With a passion for innovation and technology, CNH supplies a full range of agricultural and construction products, including smart, connected machinery and precision farming tools that maximize productivity by using seamless digital technologies such as automation, connectivity, and data analytics. CNH鈥檚 brand portfolio comprises highly respected names: Case IH, New Holland, CASE, and New Holland Construction.

A commercial presence in 180 countries, underpinned by its 42 manufacturing plants and 49 R&D centers, enables CNH to optimally collaborate with its customers to deliver technological advancements for the agricultural and construction equipment sectors. By integrating leading technologies into its products, CNH delivers on its purpose of 鈥渂reaking new ground.鈥�

鈥淲e go back a long way. All the way back to 1842, in fact,鈥� says Giovanni Gregorutti, group lead for HRIS Digital Transformation at CNH. 鈥淭hat’s over 180 years of developing pioneering equipment and services for farmers and builders. And everything we do is with those farmers and builders in mind. We are striving to provide the very best machinery and technology to make their lives easier 鈥� and their businesses more efficient and profitable.鈥�

An Efficient and Dedicated Team

Representing CNH鈥檚 commitment to developing new solutions and ideas are its 40,000 talented employees, spread over 34 countries, who work together in seamless collaboration to deliver specialized products and services for the agriculture and construction industries.

鈥淥ur employees are our most valuable asset,鈥� says Roberto Lanzavecchia, head of Global Talent Management at CNH. 鈥淎 satisfied customer reflects an efficient and dedicated team that shares the same values, holds each other accountable, and strives to deliver the best for our customers.鈥�

The company prides itself on offering a broad range of opportunities for career development, mentorships, leadership development, and training programs. To support employees as they bring their whole selves to work, the company advances a diverse and inclusive workplace and offers work-life balance solutions to fit employees鈥� needs. In the marketplace for skills and talent, CNH鈥檚 reputation for providing a responsive, fair, and industrious workplace culture has earned it recognition as an employer of choice. 

Empowering Employees and HR for Increased Productivity

Having used 厂础笔鈥檚 on-premise human capital management (HCM) solution since 2009, CNH began to encounter challenges with its legacy software, which struggled to keep up with the dynamic needs of a modern workforce. This resulted in outdated goal setting, performance management, succession planning, and employee feedback. It became clear that CNH needed to move to the cloud for a comprehensive transformation of its HR system.

CNH chose as the foundation for its cloud-based HR transformation as it offers comprehensive, scalable, and user-friendly solutions that can integrate seamlessly, as well as robust analytics capabilities. This change was necessary, according to Gregorutti, who says, 鈥淲e knew it was time to make a shift in the terms of improving the employee experience and to leverage the new capabilities, including AI, and moving to 麻豆原创 SuccessFactors was an obvious choice.鈥�

CNH outlined its goals for the HR evolution, which included identifying critical factors and eliminating non-value-adding activities; improving the overall employee experience to empower employees and the business to deliver more value, better outcomes, and increased productivity; and exploring ways to empower HR to own and solve enterprise-wide issues affecting the business, the workforce, and work-related processes.

Elevating Employee Experience with Streamlined HR Processes

Expediting its vision of empowering its workforce and HR team, CNH started by implementing the solution as its core HR platform for 40,000 employees in 34 countries and integrating it with 10 new payroll platforms within 11 months.

To ring in the new year in January 2024, CNH introduced the 麻豆原创 SuccessFactors Performance & Goals solution to support all employees for goal setting. The solution can connect to 麻豆原创 Integration Suite to help enable seamless analytics capabilities that can lead to better data visibility and data-driven decision-making. 鈥淲e are about to conclude the first year of the performance management cycle using the new module,鈥� Lanzavecchia says, highlighting the value of 麻豆原创 SuccessFactors Performance & Goals in streamlining processes for HR and employees. 鈥淲e then went live with the succession module in September 2024, and we鈥檝e just used it for the first time to present to our senior leadership the succession plan and the main talent indicators of our employees, allowing each manager to work on their talent pipeline creation and development.鈥�

As CNH鈥檚 transformation journey enters a new phase, it plans to implement the 麻豆原创 SuccessFactors Recruiting solution by the end of 2024 and the 麻豆原创 SuccessFactors Onboarding solution by the middle of 2025. In September, it implemented the to make capabilities for archiving documents available. Early next year, it plans to improve integration of this with 麻豆原创 SuccessFactors solutions.

Building an Agile, Efficient, and Employee-Centric Workplace

With the first steps in its transformation journey complete, CNH is already experiencing the benefits of cloud-based HR solutions, which are bringing improved efficiency, better data visibility, and greater agility. As a result of streamlining HR processes, CNH has achieved new levels of process optimization, so that HR tasks are managed more efficiently. By reducing administrative burdens, HR teams can increase their focus on higher-level strategic initiatives and time spent with employees.

Thanks to improved data visibility, CNH is able to advance its people strategy and plan long term. Talent management, for example, has improved because succession planning based on talent data enables more effective identification and development of future leaders.

鈥淭he transformation has created a more agile, efficient, and employee-centric environment at CNH, enhancing the overall employee experience and fostering a culture of continuous improvement and engagement,鈥� Lanzavecchia says.

Employees now have the benefits of an elevated experience 鈥� one of the primary goals of CNH鈥檚 HR transformation. With support for continuous feedback and goal setting, employees are engaged and motivated, in part because they are more connected to their goals and receive regular feedback from managers, who are now more accountable for their teams鈥� development and performance through timely and constructive feedback.

Making Every Employee a Success Story

With modern cloud-based HR solutions in place, CNH now has the capabilities for HR to gain efficiency and achieve greater productivity 鈥� plus deliver data-driven insights to the business for improved decision-making. An improved employee experience is leading to better engagement and career development, opening opportunities for each employee to further their success story.

As both Gregorutti and Lanzavecchia see it, this is a promising beginning in CNH鈥檚 ongoing HR evolution. Next year brings new possibilities to introduce AI capabilities for HR, as the company evaluates the benefits of implementing the talent intelligence hub in 麻豆原创 SuccessFactors HCM to help power employee growth and skills development. 鈥淐NH has undergone significant and successful transformation over the last three years,鈥� they say. 鈥淜eeping this momentum up in a tougher market scenario is imperative. The continued transformation of CNH involves embracing employees鈥� professional passion, achieving personal fulfilment, and simply having fun.鈥�

Learn more about .

鈥淲e are on the brink of a revolution in HR technology,鈥� SuccessFactors Chief Revenue Officer Maryann Abbajay said, speaking to customers recently at . 鈥淎I and other new intelligent technologies are transforming the way we work. Organizations are acutely aware that having the right skills today and cultivating these skills for the future is crucial to stay ahead. So, we must focus on our people 鈥� and the technologies that enable them to bring out the best in themselves.鈥�

麻豆原创 research found that the top three reasons why HR leaders want to use skills data across their people practices are to match people to opportunities, develop members of their organizations, and have workforce planning that makes sense based on skills. Additionally, a sample of more than 4,000 employees revealed that time savings, quality, and efficiency are the top three most desired outcomes when it comes to AI at work.

Speaking at SuccessConnect, HR leaders from five forward-thinking organizations 鈥� 尝鈥橭谤茅补濒, Eurobank, BT Group, American Honda, and 麻豆原创 鈥� shared insights from their HR journeys and how new advancements in HR tech are putting people at the center of business.

尝鈥橭谤茅补濒 Creates a Future-Fit Organization with Skills and Learning

Global beauty brand keeps its people strategy as forward-thinking as its brand. 鈥淭his People Vision is to be the most inclusive, innovative, and inspiring people company,鈥� said 尝鈥橭谤茅补濒 Deputy Chief Human Relations Officer Isabelle Minneci. 鈥淭o remain forward-thinking, we leverage this unique people culture, which cares for each individual, and we embed diversity, equity, and inclusion as part of our HR fundamentals.鈥�

L鈥橭real鈥檚 HR community drives three actions to advance a challenger mindset within the workforce. It builds a skills-driven organization to foster people and business growth. It invents new ways of working and harnesses the best of tech to deliver inspiring people experiences. And it leads transformation for HR and rest of the organization to remain agile. 

尝鈥橭谤茅补濒 uses cloud-based solutions from 麻豆原创 SuccessFactors 鈥� including 鈥� to inspire amazing people experiences. For a future-fit workforce, 尝鈥橭谤茅补濒 invests 鈧�120 million each year in learning as it continually reskills its employees to boost agility and innovation. 鈥淭hanks to 麻豆原创 SuccessFactors,鈥� Minneci said, 鈥渨e have linked the skills with the jobs and with our learning program, which enables us to really offer personalized learning journeys for our employees and to make sure that we prepare the future.鈥�

Eurobank Ensures Compliance and Empowers the Workforce

is one of Greece鈥檚 largest employers, with about 6,500 employees and 鈧�81.5 billion in total assets under management. It uses cloud-based solutions from 麻豆原创 SuccessFactors HCM to help ensure compliance with local labor legislation, support more strategic decision-making, and deliver on its promise of a great employee experience.

Eurobank began its journey with 麻豆原创 SuccessFactors over six years ago, said Maria Tachataki, head of People Technology and Internal Communications, Eurobank SA. 鈥淲e have increased efficiency and eliminated paper usage,鈥� she said. 鈥淢ost of all, we have enhanced our people empowerment by providing more accountability, responsibility, and work mobility. 麻豆原创 SuccessFactors has been our ally and our companion in an ongoing journey of growth and transformation.鈥�

In April 2022, a new Greek labor law required local banks to implement a digital work card that integrated with the Ministry of Labor鈥檚 platform for real-time monitoring of work schedules, shift planning, and overtime. Effectively, it meant Eurobank鈥檚 employees needed to clock in and out at their specific work times 鈥� or the bank would incur steep penalties. The company needed a digital solution that was accurate, reliable, efficient, and scalable. It had to have seamless integration with the 麻豆原创 SuccessFactors platform, payroll, and the Ministry of Labor鈥檚 platform. And it needed to have very detailed monitoring and audit trails. Eurobank chose and leveraged (麻豆原创 BTP) for flexibility and connectivity. As a result, it now reports 99% performance (an improvement of 75%) and 45% reduction in instances when employees forget to clock out. Read more here.

鈥淔or us the next move is AI and skills, in terms of more strategic workforce planning,鈥� Tachataki said. “We aim to transition from merely filling positions with people to focusing on talent and strategic workforce planning based on upskilling, and skills taxonomy. This is our next big challenge.”

BT Group Builds the Digital Colleague Experience

Global telecommunications company is accelerating its HR transformation with the infusion of AI to build its Digital Colleague Experience. Recently, the organization unified core HR by moving its UK payroll of 80,000 colleagues to , using 麻豆原创 BTP for extensibility and innovation. The launch of the AI copilot and generative AI early adopt program is another highlight in what the company鈥檚 HR Technology Director Nick Hawkes described as an 鈥渋ncredibly busy 12 months.鈥� As he noted, 鈥淭his is an exciting phase for us. Those digital foundations within HR were really important. We鈥檝e gone from four HR systems, three payroll systems, down to one, which was an important milestone.鈥�

鈥淲e鈥檝e been on the AI journey a little while now,鈥� he continued, underscoring BT鈥檚 commitment to security through the establishment of a responsible AI team and guardrails to evaluate and implement acceptable AI use cases. Working collaboratively with BT鈥檚 legal teams, data governance, and 麻豆原创 has given the company鈥檚 HR team an edge for advancing AI use cases that elevate the employee experience. 鈥淗aving those levers to pull really allowed us to achieve a quick rollout,鈥� he said, referencing 麻豆原创 Business AI.

In the shift to becoming a skills-based organization, BT aims to implement the talent intelligence hub, which can provide organizations a centralized system for skills for 麻豆原创 SuccessFactors solutions, to help drive better planning and strategic workforce planning across the organization. Hawkes is optimistic about how AI will enhance the BT鈥檚 Digital Colleague Experience: 鈥淲e can see in the data a 40% increase in efficiency in terms of what Joule brings to the organization, so we鈥檒l double down on that.鈥�

American Honda Charts Digital Journey with People-Centric Focus

is on a journey to become a carbon-zero company by 2050 鈥� in effect, evolving from a hardware-defined company to a software-defined company. 鈥淚t鈥檚 a transformation we view internally as the second founding of Honda. That means digital experience is very important,鈥� said Rich Richardson, senior vice president, Human Resources, American Honda, describing how the new strategic direction is leading to increased focus on the employee experience. 鈥淲e have developed a plan to engage our associates on a digital journey that has a number of tenets critical to making sure our associates are at the center.鈥�

In January 2023, American Honda went live with 麻豆原创 SuccessFactors HCM to provide seamless access to HR information and opportunities for upskilling. To ensure the best outcomes for its AI journey, American Honda established a Responsible AI Council to govern AI usage, evaluate use cases, maintain standards, and foster communication and transparency across the organization.

This year, the company joined an 麻豆原创 early adopter program to learn how AI can accelerate its vision for a future-ready workforce. 鈥淲e have four use cases that we鈥檙e piloting right now with 850 associates. They鈥檙e around Joule, compensation insights, enhanced writing, and goal creation. We鈥檝e been getting feedback along the way with those pilots, and we鈥檝e seen some really good results,鈥� Richardson said.

