANDS ARE RESHAPING THE COMPETiTIVE LANDSCAPE. Frontline Revolution: The New Battleground for Asset Managers
Frontline Revolution: The New Battleground for Asset Managers Asset managers are rethinking their business models to capitalize on new trends in investor demand, according to a State Street survey of 300
More informationTechnology and Management Trends For Emerging HR Leaders 2015
Technology and Management Trends For Emerging HR Leaders 2015 The Human Resources landscape is changing at a rapid pace. The traditional HR role has evolved from that of a business function to that of
More informationCFO Insights How to uncover hidden FX risks
CFO Insights How to uncover hidden FX risks With the US dollar s continued strength against other major currencies, organizations are facing pressure to address related risks, such as foreign exchange
More informationCopyright 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 12
1 Copyright 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 12 Graphic Section Divider 2 Copyright 2012, Oracle and/or its affiliates.
More informationTALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth
TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE
More informationTax analytics The three-minute guide
Tax analytics The three-minute guide Tax analytics The three-minute guide 1 Why it matters now The data revolution in tax is underway Think for a moment about the vast amount of data being generated by
More informationThe Next Wave in Finance & Accounting Shared Services Establishing Centers of Expertise
The Next Wave in Finance & Accounting Shared Services Establishing Centers of Expertise The Next Wave of Finance & Accounting Shared Services INTRODUCTION As finance and accounting shared services operations
More information