Employees in the pilot share overwhelming positive feedback on the AI-based innovations, reporting 80% favorable feedback overall. To ensure a great employee experience that benefits all employees, Richardson wants to further understand why employees might be hesitant to fully embrace the new AI-led tools: 鈥淲hen we can uncover that 鈥� whether its communication, change management, or on the technical side 鈥� we think we can have a really positive rollout of these use cases to our associate population and, ultimately, save time and energy and effort.鈥�

麻豆原创 Accelerates a Skills-First Workforce with AI

For , a global leader in enterprise applications and , a strong people culture is integral to its mission to help the world run better and improve people鈥檚 lives. 鈥淎t 麻豆原创, people are very close to our heart. And that goes back to our founder, Hasso Plattner,鈥� said 麻豆原创 Chief People Officer Gina Vargiu-Breuer, recalling Plattner鈥檚 observation that 鈥渨e can be proud of our culture because our culture is very much one of customer-centricity, innovation, and people.鈥� 

厂础笔鈥檚 People Agenda, essential to its transformation to a cloud-first company, comprises three pillars: 厂础笔鈥檚 growth culture, a skills-led people ecosystem, and game-changing people technology. The People Agenda is underpinned by a strong foundation: a people-centric work environment that is nurtured by employee well-being, safety, and health as well as diversity and inclusion to create a feeling of belonging at 麻豆原创. 

To build a skills-led people ecosystem, 麻豆原创 is using the AI capabilities of the 麻豆原创 SuccessFactors HCM suite to gain visibility into the skills of the workforce and improve the employee experience. With the AI-powered growth portfolio in 麻豆原创 SuccessFactors talent and learning solutions, 麻豆原创 is currently focused on increasing skills transparency to help employees focus on growth and career opportunities.

鈥淚n the growth portfolio, we are relying on AI,鈥� Vargiu-Breuer said. 鈥淲ithout having a market-centric skills taxonomy and without having skills transparency across the entire workforce, it鈥檚 very difficult to have, for example, personalized learning and career development opportunities. So, AI is absolutely essential.鈥� 

Making Every Employee a Success Story

As these inspiring stories show, 麻豆原创 customers are using HR technology to support their people agendas and drive HR transformation in their organizations. By advancing productivity and the employee experience, customers are harnessing the power of 麻豆原创 SuccessFactors solutions to make every employee a success story.

Watch on demand.

Menzies Aviation delivers time-critical logistics that annually result in 1.3 million aircraft turns, 3.2 million aircraft refueled, and 2 million tons of cargo handled. Already in its third consecutive year of since the pandemic, Menzies accelerates its market momentum through a mix of strategic partnerships, contract wins, and acquisitions. And demand for modern, efficient passenger and cargo services is ever increasing. In fact, the is forecast to grow from US$196.96 billion in 2024 to $570.12 billion in 2032.

Ask the employees of Menzies Aviation what they like about their jobs, and they鈥檒l likely tell you that it鈥檚 the variety and pace of work in an environment where every day is different and every action matters.

Sarah Mackinlay, senior vice president of People Projects & Integrations at Menzies Aviation, says that outstanding teamwork is at the heart of Menzies鈥� success: 鈥淭here isn’t one person who can do their job alone. You need a team of people to prepare, load, and push back an aircraft. Everybody working positively together drives that excellence. It’s that united vision of wanting to safely provide the best possible service.鈥�

This team spirit inspires employees to work toward their full potential to achieve exceptional service. To empower its employees to deliver safe and trusted aviation services that are integral to its mission, Menzies is on a transformative journey to harness the power of technology for greater productivity and business agility. Menzies now provides employees in 53 countries with an improved employee experience 鈥� a result of its global HR transformation to adopt the cloud-based capabilities of .

Putting 鈥淧eople, Passion, and Pride鈥� at the Center of Business

With a proud that dates to 1833, Menzies has always been a business that is about people, Mackinlay underscores. The company aligns its business and people strategy on three pillars: people, passion, and pride. 鈥淔rom a people strategy point of view, we’re very much focused on three key drivers: making Menzies a great place for our people to work; being passionate about growing our employees and growing our own leaders; and taking pride in getting the basics right,鈥� she says. 鈥淭hat third pillar is where my focus is at its strongest. By doing that, it makes [Menzies] a great place to work, and it gives people the opportunity to lead, learn, and grow.鈥�

By choosing 麻豆原创 SuccessFactors HCM, Menzies now has a unified platform to help it attain data-driven insights for business agility and provide a modern employee experience with opportunities for learning and career development. 鈥淢y job is an enabler for so many other things within our organization,鈥� Mackinlay says. 鈥淧roviding a solution that supports our frontline employee or manager in the business to do their job more efficiently, smoothly, and easily 鈥� those things are what really excite me.鈥� 

Unlocking Business Insights from Global Visibility of Data

Menzies had previously relied on a mix of people processes and platforms, and struggled to make sense of its people data, which was siloed in disparate systems in various regions. 鈥淭he simple question of ‘How many employees do you have?’ we couldn’t answer that at the click of a button,鈥� says Mackinlay, noting the critical nature of seasonal travel fluctuations that impact the workforce. 鈥淭hat could take us several days to a week to be able to go out to all our regions and check and validate those numbers, because data was held across multiple systems and spreadsheets.鈥�

Already experienced working with the 麻豆原创 SuccessFactors Learning solution since 2015, along with 麻豆原创 SuccessFactors Performance & Goals for graded management across the business, Menzies Aviation had selected 麻豆原创 SuccessFactors Employee Central as its core HR system, but the implementation was very gradual in the early years and by the end of 2022 the solution had been rolled out to just 11 countries. In early 2023, Menzies began its transformative journey to leverage the broad benefits of cloud HR. Working with as its implementation partner, it accelerated the global rollout by prioritizing a defined baseline consistency model over more detailed, country-specific customizations. It also benefited from pre-delivered localization capabilities, such as language support, local best practices, and automated legal and regulatory updates. In one year, 52 countries were up and running on 麻豆原创 SuccessFactors Employee Central, integrated with the 麻豆原创 SuccessFactors Learning, 麻豆原创 SuccessFactors Performance & Goals, and other core business systems, making it the source of truth for employee data where live.

October saw the latest location join this journey when Hong Kong went live with 麻豆原创 SuccessFactors Employee Central and 麻豆原创 SuccessFactors Learning. Utilizing this momentum, Menzies is now expanding its use of the solution, which is already available to its workforce in the UK and will soon include Portugal and Hong Kong.

鈥淲e鈥檙e a small team, but each person contributed an exceptional effort, both in time and skill, to bring the organization together around this transformation 鈥� that includes stakeholder buy-in, mapping and cleansing the data, all the quality checks, and communicating clearly and openly with HR teams around the business to ensure adoption and change management,鈥� says Mackinlay, who is optimistic about what the next phases of Menzies鈥� cloud HR journey will bring. 鈥淭here were some long days, indeed, but as a team we can be proud of what we鈥檝e accomplished so far 鈥� and the benefits to the business are already becoming apparent. This is the real foundation for what we can go on to achieve next and having the support of the local HR teams continues to be critical to the success of the rollout.鈥�

Today, Menzies no longer needs to estimate how many employees it has at any given time. Having a single source of data means that it can pull up this information at the push of a button for the present as well as the historical past for comparison. 鈥淲e can start to see trends, so we can start to understand what our future models would look like as well,鈥� says Mackinlay, who values the improved reporting capabilities that provide greater visibility into the business 鈥� which, for example, helps the teams to understand the type of work people are doing and how their time and effort contribute to the business. 鈥淏eing able to have business insight and business data to make decisions has been really important on our continued journey with 麻豆原创 SuccessFactors and supporting our global strategy.鈥�

Menzies is reaping the benefits of moving towards one global solution, which include consistent and standardized HR processes across its multiple countries and territories of operation, role-based authorizations for data access, worldwide regulatory compliance with localization, simplified maintenance for a single solution, and ease of integration with other HR processes and functions. As Mackinlay summarizes, 鈥淔or us, this journey is about having a single source of truth with global consistency, data insight, and visibility yet maintaining local data ownership. Data security and integrity are at the very core.鈥�

One Stop for Employee Experience

For Menzies Aviation, the journey gains momentum as more employees engage with the platform, opening the way to transform how work is done. Currently, Menzies is focusing its effort to elevate the employee experience by introducing self-service capabilities for all employees, giving them access to their own data and streamlining HR service delivery with efficient, real-time processes for workflows and approvals.

More than two-thirds of Menzies employees perform their work away from a desk, so communication with these employees for routine employment matters can be challenging. The new self-service capability is the next part of Menzies鈥� journey enabled by its 麻豆原创 SuccessFactors Employee Central base platform. Menzies is partnering with other core business systems to create a new one-stop entry point for all employment-related information, including upcoming shifts, holidays, and tools to support employees in their day-to-day roles.

A key benefit for HR teams is that it frees them to focus on more value-added work. As Menzies continues to grow and hire new employees, it plans to look for digital solutions to accelerate the recruiting and onboarding processes. Menzies is also excited to explore how AI-enabled technologies can further support the HR team 鈥� including adopting , 厂础笔鈥檚 AI copilot, and using generative AI.

鈥淲e’re a people business,鈥� Mackinlay says. 鈥淲e want our HR teams to be with our people. It’s a journey that we’re on 鈥� and we’ve been on since 2015 鈥� to enable our HR teams to have the tools to be more employee facing and available to support our employees as they grow and develop their potential towards an exciting career at Menzies Aviation.鈥�

Find out more about .

麻豆原创 SuccessFactors customers convened recently at , 厂础笔鈥檚 annual human resources customer event, held October 28-30 in Lisbon, Portugal, and on demand through . Attendees learned more about how 麻豆原创 鈥� the world鈥檚 largest cloud HR tech vendor 鈥� is leading the market with unmatched investment in and delivery of new AI capabilities. As announced at the event, 麻豆原创 is delivering new innovations and embedded AI, including 30 new AI use cases, across the suite to help provide organizations with greater efficiencies and unparalleled experiences.

鈥淥ur mission is to make every employee a success story,鈥� Dan Beck, president and chief product officer for 麻豆原创 SuccessFactors, told customers at SuccessConnect. 鈥淲e鈥檙e really at a special point in the arc of technology. This is why I truly believe the next two years of HR tech, the way we can impact the workforce, is going to be more interesting than the prior two decades鈥�.The world is moving very quickly. The world is not standing still. And as a trusted partner, 麻豆原创 SuccessFactors can help you stay ahead in that always-changing world.鈥�

AI Boosts 厂础笔鈥檚 Core HR and Payroll

With the 2H 2024 release of 麻豆原创 SuccessFactors, available in November, customers can benefit from 厂础笔鈥檚 steadfast commitment and investment in AI and gain new generative AI capabilities that help improve the employee experience across the talent lifecycle. For example, managers can receive help in making AI-assisted 360-degree reviews. 麻豆原创’s AI copilot can guide new hires through the onboarding process, nudging them to complete data review forms and e-signatures. AI-assisted writing capabilities can help employees complete tasks, with text translation available in the same window. Joule will be able to support 80% of the most-used business tasks across 厂础笔鈥檚 portfolio by the end of the year.

厂础笔鈥檚 unique approach to is founded on the principles that every AI use case must be relevant, reliable, and responsible to ensure that it is compliant with ethical, business, and privacy regulations around the world. 麻豆原创 is deeply committed to the ethical development of AI, with its Global AI Ethics Policy, Steering Committee, Advisory Panel, and more.

Beyond infusing even more AI capabilities throughout the 麻豆原创 SuccessFactors HCM suite, 麻豆原创 continues to lead the market with a strong global HR core that combines the power of , , and . 厂础笔鈥檚 HR core is cloud native, AI-enabled, and can scale to meet any customer need. Differentiating it from other vendors, 麻豆原创 SuccessFactors Employee Central is equipped to help handle diverse regulatory and compliance requirements, with localization for more than 100 countries for core HR and payroll supported in 52 countries. For HR teams, this can bring peace of mind regarding risk and compliance, avoidance of penalties, and the ability to focus on other strategic initiatives.

Customers that use 麻豆原创 SuccessFactors Employee Central Payroll can look forward to updates in the first half of 2025, including a new user interface for unified user experience, a payroll control center to help manage all payroll process activities, and a position and budgeting control for compliance in the public sector. With the update, employees can use Joule to ask questions about their pay slip and receive answers in seconds 鈥� creating a better experience for employees while saving HR time addressing service tickets.

To ensure that HR doesn鈥檛 operate in a silo, it鈥檚 vitally important that it鈥檚 connected to everything the larger business is doing, as Beck explained. Together with the rest of the , customers can deliver a unified, consistent, and connected experience for employees no matter where they sit in the business. And (麻豆原创 BTP) helps them connect it all.

Ahold Delhaize: Putting Associates in the Driver鈥檚 Seat

Netherlands-based is one of the world鈥檚 largest food retail groups, with more than 402,000 associates globally serving 63 million shoppers each week. In 2018, it began an HR transformation to unify its complex and fragmented HR landscape. A lack of unified processes and a scattered tech stack was holding business leaders and their teams back from completing their people-related work and impacting the organization鈥檚 decision-making. Most associates are deskless, so building a mobile experience that gave them access to their data was an important goal for the project.

鈥淭his required consolidation and streamlining of our existing HR processes onto a single, secure platform 鈥� and for us that was [麻豆原创] SuccessFactors,鈥� said Barbara van der Zanden-Sandtke, global head of HR Tech, Data Innovation, and Associate Experience at Ahold Delhaize.

To achieve its goals, Ahold Delhaize took a phased approach to its implementation of 麻豆原创 SuccessFactors Employee Central and 麻豆原创 SuccessFactors Employee Central Payroll. By summer 2023, it had completed the implementation and began to focus on how an improved employee experience will benefit the future of its associates. As Tim Piepers, senior director HR Technology Platform at Ahold Delhaize, summarized, 鈥淲e are putting our associates in the driver鈥檚 seat 鈥� of their data and information, learning and development, and career trajectories. And as a result, we are building a more strategic, agile, and future-forward company.鈥�

Talent and Learning with AI-Based Career Recommendations

To address the skills gap, talent and learning is consistently one of the most critical areas of investment for HR leaders. 鈥淯ltimately you can鈥檛 hire yourself out of a skills gap,鈥� said Beck, who noted that many HR leaders are looking for ways to reskill their workforces for the future needs of the organization. 鈥溌槎乖� has been investing significantly to solve this problem and I鈥檓 excited to introduce a new solution for us, the 麻豆原创 SuccessFactors Career and Talent Development solution. This combines the best of our talent products into a single guided experience, an all-new look and feel for data-driven career planning.鈥�

Employees will be able to access new insights about their growth and career development. They will be able to receive AI-assisted recommendations for career growth, such as skills, roles, and learning opportunities. The new solution helps empower employees and managers for better strategic workforce planning.

To support customers in becoming skills-based organizations, 麻豆原创 is enhancing the talent intelligence hub, which can enable customers to automate the creation of a skills library based on job roles, continuously build employee鈥檚 skills profiles as they grow, and enrich job profiles. 鈥淭he objective behind the talent intelligence hub is to infuse skills throughout the entire talent journey, associated with your profile, directly from recruiting,鈥� Beck said. 鈥淎ll of this is built on top of 麻豆原创 Business Technology Platform.鈥� 

The talent intelligence hub 鈥� available to all 麻豆原创 SuccessFactors customers 鈥� helps enable customers to move from being reactive to proactive on skills while offering a personalized employee experience. As announced at SuccessConnect, the talent intelligence hub is now an open, extensible platform that can integrate skills data from 麻豆原创 partners. This helps customers by consolidating and standardizing skills data on one platform for better visibility. The first 麻豆原创 partners to integrate with the talent intelligence hub include , , , , , , , and .

Capgemini Empowers Employees with Skills-First People Management

is a leading strategic partner that helps organizations unlock the value of technology for business transformation. Headquartered in Paris, France, Capgemini has 340,000 employees working in 50 countries. It fosters a culture of growth and continuous learning, empowering clients and employees with its promise: 鈥淕et the future you want.鈥�

鈥淭his promise is at the heart of everything we do and really drives our people strategy,鈥� said Jihane Baciocchini, head of Global Talent Acquisition, Capgemini. 鈥淥ne of the main pillars of making this promise a reality is skills. Investing in skills means investing in people, which is really driving our HR strategy.鈥�

Capgemini鈥檚 approach is determined largely by the needs of its clients to drive their sustainable and digital transformations, Baciocchini explained: 鈥淭he reality is our clients are now expecting us to anticipate the skills they will need in the future. The same goes for our people.鈥� Its emphasis on skills makes Capgemini a valued partner to its clients and an employer of choice for top talent.

Capgemini uses 麻豆原创 SuccessFactors solutions to power the entire employee lifecycle, from hire to retire. With the talent intelligence hub, employees will receive personalized career path recommendations linked to their skills and aspirations within the .

Strategic Partnerships and Extensibility That Accelerate Value

麻豆原创 SuccessFactors has more than 350 partner apps in to help provide trusted and integrated solutions for unmatched flexibility on a wide range of business needs, including wellness, benefits, learning, and time tracking. As the needs of the workforce and business change, customers can use these certified solutions to extend 麻豆原创 SuccessFactors technology in a consistent, reliable way.

The newest solution extension partners include , which extends 麻豆原创 SuccessFactors time capabilities with shift management and integrates with the 麻豆原创 SuccessFactors Time Tracking solution; and , which orchestrates learning across the entire talent lifecycle and integrates with the solution.

WalkMe helps organizations adopt technology faster, reduce training costs, and increase value on investments, with some early adopters reporting a 200% improvement of task completion. At SuccessConnect, 麻豆原创 also announced its intent to add pre-built WalkMe content into 麻豆原创 SuccessFactors solutions, which will be commercially available in the first half of 2025, allowing customers to improve employee experience and adoption across common workflows.

鈥淎s our ecosystem continues to grow, keep in mind that we are part of 麻豆原创, which means, among other things, we benefit from that robust technology layer, 麻豆原创 Business Technology Platform,鈥� said Beck, addressing customers that may be working with many third-party HR applications and are interested in extensibility of 麻豆原创 SuccessFactors solutions. 鈥淕ood news: you can build that with 麻豆原创 Business Technology Platform. We have low-code no-code technology to allow you to build your own application, integrate it, build a workflow, and secure it, with a custom card coming off the 麻豆原创 SuccessFactors homepage. We have the most robust technology platform in the world.鈥� 

Frit Ravich Leads with People and Culture at Its Core for a New Era of Technology

, a family business founded in 1963 in Girona, Spain, manufactures and distributes chips, snacks, and nuts. With a team of 1,100 employees and presence in 25 countries, Frit Ravich is a company that has people and culture at its core.

In 2017, the company adopted 麻豆原创 SuccessFactors to drive its transformation. Today it is taking its business to the next level with 麻豆原创 Business AI to ensure no one is left behind. Maria Sal贸, Frit Ravich鈥檚 chief people and culture officer, summarized the organization鈥檚 approach to its people strategy: 鈥淣ot to change people, but to help them make the most of changes by unlocking their full potential.鈥� For Frit Ravich, that meant carrying out its HR transformation 鈥� a project the team named 鈥淏utterfly鈥� 鈥� with company culture 鈥淔eel Frit鈥� at the center and in sync with its business objectives.

Frit Ravich Talent Manager Rebeca Montilla explained: 鈥淎t Frit Ravich, 麻豆原创 SuccessFactors isn鈥檛 just a tool. It is the core of every process. Our entire strategy is supported by the 麻豆原创 SuccessFactors portfolio, fully integrated into the day-to-day lives of every employee. The tool usability is very high, with 96% of our employees using it. Our organization is making adoption part of every employee鈥檚 development.鈥�

Based on the success of the Butterfly project, Sal贸 looked ahead optimistically: 鈥淭he disruption of AI reminds us that transformation isn鈥檛 about facing changes, it鈥檚 about making the most of them. We aim for a more flexible organizational structure, moving beyond a purely functional vision to a skill-based organization. We鈥檝e already shown that Frit Ravich doesn鈥檛 leave anyone behind. And that鈥檚 still true in this new era of AI.鈥�

Watch on demand.

, a global aluminum and renewable energy company based in Norway with 33,000 employees in 40 countries, is one example of an enterprise that is on a journey towards becoming a skills-based organization. Jeanine Fremstad, Norsk Hydro鈥檚 global lead for Skills and Learning, explains why the company is taking a proactive approach to skills development and learning: 鈥淲e need to keep up with the evolving landscape of workforce skills to remain competitive and at the forefront of our industry.鈥� 

Upholding a long-standing tradition of sustainable industrial development, Norsk Hydro has ambitions to pioneer the transition to 鈥済reen aluminum鈥� powered by renewable energy by the end of the decade. To get there, the organization decided to take a structured approach to skills and learning by undertaking a pilot project using 麻豆原创 SuccessFactors solutions.

Fremstad says the initiative is essential to Norsk Hydro’s business strategy and to attract and retain people. 鈥淲e need to know what skills we already have in the company in order to know what skills we need to attract. We also need to know what skills we need to develop,鈥� she says. 鈥淏eing able to offer attractive learning and development opportunities is key to retaining people.鈥�

She offers a straightforward assessment of where the organization stands and why change is necessary: 鈥淥ur internal research shows that one in three employees are unsatisfied with the opportunities for professional development, future careers, and equal opportunities. And we just think that鈥檚 not good enough; therefore, we started on a skills transition journey.鈥�

Selecting a Trusted Partner for AI-Driven Skills and Learning

In April 2024, Norsk Hydro began a pilot to offer its workforce access to AI-driven skills and learning recommendations for their professional development. With 100 employee participants in various countries, the company鈥檚 HR team has purposefully set the bar for success high. 鈥淲e believe that for Hydro as an organization, success will mean we will see improved employee experience and engagement, reduced attrition, and that we will have better insights from data for workforce planning,鈥� Fremstad says.

Norsk Hydro selected 麻豆原创 as its trusted technology partner and joined the 麻豆原创 Early Adopter Care program because of a shared vision for people-centric skills and AI-enabled learning. It is working closely on the project with 麻豆原创 partner , taking advantage of its Skills Transformation Suite to speed innovation.

Transitioning to a Skills-Based Organization

The first step in Norsk Hydro鈥檚 skills journey was to build the company鈥檚 skills library based on a curated skills library from an external provider. The AI-assisted curation process analyzed Norsk Hydro鈥檚 job architecture and 33,000 job titles and identified likely relevant skills from the external skills library. As a result, approximately 4,000 skills relevant to Norsk Hydro were mapped against job families. The central project team is working to validate and refine these results.

Next, Norsk Hydro used 麻豆原创 SuccessFactors talent intelligence hub to help gain the power and simplicity of a single skills model from recruiting, onboarding, learning, and development through to performance and succession. The talent intelligence hub can connect skills, attributes, strengths, and preferences to both people and experiences throughout 麻豆原创 SuccessFactors solutions. Each employee has a growth portfolio of skills, which helps empower them to own their learning and career development. Employees can also manually add role-specific skills and skills of interest for their development. Norsk Hydro is applying a trust-based approach that allows employees to maintain their skills profiles and build their development plans based on their prioritized skills. While certain skills may need to be validated and assessed for legal compliance requirements, the employee generally may decide their proficiency levels for most skills.

As a third deliverable in the project, Norsk Hydro updated its internal development process to ensure that skills are an integral part of the leader-employee dialogue. It aims to tighten the connection between skills, goals, performance, and learning.

Also, Norsk Hydro recently implemented the new integrated learning experience from 麻豆原创 SuccessFactors Learning. Embedded AI can enhance the employee鈥檚 experience with relevant skills-focused learning recommendations that are unique to each employee based on their needs and interests. Norsk Hydro鈥檚 offering of learning opportunities comprises a broad set of both internal and third-party channels. On the organization鈥檚 new learning homepage, all courses are now automatically tagged utilizing TalenTeam鈥檚 Skills Transformation Suite, so that relevant learning to close skills gaps is easy for employees to find and access.

The project team has taken away some good learnings on the journey to becoming a skills-based organization. For example, Fremstad recommends taking the time to validate the skills library to ensure the correct level of granularity for skills and establishing only one skills library to make certain each employee has a single skills profile. Different vendors use different skills taxonomies, which can cause problems when integrating them. She underscores that it鈥檚 important to constantly work towards delivering the best user experience possible.

A key element to the success of the pilot is continuously testing and collecting feedback from users, she says. Pending a successful pilot, Norsk Hydro鈥檚 long-term ambition is to implement the solution 鈥� offering AI-driven recommendations to help match employees with assignments, career opportunities, and mentors 鈥� and a broader rollout of the talent intelligence hub to all employees. Employees will benefit from having a 鈥渟ingle pane of glass鈥� overview for all learning and development opportunities across the organization.

Elevating Skills as the Red Thread in HR

Norsk Hydro is building a skills-based organization rooted in a learning culture that will ultimately deliver benefits to employees and leaders alike. Employees will gain the autonomy, leadership support, and growth mindset to set them on a path of lifelong learning and development, so that they have the skills they need to build their careers and ensure future employability. Leaders will benefit from having data-driven insights that support workforce planning and match the right people with the right task to achieve business goals. They will also be able to attract and develop talent by offering a more compelling career proposition that includes skills growth and re-skilling.

鈥淲e believe by doing this,鈥� Fremstad says, 鈥渨e are creating the foundation for a skills-based organization by starting with learning and development. Long term, we would like to see skills as the red thread throughout our HR processes.鈥�

Find out about solutions and the integrated learning experience from 麻豆原创 SuccessFactors Learning.

Based in Germany, helps companies transform, grow, and become successful with 麻豆原创 solutions. The organization, part of and a global strategic partner of 麻豆原创, recently received the , and additional 麻豆原创 partner awards for customer success management and intelligent enterprise value realization.

Integral to its success is a workplace culture built around advancing the skills and capabilities of its 15,000 employees. Enabling its people strategy to create value for its clients was a motivating factor in its decision to move to the cloud by implementing and .

鈥淚t鈥檚 all about having the right people with the right skills and the right availability,鈥� says Marianne Mia Jensen, senior director and head of Operations Region North and Eastern Europe for NTT DATA Business Solutions. 鈥淚n our company, our employees are our most valuable asset. We need to make sure that they have the right skills and the right competencies to create the most value for our clients.鈥�

Modernizing for the Future of Skills and Innovation

Founded in 1989 as S&P Consult, NTT DATA Business Solutions became one of the first 麻豆原创 partners and went on to expand rapidly through both organic growth and acquisition. Over time, the organization accumulated a great deal of legacy technology, which created information silos and impeded business processes for staffing client projects.

Lacking visibility into its global HR processes and data, it needed to modernize its digital technology to deliver more centralization and harmonized processes, as well as sustain a lean administration to support the business. Also, as an exemplar for its clients, it wanted to have a robust, flexible platform for future innovation and technologies.

For its cloud journey, NTT DATA Business Solutions chose 麻豆原创 as its technology partner. In October 2019, shortly before the pandemic, the organization launched 麻豆原创 SuccessFactors Employee Central for its global workforce. When the pandemic began in 2020, NTT DATA Business Solutions was well positioned to manage its workforce through the crisis. Jensen recalls, 鈥淭hat implementation, plus a couple of other apps, gave us a good foundation [during the pandemic] because we were very digitalized.鈥�

To modernize its ERP, NTT DATA Business Solutions chose 麻豆原创 S/4HANA Cloud Public Edition, launching the solution in the Nordic countries in April 2023.

Jensen summarizes how the technology supports the business strategy, referring to 麻豆原创 S/4HANA Cloud Public Edition, , , and solutions as she says, 鈥淭hat is our foundation for finding the right person for the right job.鈥� She notes, 鈥淲e also look at the trends in the market. What are the needs of tomorrow? And map the skills gaps, while also looking at what the preferences of our consultants are when it comes to professional and personal development and growth. 麻豆原创 SuccessFactors is key for us.鈥�

Finding the Right Person for the Job 鈥� with Data

Now when a project staffing request comes through, NTT DATA Business Solutions has a data-driven process in place to find the right person with the right skills and availability to staff client projects. It starts with an analysis of the data in NTT DATA鈥檚 own resource management app, built on 麻豆原创 BTP, to check the consultants鈥� availability and an analysis of the skills database in 麻豆原创 SuccessFactors solutions. The project is set up in 麻豆原创 S/4HANA Cloud Public Edition.

Once the actual work begins, the consultants record their time in the 麻豆原创 BTP time registration app and expenses in the 麻豆原创 Concur solution. Financial processes are performed in 麻豆原创 S/4HANA Cloud Public Edition, where the data synchronization is facilitated by 厂础笔鈥檚 common data model. As a final step, reporting is performed in 麻豆原创 Business Warehouse and .

Power of a Common Data Model

Together, these two 麻豆原创 solutions 鈥� 麻豆原创 SuccessFactors Employee Central and 麻豆原创 S/4HANA Cloud Public Edition 鈥� can be a powerful basis for improved efficiency and business agility because they leverage a common data model. As a result, organizations can benefit from streamlined HR processes; end-to-end integration with seamless connectivity between HR and finance functions for accurate and up-to-date employee data across the organization; greater transparency of data for analytics and reporting on workforce trends, costs, and profitability to enable better strategic planning and resource allocation; and compliance with regulatory requirements and data security.

The seamless synchronization of data by using a common data model for 麻豆原创 business applications helps reduce the need for manual data entry and redundant processes. This means, for example, employee data that is maintained in 麻豆原创 SuccessFactors Employee Central is available in real time in 麻豆原创 S/4HANA Cloud Public Edition while master data, like cost center data, flows seamlessly from 麻豆原创 S/4HANA Cloud Public Edition to 麻豆原创 SuccessFactors Employee Central. Eliminating data silos enables the HR and finance teams to work with consistent, accurate data for important employment decisions and legal reporting obligations.

Visibility Advances People Strategy and Client Projects

With 麻豆原创 SuccessFactors Employee Central and 麻豆原创 S/4HANA Cloud Public Edition, NTT DATA Business Solutions benefits from having a single source of truth. 鈥淲e have all our consultants and contractors [visible to us] from 麻豆原创 SuccessFactors all the way to the billing. That provides us with a very detailed view of all the things that are going on in the system,鈥� Jensen says.

It now has global HR processes in place and visibility across different skills and capabilities within the organization, independent of where people work 鈥� whether finance, supply chain, or sales. Additionally, a new financial model for activity-based revenue recognition provides detailed financial insight into projects and client engagements.

Each updated release of 麻豆原创 SuccessFactors solutions, delivered biannually in the cloud, introduces the latest innovations for the organization. Reflecting on NTT DATA鈥檚 journey to the cloud, Jensen says the key to integrating innovation is to focus on processes rather than technology.

鈥淭here are a lot of technology and systems that need to be set up, but it is important to focus on the processes that you are implementing, to have a focus on the data 鈥� make sure you understand how it works 鈥� in the new process with the new system. And finally, change management is critical.鈥�

She adds, 鈥淵ou need to understand how to work with the new technology, not just today, but also tomorrow.鈥�

Fernet-Branca originated in Italy in 1845 as the creation of herbalist Bernardino Branca, who intended it as a medicinal digestif. Produced from a secret recipe of herbs, flowers, roots, and spices 鈥� thought to include saffron, rhubarb, myrrh, and artichoke 鈥� the drink remains popular for its many curative properties.

While the strong bitterness and unique flavor is arguably an acquired taste for most, sales of Fernet-Branca remain robust for global producer Fratelli Branca Distillerie, headquartered in Italy with production plants in both Italy and Argentina and from there they export to other countries.

Gaston Vega, director of IT at Fratelli Branca Distillerie in Argentina, summarizes the brand鈥檚 success: 鈥淚n the last three years, counting until 2023, Fratelli Branca has been exceeding the sales level every year 鈥� meaning that each year of the last three, from 2021 to 2023, was a record.鈥�

But with such success comes pressure to meet rising demand. For many years, Fratelli Branca in Argentina relied on a patchwork of outdated tools and time-consuming manual methods for its customer relationship management (CRM). To become a world-class, sales-driven organization, Fratelli Branca needed to carry out a digital transformation to modernize and automate its CRM processes for improved efficiency. But first, it urgently required an internal champion who could devote time to investigate the technology market and introduce new digital solutions. Vega, who had only recently joined the company in 2022 after many years in the consumer products industry, came to a disquieting realization: 鈥淚n the mass consumption sector, the truth is we were quite behind,鈥� he says. 鈥淭here were many opportunities for automation, digitalization, and technology modernization.鈥�

Valuing a Tradition of Continuous Innovation

For more than 175 years, Fratelli Branca has honored the company motto 鈥�Novare serbando鈥� 鈥� a Latin phrase that means to keep innovating while respecting tradition. This commitment to continuous innovation is evident in the broad portfolio of premium beverages that the company produces, including many brand-name brandies, liquors, vermouths, vodkas, and whiskies.

Now it was time for the sales organization to champion this commitment to innovation through its digital transformation. Would the team be ready for a new way of working? Yes, Vega says: 鈥淲hen I raised the idea of implementing a CRM, I had the unconditional and absolute support of the sales director and the entire commercial area.鈥�

With key stakeholders in agreement, Fratelli Branca evaluated a range of CRM solutions on the market. It chose 麻豆原创 based on best performance, value, and ease of integration with the organization鈥檚 existing 麻豆原创 enterprise resource planning software. 鈥� solutions won in that bid for different reasons: first, we liked the application better, for cost, for different reasons,鈥� Vega says, explaining that 鈥渂asically, the need arose from automation. Many very manual processes were being done here. The sales order system was obsolete, almost unsupported. That was why we looked for an application like this.鈥�

The sales team participated in the demo sessions and asked detailed questions to gain an in-depth understanding of how the new 麻豆原创 solution could enhance productivity. 鈥淚t is an application that they really liked from the first moment,鈥� Vega says. 鈥淭hey thought it was super agile, super versatile, and that it was going to bring them many benefits. Reducing their manual and administrative tasks meant that they gained productive time. So, that’s a very big benefit.鈥�

麻豆原创 Sales Cloud: Optimizing Each Customer Interaction for Improved Profitability

is an advanced CRM solution that helps sales-driven organizations maximize customer interactions and profit margins simultaneously. Using a data-driven approach, the solution expedites a comprehensive strategy to help optimize sales, customer service, and marketing operations. The integration of AI features can enable sales representatives to turn data into actionable insights to help enhance customer engagement, drive customer retention, and ultimately increase sales.

麻豆原创 Sales Cloud鈥檚 success can also be attributed to its versatility and adaptability; it can be seamlessly integrated into an organization鈥檚 existing IT infrastructure without interrupting routine workflow.

Dynamic and Strong Support Drives Project Success

To ensure project success, Fratelli Branca chose global consultancy , an 麻豆原创 partner with a proven track record in helping clients accelerate value from digital transformation of core technologies. The work chemistry with Avvale was an important consideration, Vega says: 鈥淲e have a great dynamic with them. They are people who understood very well what we needed and did not try to go a different path. They recommended things to us; we adopted them. So, that was the first milestone.鈥�

Also, 麻豆原创 continued to monitor the project鈥檚 progress, so Fratelli Branca was never alone or stuck for answers. 鈥溌槎乖� obviously sold us the product, it sold the licenses, but it never stopped accompanying us in the implementation,鈥� Vega says. 

With a strong team and stakeholder support, the implementation of 麻豆原创 Sales Cloud, including the platform, proceeded quickly, so that within five months, Fratelli Branca was ready to introduce the new CRM solution to the sales team. The implementation team knew that selecting highly motivated key users would be necessary to ensure acceptance and spur adoption. 鈥淲hen you bring a new tool that no one knows about, finding the key user who is your internal partner is essential,鈥� Vega says. 鈥淟uckily, we had that commitment on the side of the key users.鈥�

Real-Time Data Access with Mobile-Ready Solution

With a host of powerful capabilities for sales teams, 麻豆原创 Sales Cloud offers a mobile-ready solution to help meet the needs of a remote and traveling workforce, meaning that salespeople can have immediate access to critical data and analytics from anywhere. For the sales team at Fratelli Branca, access to real-time information while in the field has been a game-changer.

With sales coverage responsibility for the entirety of Argentina 鈥� from rugged Patagonia in the south to the wine-growing region of Cuyo in the west and the sunny wetlands of the Argentine Littoral in the northeast 鈥� Fratelli Branca鈥檚 sales team is on the go to meet customers, take sales orders, check invoices, and monitor sales progress. Now equipped with tablet computers and mobile phones, the team is achieving new levels of efficiency, as they can better perform their work in the field. 鈥淸It鈥檚] everything that a CRM gives you and in a super agile way,鈥� Vega says. 鈥淚magine that we went from almost prehistory to modernity.鈥�

Fratelli Branca continues to evolve its use of the new digital solution to further automate sales processes and eliminate onerous manual and repetitive tasks. One of the features it plans to implement is a survey module that can save photographs at the point of sales 鈥� usually a bar or restaurant 鈥� and gather important sales-related information about pricing and competitor data.

Overall, Vega describes the adoption of 麻豆原创 Sales Cloud as 鈥渟uper positive, with always good positive comments. The truth is that I never had a complaint.鈥� He notes that previously the 鈥渟ales team was manual and today they are digitalized; you clearly notice that the sales team and the directors value precisely this greater efficiency [from] having digitized certain processes.鈥�

That was the message at this year鈥檚 , where the spotlight was on the , now supercharged with more than 25 additional AI-enabled capabilities to help organizations improve employee experience and drive organization agility at scale.

The acceleration of AI is changing how organizations attract, hire, retain, and skill their employees. In fact, research conducted by a team of 麻豆原创 SuccessFactors organizational psychologists, published in , identifies AI and skills as the top two meta-trends that every HR professional is talking about today. Also, among CEOs and CIOs, these two trends are topping the list of business priorities that require action.

鈥淲e are in the midst of a transformative era,鈥� said Aaron Green, chief marketing and solutions officer for 麻豆原创 SuccessFactors, while speaking to an audience of 麻豆原创 customers and HR leaders at 麻豆原创 Sapphire ().听

鈥淭his is a pivotal moment for HR, because it鈥檚 not just about keeping up. Now it鈥檚 about leapfrogging; it鈥檚 about how we stay ahead,鈥� he said. 鈥淚t requires investing in your people and investing in their skills in a fundamentally different way. The only way to do this is by investing in technology to help your people work smarter, faster, and to help them make data-driven decisions 鈥� because the future is undeniably people-led.鈥�

Making AI Available to Customers Here and Now

More than 10,000 customers and 290 million people use the 麻豆原创 SuccessFactors HCM suite for HR processes spanning the employee experience from hire to retire. A thriving partnership with the global customer community helps 麻豆原创 understand the challenges and opportunities faced by organizations of all sizes, geographies, and industries.

Throughout the community are individual success stories showing how using the AI-led power of 麻豆原创 SuccessFactors is helping organizations drive agile change at scale while simultaneously delivering more personalized experiences to the workforce. That鈥檚 because 厂础笔鈥檚 AI-led capabilities are available right now 鈥� not in the far-off future, as Green underscored. 

D枚hler Puts People at the Heart of Digital Transformation

, a global producer of natural ingredients for the food and beverage industry, is among those customers using the AI solutions in 麻豆原创 SuccessFactors HCM to achieve real business outcomes. Based in Germany, D枚hler takes an 麻豆原创-first approach to its use of technology in support of its company values of innovation, trust, quality, and sustainability.

With 麻豆原创 SuccessFactors solutions, D枚hler puts people at the heart of its digital transformation by putting AI directly in the hands of its HR professionals and its entire workforce. Strategically, D枚hler delivers change to the workforce by introducing AI-led capabilities and then layers additional functionality on top, so that employees get used to the new technology and start to work with it more efficiently and effectively.   

Pierre Wiese, head of Business Applications, D枚hler Group, articulated the company鈥檚 approach to AI: 鈥淲e expect 麻豆原创 to deliver business AI innovations with empowering built-in functionalities,鈥� said Wiese. 鈥淲ith our AI consumption, we move forward as quick as possible because we plan to have massive impact on the daily work of our people at D枚hler.鈥�

麻豆原创 Business AI in HR: Relevant, Reliable, and Responsible

In the first half of 2024, 麻豆原创 SuccessFactors delivered new AI-enabled capabilities across 麻豆原创 SuccessFactors HCM that are now being used by organizations to help free HR teams of time-consuming tasks, enhance organizational efficiency, and drive future growth. 鈥淲e鈥檝e reimagined the HCM suite, and we鈥檝e made huge investments across the board in our user experience [to help] employees, managers, power users have a truly delightful experience with 麻豆原创 SuccessFactors,鈥� said Daniel Beck, president and Chief Product Officer, 麻豆原创 SuccessFactors.

Beck highlighted how 麻豆原创 is delivering customers world-class AI technology and large language models (LLMs). With , 麻豆原创 is committed to delivering AI that is relevant, reliable, and responsible within use cases for HR professionals.

For example, 麻豆原创 has put controls in place through the 麻豆原创 AI Global Ethics organization and legal experts to evaluate AI use cases 鈥� ensuring that they will be used safely, responsibly, and without bias 鈥� before they are made available to customers. Beck said, 鈥淲hen you鈥檙e deciding, whose business AI can I trust? I think you will be well served with the data, security, the legal frameworks, the ethical frameworks that 麻豆原创 is delivering. It gives you that peace of mind.鈥澛�

In a software demonstration on stage, HR leaders saw the power of the expanded AI capabilities of 麻豆原创 SuccessFactors HCM. New technologies like retrieval augmented generation (RAG) enable 麻豆原创 solutions to combine the strengths of LLMs and personal or business information to quickly deliver contextualized insights and answers for HR teams.

Some of the new new AI-led capabilities include: a generative AI writing assistant to help 麻豆原创 SuccessFactors users complete tasks, such as writing learning course descriptions; the ability to help employees draft performance and development goals; candidate skill matching to help recruiters quickly screen and filter job candidates; and generative AI to summarize an employee鈥檚 compensation and job history, based on data in 麻豆原创 SuccessFactors, so managers can have more informed compensation discussions.

For the foreseeable future, rapid advancements in AI technology will continue to bring new use cases to customers. 鈥淭his is a super exciting time. I think the next two years in HR technology will be the most innovative 鈥� even better than the prior 20 years,鈥� Beck said. 鈥淲e want to be your trusted partner in that journey.鈥�

from this year鈥檚 麻豆原创 Sapphire on demand. 

Photos courtesy of Jos茅 Rodrigues.

, a consultancy and 麻豆原创 partner based in Cologne, Germany, emerged stronger and better positioned to serve its clients following a that brought together three former consultancies: Axxiome Health, ConVista Consulting, and enowa. With 25 years of experience delivering transformation projects to its clients, Convista used that expertise in its own rebranding to present its capabilities to clients and employees: a vibrant people culture as well as a respected and trusted brand supported by for ERP and for core HR.

鈥淭rust and transparency are common values that we share at Convista,鈥� declares Convista CEO Martin Hinz. 鈥淐ombined with a dynamic team spirit and passion, it鈥檚 what we bring to our clients every day.鈥�

With a workforce of around 1,200 employees, Convista has made a name for itself through its dedication and expertise providing end-to-end solutions to clients throughout the world with a presence in Germany, Austria, Switzerland, Poland, Spain, Brazil, Israel, and further locations across the globe. It supports client projects primarily in four sectors: insurance, industry, healthcare, and energy/utilities. In recent years, Convista has twice been awarded 麻豆原创 in the Financial Services sector.

鈥淎t Convista you meet everyone on the same level, independent of your skill level or where you are in your career,鈥� says Stefanie Weber, project lead of People and Culture 鈥� HR Systems, Convista. 鈥淎lso, when we’re working with customers, we try to approach them at eye level, which makes quite a good working environment. The implementation of 麻豆原创 SuccessFactors came as a natural extension to our brand and our culture.鈥�

The Challenges of Data Siloed in Three Systems

Weber says one of the reasons she joined Convista in 2012 while studying business at university was the high priority its leaders place on trust and transparency, values that permeate the entire organization and empower employees in their work and career development. 鈥淭rust is one of our main values,鈥� she underscores. 鈥淎lso, the trust that people are willing to do their best to get motivated and move the company ahead.鈥�

Convista grew quickly both organically and as a result of mergers with other consultancies. In 2019, IT service provider Axxiome Health joined the ConVista Group to deepen the organization鈥檚 expertise in the health insurance sector. In 2021, enowa joined the group, infusing its knowledge of industries and insurance. With the mergers complete, the incipient organization became on January 1, 2023.

Though team members were highly motivated to collaborate from the start, Convista鈥檚 vision for itself as a modern organization was held back in both its daily work for projects and internal services. Using disparate tools based on older technology and a patchwork of third-party solutions that lacked integration proved to be inefficient and unsuitable as a basis for decision-making.

鈥淲henever we wanted to have a report, even something as simple as a headcount, we always had to go into three different systems, collect the data, and report on that,鈥� Weber recalls. 鈥淚t’s just one of the many examples of why we really urgently needed one IT platform.鈥�

Project ONE Achieves Milestone Integration

To build a strong foundation for future growth, Convista embarked on 鈥淧roject ONE鈥� with the goal to have one digital platform flexible and powerful enough for the entire organization. For this, it chose 麻豆原创 S/4HANA Cloud Public Edition and 麻豆原创 SuccessFactors solutions with self-service capabilities for employees to log time-off.

Overall, implementing 麻豆原创 SuccessFactors Employee Central with 麻豆原创 S/4HANA Cloud Public Edition can result in streamlined HR processes; end-to-end integration with seamless connectivity between HR and finance functions for accurate and up-to-date employee data across the organization; greater transparency of data for analytics and reporting on workforce trends, costs, and profitability to enable better strategic planning and resource allocation; and compliance with regulatory requirements and data security.

Among the key advantages is the ability for employees to access their own HR-related information, such as personal details and time-off balances. This self-service capability helps empower employees, improve transparency, and enhance the overall employee experience.

Convista鈥檚 project team decided for a phased approach to the implementation by first introducing the 麻豆原创 solutions in Poland and later in Germany, Austria, and Switzerland 鈥� with 麻豆原创 S/4HANA Cloud Public Edition planned to launch in the German-speaking countries during the course of 2024. To optimize success, the project team used the combined best practices of Convista and 麻豆原创 and hosted regular meetings that provided clear communication to steer the project. 鈥淲e were always aligned on the requirements of the other teams,鈥� says Weber, who managed the HR workstream. 鈥淲e all knew the main goal of the implementation. This was helpful for everyone on the project.鈥�

In-house experts from Convista certified on 麻豆原创 SuccessFactors solutions contributed valuable knowledge for the implementation. Consultants from 麻豆原创 Services and Support successfully integrated the cost center replication from 麻豆原创 S/4HANA Cloud to 麻豆原创 SuccessFactors and the workforce replication from 麻豆原创 SuccessFactors to 麻豆原创 S/4HANA Cloud, and delivered a detailed administration guide on the integration setup for Convista. Additionally, they provided an overview, the architecture guidance, and the navigation through major hurdles in performing the configuration to set up identity access governence (IAG), identity provisioning service (IPS), and identity authentication services (IAS). The 麻豆原创 Early Adopter Care program supported Convista for the master data integration (MDI) during the implementation and helped to solve all roadblocks efficiently.

On January 1, 2023, Convista鈥檚 80-person team in Poland was the first to go live with the new 麻豆原创 solutions. 鈥淚t was really a great experience for them and quite an advancement,鈥� says Weber, citing the benefits of the new solutions that provide optimizations and intuitive workflows. The project took a pivotal turn on January 1, 2024, with the launch of 麻豆原创 SuccessFactors solutions for Convista鈥檚 800 employees in the German-speaking countries.

鈥淭he biggest milestone was to have [麻豆原创 S/4HANA Cloud Public Edition and 麻豆原创 SuccessFactors Employee Central] speaking with each other,鈥� says Weber, who emphasizes how valuable it is for the team 鈥渢o have an end-to-end process within one platform.鈥� With an integrated IT platform in place, she says that it is no longer necessary to do workflows, authorizations, or any other processes in other systems.

The seamless synchronization of data by using a common data model for 麻豆原创 business applications helps reduce the need for manual data entry and redundant processes. This means, for example, employee data that is maintained in 麻豆原创 SuccessFactors Employee Central is available in real-time in 麻豆原创 S/4HANA Cloud Public Edition; while master data, like cost center data, flows seamlessly from 麻豆原创 S/4HANA Cloud Public Edition to 麻豆原创 SuccessFactors Employee Central. Eliminating data silos enables the HR and finance teams to work with consistent, accurate data for all-important employment decisions and legal reporting obligations.

Now Convista鈥檚 team is unified in its brand, values, spirit 鈥� and employee data. 

More Transparency and Intuitive Workflows Are Just the Beginning

Feedback has been overwhelmingly positive, according to Weber, with employees speaking favorably about the improved transparency and workflows. 鈥淭he first thing I heard from everyone was, well, this is simple and intuitive. They were so happy about it,鈥� she says. 鈥淭hey are big fans of the mobile application. They find it very transparent and easy to use.鈥�

For some colleagues, the new solution lets them view their own data for the first time. 鈥淲hen we went live, everyone was viewing their profile,鈥� says Weber. 鈥淭his was also quite new that you are able to see what data is maintained for your person, your address, but also job information 鈥� to view it and have this transparency. People like this very much and also the ability to have the self-services in 麻豆原创 SuccessFactors.鈥�

To strengthen communication between HR and employees, Convista will bring more people processes onto the new digital platform. In fact, the team very recently implemented the 麻豆原创 SuccessFactors Performance & Goals solution for annual employee appraisals, goal setting, and project feedback. 鈥淚t鈥檚 just the beginning,鈥� Weber says. 鈥淭here鈥檚 still a lot of work ahead of us.鈥�

Hinz says, 鈥淲e have been careful to preserve our workplace culture during the transformation. Now that we are rebranded as one organization, we are seeing the benefits of that early effort. With 麻豆原创, we now have the digital platform to build people-centered processes that advance our vision as a unified, high-performing organization serving our clients.鈥�       

Find out more about .

Jacqueline Prause is a journalist at 麻豆原创.

High-performing sales teams are using solutions from 麻豆原创 SuccessFactors to manage and optimize sales compensation and incentives 鈥� rewarding sales reps for their performance 鈥� while streamlining sales processes and using real-time insights to improve operational efficiency and drive revenue.

鈥淭here鈥檚 this renewed emphasis on efficiency,鈥� said Rahul Iyer, general manager, Sales Performance Management, 麻豆原创 SuccessFactors, speaking to 麻豆原创 customers at the , held February 13-14, 2024, in Dallas, Texas. 鈥淐ustomers want faster, simpler outcomes 鈥� and they want to provide a great seller experience, as well. At 麻豆原创 SuccessFactors, we鈥檝e threaded the intelligence of connected cloud applications throughout the SPM solution portfolio. This allows us to deliver the efficiency, transparency, and rich experience of 麻豆原创 in a comprehensive platform that covers a full range of end-to-end processes in sales compensation.鈥�

Together for Success

Under the banner 鈥淭ogether we can make it better,鈥� the summit event provided a venue for 麻豆原创 customers 鈥� some of whom came from as far away as South America 鈥� to meet one-on-one with experts and gain valuable knowledge from product road maps, demos, and deep dive sessions, as well as learn from one another鈥檚 experiences in customer sessions.聽

Iyer affirmed 厂础笔鈥檚 commitment to deliver the advanced innovations customers need to be competitive: 鈥淎s a strategic partner to our customers, we have the moral responsibility to help them receive progressively more out of technology innovations, while accelerating with the best-in-class capabilities 麻豆原创 has to offer. We are simplifying from every angle to make it easy for our customers to adopt, so they can achieve business outcomes faster.鈥�

Barbara Rubis Linning, 麻豆原创 SuccessFactors global vice president, Product and Engineering, presented the latest innovations and features across the sales performance management solution set, which includes , , , and . With features like territory planning and incentive compensation, 麻豆原创 sales performance management solutions enable organizations to optimize their sales performance for better business results. The solutions use advanced features 鈥� for tasks such as drive time analysis and mapping to optimize territories 鈥� to streamline processes and make workflows easier so that customers realize value faster. The ongoing introduction of the visual theme on key administrative pages delivers a fresh, modern user interface (UI) for an elevated user experience. 

鈥淲e want our customers to have winning sales teams,鈥� said Linning. 鈥淭heir success is why we continuously look for new ways to build innovations and relevant features into the portfolio to accelerate business outcomes. 麻豆原创 is building intelligence that is relevant, responsible, and reliable because we believe it leads to smarter, data-driven decision making and results in better sales performance. Our new intuitive UI helps simplify tasks and puts people at the center of business for improved productivity.鈥�

麻豆原创 SuccessFactors solutions deliver , 厂础笔鈥檚 natural language processing AI copilot, to help people be more productive in their jobs using 麻豆原创 business solutions.    

The integration of sales performance management solutions with and 麻豆原创 Datasphere enables seamless access to real-time data and analytics, empowering organizations to make informed decisions and drive sales success.

Winning with Sales Compensation

As the all-important link between an organization鈥檚 products and services and its customers, the sales team is a principal driver of bottom-line growth for the whole organization. Correctly incenting sales teams requires the use of proven strategies and solutions to align the pay program with organizational goals, said David Cichelli, revenue growth advisor at , who presented 鈥淟eading the Sales Design Compensation Project.鈥�

He advised sales compensation leaders adopt an annual review process that includes assessment, strategic alignment, taskforce design, and comprehensive communication phases. 鈥淪ales compensation design needs to reflect the consensus of key stakeholders: sales, finance, product management, and HR,鈥� he said. 鈥淏y following a proven design process, you can develop a strategically aligned, effective, and motivational pay program.鈥�

Supporting Customer Success for Better Outcomes

The summit showcased the 麻豆原创 ecosystem with sponsorships and informative sessions from , , , , , and .

麻豆原创 experts highlighted 厂础笔鈥檚 message of ongoing support for customer success: 鈥淲e鈥檙e here for you,鈥� said Tak Kusano, global chief operating officer of 麻豆原创 SuccessFactors. 鈥溌槎乖� has a tight-knit community of sales performance management experts that bring deep domain knowledge to this niche space. That鈥檚 why we鈥檙e able to work so closely with customers to gain consensus on the road map and product innovations, like AI. We鈥檙e passionate about bringing the best of technology to 麻豆原创 customers.鈥�

Global specialty materials company overcame its HR reporting challenges by implementing story reports in 麻豆原创 SuccessFactors solutions, making its reporting easier and more efficient. For example, a standard talent report 鈥� once a labor-intensive task that took several days of precious time 鈥� is now generated in under two hours complete with detailed graphics that are continuously updated with live data. Indeed, an 麻豆原创 found that with the analytics tools available in 麻豆原创 SuccessFactors solutions, customers reported a 74% decrease in time spent on report generation, saving days and even weeks on HR reporting.  

鈥淭he ability to give our [HR] information to leaders as they need it is huge,鈥� says Nina Nabors, manager of Talent Systems, Eastman. She summarizes the transformation in improvement over past reporting methods. 鈥淏efore, it was lagging data. It was never data that was live. Having that benefit of building the story report in 麻豆原创 SuccessFactors and it continuously updating with the latest information is very nice.鈥�

Based in Tennessee, U.S., Eastman Chemical Company was founded in 1920 as a subsidiary of Eastman Kodak. It has a workforce of 14,000 employees in 15 countries. Energized in its purpose to 鈥渆nhance the quality of life in a material way,鈥� Eastman engages with customers in 100 countries to deliver innovative materials found in items people use every day, including safe, durable medical materials; premium plastics for eyewear frames and lenses; food and beverage packaging; sustainable fibers for luxury home furnishings; and energy-efficient window glass for the construction industry, among others.

Cloud HR Delivers Sustainable Value with Exceptional Employee Experience

To future-proof its workforce, Eastman set itself up for success by moving to the cloud with 麻豆原创 SuccessFactors solutions. Eastman was already using an on-premise human capital management (HCM) solution from 麻豆原创, but wanted the scalability and cost-effectiveness of a cloud-based HR solution. 鈥淒elivering [HR] services in the cloud gives us an opportunity to make the technology available to our employees in a way that is more sustainable than having it housed on our servers,鈥� says Nabors.

Prachi Sathe, director of Global HR Technology and Solutions, Eastman, underscores the value of receiving the latest innovations and new features with each biannual 麻豆原创 SuccessFactors release update. 鈥淲e also wanted to make sure our HR platform is sustainable in terms of how we support it, how we grow it, and how we make more functions available to our employees. Going to 麻豆原创 SuccessFactors just made sense for us,鈥� she says.

Eastman uses a range of solutions in 鈥� including 麻豆原创 SuccessFactors Employee Central and modules for recruiting, learning, compensation, variable pay, performance and goals, career development planning, and succession 鈥� to help harness the efficiency of end-to-end integration and provide an exceptional experience throughout the employee journey from hire to retire.

The 麻豆原创 SuccessFactors Recruiting solution, for example, is a key driver of Eastman鈥檚 talent strategy. 鈥淭hat鈥檚 how we bring our new talent into the organization. That鈥檚 really their first introduction to our tools,鈥� says Nabors. 鈥淲e鈥檙e bringing great talent into the organization. How we do it is very important, and 麻豆原创 SuccessFactors is a part of that.鈥�

Accelerating Efficiency with Real-Time Analytics

Eastman needed a streamlined approach to HR reporting that accelerated efficiency and optimized value by fully using the analytics and data in 麻豆原创 SuccessFactors solutions. 鈥淲e were using separate tools outside of 麻豆原创 SuccessFactors solutions to pull our reporting together,鈥� recalls Sathe. 鈥淭he challenges with that [were figuring out] how we get data out of 麻豆原创 SuccessFactors solutions and feed it into those reporting tools.鈥�

Eastman鈥檚 customer success partner for the plan identified 麻豆原创 resources to help Eastman increase value from its use of 麻豆原创 SuccessFactors People Analytics. Eastman also joined a hands-on lab session at SuccessConnect 2022 to gain experience working with story reports, a tool available in the report center of 麻豆原创 SuccessFactors solutions. Story reports can deliver real-time data analytics and generate reports faster by using live data from across 麻豆原创 SuccessFactors HXM Suite, displaying presentation-style reports in a clear format with detailed visual graphics that communicate insights in an understandable way. As Sathe notes, 鈥淲hen we saw [story reports], it was so motivating for us that data is already there and tools are there. We came back and started working on our first dashboard.鈥�

鈥淲e鈥檙e so happy Eastman joined us at SuccessConnect,鈥� says Maryann Abbajay, chief revenue officer, 麻豆原创 SuccessFactors. 鈥淗ands-on lab sessions like the one Eastman participated in are invaluable learning experiences. Eastman is a great example of how customers are applying that new knowledge to unlock value with 麻豆原创 SuccessFactors. With story reports, they are already able to deliver the type of data-driven insights that transform HR into a strategic partner for the business.鈥�    

Data-Driven Insights That Advance People Strategy

Eastman began working with a manager dashboard, one of the many time-saving templates preloaded in story reports, and later built its own version tailored to the information requirements of its organizational leaders, supervisors, and people managers. The HR team also developed custom objects to use in its story reports, including an organizational hierarchy table with extensive drilldown capabilities and a currency exchange table to help executives track international labor costs. The story reports, customized with the look and feel of Eastman鈥檚 branding, quickly gained broad acceptance with Eastman鈥檚 organizational leaders.

The HR team recently built a dashboard showing a holistic view to help leaders identify opportunities to advance the organization鈥檚 people strategy. This dashboard uses data from 麻豆原创 SuccessFactors Employee Central and will later be augmented with data from the recruiting and learning solutions. A talent dashboard is also forthcoming to Eastman鈥檚 HR community, which includes talent partners and leaders. Sathe notes, 鈥淏y creating the stories, as its name says, we are bringing various data sources together.鈥�

Michael Glenn, talent assessment and analytics manager, Eastman, is building a new learning dashboard that will go out to all learning administrators and supervisors to enable them to see how many people are overdue on their learnings and what learnings are coming up in the next 30 days 鈥� and how many hours are required to complete the learning sessions. This information is especially important for production teams that work on fixed schedules, as it enables managers to plan the learning hours into the employee鈥檚 schedule.

To ensure the reports provide the right level of information to each recipient based on their role, Glenn intends to use the role-based access permissions available in story reports. So far, he is impressed with the feature, which saves him time from performing manual activities and distribution list maintenance. 鈥淲e鈥檝e been testing out role-based permissions and it is just working great,鈥� he says.

Empowering HR Administrators with User-Friendly Solutions for Improved Productivity

Nabors says that though she has no background or training in analytics, she found that she was able to get up to speed with stories very quickly. She recalls previously spending several days to build a single report that integrated data from 麻豆原创 SuccessFactors Employee Central and 麻豆原创 SuccessFactors Recruiting. In stories, she is now able to generate the same report in just one to two hours.

Also, troubleshooting and addressing gaps in data is much easier. 鈥淚f there鈥檚 an error somewhere 鈥� for example, requisition data that shows up under the wrong person鈥檚 name 鈥� being able to see it in a story is very easy,鈥� she says. 鈥淚t鈥檚 easy to address that error quickly because you can go right to the error without having to dig through lines and lines of data, rows and columns of data.鈥�

Better Analytics for Faster Decision-Making

Eastman plans to build on its early success with story reports to drive more insights for the organization. For example, there are plans to integrate data to track progress towards Eastman鈥檚 ambitious inclusion and diversity , which include increasing diverse talent and supporting employees in bringing their whole selves to work. Real-time information from 麻豆原创 SuccessFactors solutions supports organizational leaders in advancing Eastman鈥檚 strategy to build a high-performing organization.

鈥淲e really believe in sustainability and sustainable outcomes,鈥� says Sathe. 鈥淲e want our employees to be self-service reporting employees and create better analytics that give them information versus data. What we were doing previously was giving them data. Story reports transformed this.鈥�

For more information, read “.”

Guided by the organization鈥檚 clear , Coles鈥� team of 120,000 employees is dedicated to making a difference in the lives of customers and the local communities it serves.

In fiscal year 2020/21, Coles Group hired nearly 30,000 people to deliver on its business needs. Mike Virgo, head of Talent Acquisition for Coles Group, said this hiring volume was necessary to make sure the company was 鈥減ositioned well to support our customers.鈥�

The business environment, however, dramatically shifted as the public health crisis of the pandemic unfolded, resulting in repeated lockdowns and restrictions. As a neighborhood retailer dependent on in-person interaction to deliver most of its services, Coles found its workforce impacted by the pandemic. Faced with supply chain disruptions, panic buying behaviors by consumers, high employee absenteeism, and increased turnover, Coles urgently needed to step up its volume and pace of hiring to support its customers.

鈥淎round 2020-2021, we started to experience one of the most significant shifts in the employment market we鈥檇 ever seen,鈥� Virgo said in a at . 鈥淚t started to create huge challenges for organizations around the world 鈥� around how we attract, retain, and hire talent.鈥�

Catalyst for Change and a New Way of Working

To meet pressing business demands, Coles doubled its hiring volume from 30,000 to 60,000 people and increased recruitment advertising spend by a factor of three. Its talent acquisition team grew proportionally to manage the increased workload 鈥� but then labored under manual transactional activities that slowed processing times. As a result of the huge strain, variability in the candidate and hiring manager experience became noticeable.

Due to the volume of work, Coles looked for ways to evolve its system to create more speed, efficiency, and scalability. With a list of criteria, Coles began to review technology solutions on the market to find one that could support its vision for a new way of working. 鈥淲e wanted to reimagine how we recruit for our stores,鈥� Virgo said. 鈥淲e needed automation and AI to remove a lot of the manual work in our systems. We wanted to create more consistency and uplift the experiences we were giving our candidates and our hiring managers. And ultimately, [the solution] needed to drive commercial benefit for us.鈥�

As a key requirement, the new solution needed to integrate with . In 2020, as part of an organization-wide digital transformation that introduced 麻豆原创 S/4HANA and 麻豆原创 Ariba solutions, Coles modernized its HR and payroll processing, replacing a patchwork of outdated systems with 麻豆原创 SuccessFactors solutions. It became the first organization in the southern hemisphere to launch all modules of the 麻豆原创 SuccessFactors portfolio in one go. With all HR processes unified on a single platform, Coles benefits from having a single source of truth for people data that is accurate and available in real time for the entire organization.

Two-Way Integration Ensures Single Source of Truth in Data

To help with the project, Coles chose , an 麻豆原创 partner whose AI-powered Intelligent Talent Experience platform provides two-way integration with 麻豆原创 SuccessFactors solutions. Virgo said the two-way integration 鈥渁llows us to have a holistic view of the candidates that progress through the process, no matter whether the team is operating in Phenom or 麻豆原创 SuccessFactors, and it allows 麻豆原创 SuccessFactors to be our single source of truth.鈥�

There are several key benefits of Phenom鈥檚 solution at Coles. One is candidate attraction and engagement, which is achieved primarily through the Coles career site and chatbot. Another is recruiter automation and interview management, which provides automation and process efficiencies from when a job requisition is created in 麻豆原创 SuccessFactors solutions and replicated into Phenom until a hiring manager chooses a candidate for the job. Once a candidate is chosen, the two-way integration enables the HR team to access the data in 麻豆原创 SuccessFactors solutions and complete all compliance aspects, such as working rights, contract generation, and onboarding.

The Coles team gains additional efficiencies in its onboarding programs through the application of robotic process automation (RPA) powered by two bots that work in the background: Ashbotty processes the working rights and Usain Bot processes onboarding and manages pending recruits. 鈥淭hey take a lot of the transactional, manual work that we used to have team members doing. It can do that quickly, accurately, and it can do that 24/7 鈥� which is particularly important for us as a seven-days-a-week business,鈥� Virgo said. 

AI-Powered Experiences for Candidates and Recruiters

Coles reimagined the candidate experience to launch a modern, tech-enabled career site 鈥� which has been chosen as a two-time winner of Australia鈥檚 Best Careers Site. The site includes an AI-powered chatbot to guide candidates as they look for information, search relevant job postings, and submit their applications. It also includes Coles鈥� Expression of Interest, always-on advertising that drives the growth of its talent pool and advances its talent marketing by reducing the need to advertise every role. A Hosted Apply process, facilitated by integrations with Phenom, presents a consistent candidate experience and increases the conversion rate on applications.

Phenom AI Scheduling, a key part of Coles鈥� hiring experience, enables candidates to book themselves an available interview slot and automates the coordination of hiring team calendars. The new solution provides a fully mobile-enabled experience to meet the demands of candidates for an omni-channel, real-time experience where they can learn, read, and apply for jobs where and when they want.

Inundated by nearly 1 million applications each year to review, Coles also took steps to elevate the recruiter experience and increase the speed and accuracy of candidate screening and job matching. It implemented Phenom Fit Score, an AI-powered feature that assesses a candidate鈥檚 suitability for an open role, based on location and optimal travel distances, availability, and working rights; then, assigns a fit score and surfaces the most closely matched candidates to the recruiters. In addition, the new solution empowers in-store managers to collaborate with recruiters to review candidates and make quick hiring decisions with confidence.

Talent Pools Grow with Improvements to Hiring Speed and Efficiency

With the new augmented solution, Coles is experiencing tangible benefits across multiple categories and key metrics for success: time-to-fill is down six days; time-to-hire is down two days, which is impressive considering candidates can book the in-store interview up to two weeks in advance; and advertising spend is down 50%.

Most notably for Coles as a people-centric organization is the development of its talent pool, now numbering 2 million potential candidates. It achieves an 85% application conversion rate on up to 1 million applications per year. Through its to be a safe, inclusive, and diverse workplace, Coles has applied the new solution to provide greater accessibility for more diverse candidates, resulting in an increase of 24% more hiring for people who identify as having a disability. 

Virgo said that the talent acquisition team will continue to evolve its solution and assess more opportunities for AI and automation to bring value to the recruitment process. Although these technologies are not cure-alls for every recruitment scenario, they can save recruiting teams precious time and resources to focus on more high-touch interactions further down the recruiting funnel. In sharing lessons learned, Virgo noted, 鈥淚 think the important call out is the level of automation you can inject in your process will likely diminish as the seniority, complexity, and requirements of your roles increase because they are likely to be more high touch, perhaps need more interpretation or judgment calls from your recruiters to identify who the right talent is for your organization.鈥�

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And so begins a new day of service for Ana Khouri, manager for Partner Delivery Management of 麻豆原创 SuccessFactors solutions. Khouri was a member of the 2023 expedition of (Doctors of the Waters), a non-governmental organization (NGO) in Brazil that provides medical and dental care, alongside essential socioenvironmental education, to the isolated communities of the Amazon River Basin. 鈥淲e had such a welcome,鈥� Khouri says, reflecting on her experiences in the villages the expedition visited along the Acari and Canum茫 rivers from July 31 to August 12. 鈥淲e arrived there at night. The boat had not yet docked and everything was dark, and then all these kids were already at the edge waiting for the boat. They were screaming and cheering. It made me kind of emotional.鈥澛�

Healthcare for Isolated Communities

For these communities, the annual visit of Doutores das 脕guas, now in its twelfth year, is often the only occasion people are able to see a doctor. Their villages are so remote that they would otherwise need to travel many days by boat just to reach the nearest health center. Many have been looking forward to the NGO鈥檚 visit. Beforehand, families receive a password to access the services onboard the boat, which include health checks, vaccinations, vital medicines, dental care, and new dentures.

Doutores das 脕guas sends one expedition per year into the Amazon, divided into two successive stages with each taking either a northern or southern route. Khouri鈥檚 expedition traveled south, navigating the Acari and Canum茫 rivers for 12 days to deliver services to six villages. The boat, 21 meters long and seven meters wide, has sleeping berths for 32 team members plus 12 crew members. It travels at an average speed of 15 kilometer per hour, powered by a 300 HP propulsion engine and has capacity to carry 13,000 liters of fuel, enough to last an entire month. Two generators are also onboard. Built specially for Doutores das 脕guas, it is equipped with modern medical equipment, including an ultrasound machine, four dental chairs and a dental lab, and a portable wash basin for lessons on teeth brushing. It carries enough stockpiles of vaccines and medicines to support communities for one year, until the boat鈥檚 next visit.

In 2023, the expedition provided services to 36 communities in 23 days to deliver 2,081 medical treatments or vaccines and perform 1,890 dental treatments and 62 micro-surgeries. And the onboard dental lab produced 265 dental prostheses or dentures, giving many people their smiles back.

Hidden Skill Set Reveals Passion for Healthcare

In the Amazon, even winters are intense, as daily temperatures reach 37 degrees Celsius with high humidity and frequent rain. The shrill buzz of mosquitos is ever present. Creatures of the rainforest move about invisibly, eager for a free pantleg or untucked shirt to crawl into.

For Khouri, who joined 麻豆原创 in 1999, life on the hospital boat is a long distance from her workspace at 麻豆原创 Brazil in Rio de Janeiro, where she ensures that partners have the enablement tools and support that they need to deliver successfully to customers. Her energetic, affable interpersonal skills and tenacity for problem-solving 鈥� the same qualities that help her succeed in her work at 麻豆原创 鈥� enable her to thrive in dynamic environments. 

But there is another side to Khouri that few colleagues know about. She has a background in nutrition with a master鈥檚 degree from Michigan State University. This hidden skill set, which is an integral part of Khouri鈥檚 whole self, qualified her to join the expedition as a socioenvironmental and nutritional health expert. 鈥淚 always liked the healthcare field,鈥� she says. 鈥淪o, to be there and to be able to provide this benefit to these people and to be part of the team, that鈥檚 my motivation. We are giving the people healthcare.鈥�

Learning by Doing for Health and Hygiene

In the early morning, villagers gather to listen to the doctor, dentist, and the socioenvironmental and nutrition team, who discuss the importance of nutrition and hygiene for long-term health. Afterwards, the adults go to the line to be called in for treatment. 鈥淲e stay with the kids and teenagers. We play games about food, nutrition, garbage disposal, and recycling,鈥� Khouri says. This year, 750 children received instruction in socioenvironmental and nutritional activities.

One game is a competition to see which team can collect the most garbage in a big bag. 鈥淭he kids are all running, and we run after them, in this intensive heat,鈥� Khouri says. A prize is awarded for the most garbage collected. There are lots of batteries and plastic drink bottles. 鈥淭his is one exercise we do to tell them they shouldn鈥檛 just throw things on the ground because it鈥檚 going to be washed away to the river.鈥�

Twice a day, the children receive instruction on how to brush their teeth. They each receive a dental examination aboard the hospital boat. 鈥淲e teach them with games and music how to brush their teeth,鈥� Khouri says. 鈥淚n the boat, we bring a huge sink with eight places so we can have eight kids at once and we give them a small toothbrush and toothpaste.鈥�

Children who have no cavities at their annual dental checkup receive a badge. In communities where the boat has visited previously, the number of children with no cavities is increasing 鈥� evidence of the NGO鈥檚 impact on healthcare in the region. 鈥淲e have lots of little kids, 5 years old or 6 to 7. They have the badge 鈥榋ero Cavities,鈥欌�� Khouri says. 鈥淲e also teach them how to wash their hands and to always wash their hands before they eat.鈥�

鈥淭he kids somehow get attached to you,鈥� Khouri says. 鈥淭hey don鈥檛 know you, but then at the end of the day, sometimes you sit quietly somewhere to have a break and they come and hug you. They stay with you. This is something that touched me.鈥�

Tapping Natural Resources to Satisfy Global Markets

People in the communities along the river live simply from the land and the water. They sometimes sell the fruits, cashew nuts, and mandioca (basis of tapioca) that they cultivate. Many have begun to earn money by selling copaiba oil, used in traditional medicines. The oil is extracted using traditional, sustainable methods to tap tree resin. The oil is popular in high-end cosmetics and pharmaceuticals, including sunscreen, because of its anti-inflammatory properties. 鈥淪ome of the communities extract the oil,鈥� Khouri says. 鈥淯nfortunately, they sell it very cheap to the middleman, who sells it to cosmetics companies for a lot of money.鈥�

The NGOs that work in the region, including Doutores das 脕guas, are encouraging the communities to create a cooperative so they can sell copaiba oil directly and receive more money, because the oil 鈥渋s really cheap and it is very 鈥榠n鈥� at the moment,鈥� Khouri explains.

One Boat Is Not Enough

Khouri wants to participate in the next expedition of Doutores das 脕guas, scheduled for April 2024. Also, the communities change over time, as she notes, 鈥淪ome of the communities disappear. They are so small that they migrate.鈥� One community has become more developed since becoming connected to the region鈥檚 main road, making healthcare more accessible to community members.

鈥淲hat I expect for the future of these communities is that they get more access to healthcare, improve hygiene, and take care of the river by adopting the garbage collection practice that we teach them,鈥� says Khouri. 鈥淚 would like people to know that this issue exists and that the need in the Amazon is huge. One boat is not enough.鈥�

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Top photo courtesy of Ana Khouri

With this integrated approach, real-time people data from the 麻豆原创 SuccessFactors Employee Central solution is automatically consumed by 麻豆原创 S/4HANA Cloud and other 麻豆原创 cloud applications. This 鈥渟ingle source of truth鈥� helps to improve end-to-end business processes, experiences, and insights for the organization. Learn more in this 麻豆原创 Community .

Maryann Abbajay, chief revenue officer at 麻豆原创 SuccessFactors, spoke with some of these customers at to find out how they are leveraging the combined power of 麻豆原创 SuccessFactors solutions and 麻豆原创 S/4HANA Cloud to overcome business challenges and grow their organizations with people at the center of business. 鈥淭hese organizations show how HR and finance come together to enable business transformation while keeping employee experience at the center,鈥� she underscored.

Pandora Becomes a Future-Ready Organization

Connecting people in the moments that matter is at the heart of , the world鈥檚 largest jewelry brand. Based in Copenhagen, Denmark, Pandora employs 32,000 people worldwide. With 6,500 points of sale, including 2,500 concept stores, Pandora depends on the experience of its brick-and-mortar stores, which account for the majority of its sales.

Three years ago, Pandora began its transformation from an analog retailer to a future-ready organization. It set out to strengthen and harmonize the global HR system landscape with an implementation of 麻豆原创 SuccessFactors solutions to gain efficiency in how the company hires, manages, and develops employees worldwide, thus replacing a multitude of local applications.

鈥淲e used the 麻豆原创 SuccessFactors portfolio as a driver of transformation,鈥� said Mihael 艩utalo, vice president of People Technology, Pandora. 鈥淭his is transforming the experience. The future integration of 麻豆原创 S/4HANA Cloud with 麻豆原创 SuccessFactors solutions will give us a tremendous opportunity to manage our workforce and manage our revenue model in a completely different way.鈥�

BT Group Connects People for Good

, the world鈥檚 oldest telecommunications company, recently modernized its HR information systems to provide a digital colleague experience for its 100,000 employees working in 44 countries. 鈥淚n 2021, we started what we call our I-Connect program,鈥� said Elaine Bergin, director of Colleague Experience and Delivery, BT Group. The program name highlights BT Group鈥檚 purpose: 鈥淲e connect for good.鈥�

The new colleague experience, launched in 2022, now uses the 麻豆原创 SuccessFactors Employee Central solution, reporting and analytics, and the full suite of talent and learning management solutions to support the organization鈥檚 big focus on skills. BT Group also uses 麻豆原创 SuccessFactors and 麻豆原创 Fieldglass solutions to manage a contingent workforce of 60,000 additional employees.

Bergin said, 鈥淭hrough our 麻豆原创 SuccessFactors journey, we鈥檙e in a great place with a single master source of truth on our colleague and contingent workforce data 鈥� and our organizational hierarchy.鈥�

Brightspeed Manages Rapid Growth and Contingent Workforce

is a telecommunications company that provides affordable, quality internet in rural areas of the U.S. Since it started in 2022 with 30 permanent employees, Brightspeed has grown exponentially through acquisition. Today, it has 4,200 employees using 麻豆原创 solutions and a sizable contingent workforce. To manage growth, Brightspeed implemented 麻豆原创 SuccessFactors solutions, 麻豆原创 Fieldglass solutions, and 麻豆原创 S/4HANA Cloud.

Greg Williams, director of Human Resources Information Systems, Brightspeed, summarized the value of an integrated approach for the organization: 鈥淔inance is up and running on 麻豆原创 S/4HANA and with 麻豆原创 Fieldglass solutions. We import that data into 麻豆原创 SuccessFactors Learning, so our contractors can train on compliance and technical training. The 麻豆原创 S/4HANA data is integrated into , which is our time system. We capture millions of dollars of project costs. Those are sent back to 麻豆原创 S/4HANA on a pay-for-period basis.鈥�

Versuni Gains Agility with HXM and Connected Cloud ERP

, formerly known as Philipps Domestic Appliances, is a consumer products company with the purpose to help people turn their houses into homes. It took the unique opportunity of reinventing itself as an independent company to transform its entire technology landscape. To succeed in a dynamic, consumer marketplace, it had to adopt best-of-suite applications that power advanced, digital-first consumer goods organizations.

By connecting 麻豆原创 S/4HANA Cloud to 麻豆原创 SuccessFactors solutions, Versuni has achieved three key benefits: a seamless user journey based on a single source of truth across the entire landscape; increased visibility achieved from the integration with other systems, especially finance; and improved reporting, which is leading to better decision-making. Lokesh Rastogi, IT platform leader for Finance and HR at Versuni, summarized: 鈥淚t鈥檚 one source of truth, one system, and one number.鈥�

狈别蝉迟濒茅 Creates Engaging People Experiences at Scale

, one of the world鈥檚 largest food and beverage companies, is using RISE with 麻豆原创 to help advance its digital transformation. With 275,000 employees in 188 countries, 狈别蝉迟濒茅 focused on the modernization of its HR systems. 麻豆原创 SuccessFactors solutions now enable it to standardize and automate HR processes and provide a personalized employee experience from recruitment to retirement. 狈别蝉迟濒茅 plans to continue its journey to migrate its entire business operations to  with finance and procurement already live. To learn more, watch this .  

Giancarlo Pala, head of IT/HR, 狈别蝉迟濒茅 S.A., said, 鈥溌槎乖� SuccessFactors is our people backbone. It provides the common processes, systems, and data that let us create engaging people experiences at scale.鈥�

Accelerating Business Performance

麻豆原创 customers are experiencing firsthand the value of having HR and finance connected on a single cloud platform to help improve speed, accuracy, and insights. This integration can extend beyond the data to connect business processes and employee experiences across all business areas. To find out more about the benefits of connected cloud HR and ERP, watch on demand.

AI will truly inspire and transform the way people work and how organizations unlock individual and collective potential.

To advance this transformation, 麻豆原创 announced new capabilities at its SuccessConnect event that harness the power of AI to help organizations address the skills gap and ignite the potential within their workforces. These capabilities are embedded across the entire to help elevate the employee experience and guide every people decision, from talent recruitment and internal mobility to learning and performance management.

鈥淭he richest source of potential in your organization is your workforce, all that they are today and all that they can be in the future,鈥� said Aaron Green, 麻豆原创 SuccessFactors chief marketing and solutions officer, speaking to the global HR community at SuccessConnect, held last week in Las Vegas, Nevada. 鈥淭his is an opportunity for us to embrace AI to augment the way that people work and that鈥檚 how we ignite their potential. This allows us to maximize the skills within our workforces.鈥�

Putting People at the Center of Business

Human experience management, an HR software category pioneered by 麻豆原创 SuccessFactors, puts people at the center of business with tools and technologies that help improve the employee experience and drive business results.

The 麻豆原创 SuccessFactors 2H 2023 release will include the general availability of new AI capabilities that can ignite potential in the workforce by raising employee productivity, increasing efficiency, and opening opportunities for growth and development. Joule, recently announced by 麻豆原创, is a natural-language, generative AI copilot that can truly understand business. Joule helps make it easier and faster for employees to navigate complex processes and for HR teams to respond to requests. In addition, new generative AI use cases help HR teams to elevate talent, recruiting, and learning.

麻豆原创 SuccessFactors solutions are part of the overall 麻豆原创 portfolio, one of the broadest suites of business applications available, all powered by 麻豆原创 Business Technology Platform (麻豆原创 BTP). The latest innovations in 麻豆原创 SuccessFactors HXM Suite are powered by to be relevant, reliable, and responsible. Learn more here. 

鈥淲e are in a phase of rapid acceleration of AI,鈥� said Green, who described how new AI use cases 鈥渨ill drive an outright transformation of two core facets of every organization: the way that people experience work and the way that we can unlock that individual and collective capability. That鈥檚 why we鈥檝e delivered 麻豆原创 Business AI that is truly built for business.鈥� 

Talent Intelligence Hub: The Engine of a Skills-Based Organization

Skills-based organizations, where skills take precedence over roles and titles, benefit through improved business agility and employee experience. The key to building a skills-based organization is the ability to accurately assess the current skills and capabilities of the entire workforce, identify skills that are needed for the future, and implement a learning and talent strategy that can effectively address the gaps.   

As the engine of a modern, skills-based organization, the is an AI-powered skills framework built into 麻豆原创 SuccessFactors HXM Suite that can drive an organization鈥檚 entire learning and talent strategy. Customers can benefit from having a single skills model that covers recruiting, onboarding, learning and development, performance, and succession. With a holistic view of the workforce based on skills data from multiple locations, they can make data-driven talent decisions and can more easily identify the right candidates for jobs.

Employees are empowered to take charge of their careers by guiding their own career development. The talent intelligence hub allows them to build and manage an individual growth portfolio, which includes their skills, competencies, aspirations, motivations, and work styles. Based on this data, they can receive personalized talent development recommendations, which can include assignments available on , mentors, and . The talent intelligence hub is now generally available.

鈥淎I has arrived just at the right period of time to give us this productivity boost we need to grow,鈥� Josh Bersin, industry analyst, shared in the keynote. 鈥淪o, if you have an old-style management leadership team that says hire, hire, hire, hire鈥hat鈥檚 not going to work anymore. It鈥檚 going to be automate, improve, redesign, reorganize 鈥� and that鈥檚 why these embedded AI tools like 麻豆原创 SuccessFactors produce will be essential to your company鈥檚 growth.鈥�

Delta Air Lines: Skills Development Advances Business Strategy

is one company that is evolving to become a skills-based organization. An early adopter of the talent intelligence hub in 麻豆原创 SuccessFactors solutions, Delta is building an employee experience focused on skills development and continuous learning that supports its business strategy. Employees will be able to maintain their own individual growth portfolios of skills and competencies and receive personalized learning recommendations for their skill development and career growth.

鈥淒elivering an elevated employee experience is important to us,鈥� said Tim Gregory, managing director of HR Innovation and Workforce Technology at Delta. 鈥淲e want a winning workforce and that means being able to attract the best and brightest from everywhere. We need to be able to see this talent through a skills lens. Our people work hard to develop and hone their skills. It鈥檚 personal, and when Delta is able to go beyond the traditional lens of job hierarchies and org charts, we create the elevated experience that attracts and retains the best talent.鈥�

Through its skills-first talent strategy, Delta eliminated degree requirements for more than 90% of non-executive roles in an aim to close the opportunity gap for talented employees who have been skilled through alternative pathways 鈥� emphasizing the retention and advancement of internal talent based on skills, competencies, and experience as a key driver of career mobility.

Delta has set a long-term goal of filling 25% of its corporate and management openings with current talent that is in customer-facing roles. An internal review of job descriptions revealed that many jobs required a college degree. Gregory said, 鈥淲e asked ourselves, do we care more about where their skills came from or if they have skills, are proficient in skills, are excelling in skills?鈥�

Eliminating unnecessary degree requirements has enabled Delta to move ahead in its goal of advancing more frontline employees with customer experience into its managerial ranks, which has benefits for its business strategy and customer focus.

This is just one example of how Delta uses the talent intelligence hub to drive individualized talent development and put employees at the center of its transformation. Read more here.

The Power of the Talent Intelligence Hub

The power of the talent intelligence hub was clearly shown during a demo on the main stage at SuccessConnect. Amy Wilson, senior vice president of Product and Design at 麻豆原创 SuccessFactors, underscored the advantages of integrating talent intelligence within the 麻豆原创 SuccessFactors HXM Suite. 鈥淵ou will benefit from the simplicity and the power of a unified talent lifecycle 鈥� with a common language and a shared set of insights. And this extends beyond HXM to our entire 麻豆原创 ecosystem,鈥� she said, highlighting 麻豆原创 S/4HANA, 麻豆原创 Fieldglass solutions, and partner applications. 鈥淲e are leveraging this rich data to dramatically improve the individual experience, from inferencing skills based on talent data to creating recommendations in the 麻豆原创 SuccessFactors Opportunity Marketplace to our brand-new learning experience.鈥�&苍产蝉辫;&苍产蝉辫;

The demo followed the talent journey of Jada, a retail associate at fictitious Cookie Delight, who has big aspirations to participate in the product launch of a new line of cookies. AI-generated learning recommendations guide Jada as she builds out her skills profile to apply for an assignment on the product launch team.

In 麻豆原创 SuccessFactors Learning, Jada can see personalized learning recommendations matched to what she needs to learn to stay compliant, what she needs to learn to succeed in her current job, and what she wants to learn. After she completes a course, her skill level in her individualized growth portfolio is updated to 鈥渁dvanced.鈥� In 麻豆原创 SuccessFactors Opportunity Marketplace, she finds an assignment to help with the new product launch and applies for the opportunity. 鈥淲e鈥檝e made it even better with this release,鈥� said Wilson. 鈥淲e鈥檝e added top picks for you, which are recommendations based on your skills and interests. And now the opportunities find you.鈥� 

The Future of Work Takes Off with AI

麻豆原创 has been helping organizations run their business processes for 50 years. Siva Sundaresan, senior vice president of Applications Engineering at 麻豆原创 SuccessFactors, provided a perspective for HR leaders on what the new AI capabilities will mean for the future of work.

鈥淎t 麻豆原创, we are committed to implementing AI with ethics, privacy, and security at the forefront,鈥� he said. 鈥淲e have led the market in human experience and we are excited to help you embrace systems of intelligence. Talent intelligence is just the beginning. We will expand AI use cases across our portfolio. When you include HR, finance, supply chain, customer experience 鈥� that鈥檚 when you can truly transform the business.鈥�&苍产蝉辫;&苍产蝉辫;

To learn more about creating skills-based organizations, register for this , to be held on November 8, 2023 at 11:00 a.m. EST.

Eurobank is one of Greece鈥檚 largest employers, numbering approximately 6,500 employees and one of the four leading banks in the country, with 鈧�81.5 billion in total assets under management and 500 office locations throughout Greece. In addition, it has 2,200 employees based at 120 sites in Luxembourg, Cyprus, Serbia, Bulgaria, and the UK.

As a leading employer in Greece鈥檚 banking industry, Eurobank provides its employees with a simple, modern method to accurately track their working hours. This not only ensures that employees are paid correctly but also helps the bank comply with strict new laws that require all clocked hours to be transmitted in real time to the Greek Ministry of Labor.

鈥淲e had to combine the strict legislation requirements along with a seamless and flexible work experience that we want to provide as an organization. We had to be very smart about this and we needed to do it fast,鈥� says Maria Tachataki, head of People Engagement and Communications at Eurobank and leader of the 麻豆原创 SuccessFactors solution implementation team. 鈥淲e achieved this using 麻豆原创 SuccessFactors Time Tracking in conjunction with (麻豆原创 BTP) in order to create that flexibility and achieve external connectivity.鈥�

New Law Puts Labor on the Clock

In 2021, the Greek government enacted labor law 4808/2021, which requires organizations with more than 250 employees to provide daily “live” monitoring of their employees’ work schedules, shift planning, and overtime. The introduction of a Digital Work Card means employers need to connect their time tracking system directly to the Ministry of Labor’s ERGANI II IT platform for real-time updates to ensure compliance with rules around the maximum weekly working time and minimum daily and weekly rest periods for employees.

麻豆原创 SuccessFactors Time Tracking enables Eurobank to maintain compliance with the new regulation 鈥� especially important as penalties can exceed 鈧�10,000 per employee.

鈥淐ompliance is a reality of modern business. Eurobank demonstrates its leadership in this area with an innovative approach for advanced and sophisticated employee time tracking,鈥� comments Andreas Xirocostas, managing director, 麻豆原创 Greece, Cyprus, and Malta. 鈥淎s laws and regulations evolve, it鈥檚 increasingly important for companies to have accurate data to meet compliance requirements. Companies that have visibility into their employee data will be best positioned to adapt to new regulatory directives.鈥� 

Unified HXM Suite for a Live and Interactive Experience

Since 2018, Eurobank has been using 麻豆原创 SuccessFactors solutions as its core HRMS for all HR processes and talent management operations. The bank has recently also introduced 麻豆原创 BTP as a solution for agility to help innovate and adapt to evolving business needs.

Harnessing the power of has enabled Eurobank to deliver an inspiring employee experience and empower employees with tools to improve their daily work. With its people-first approach, Eurobank has achieved impressive milestones for employee engagement among its active 麻豆原创 SuccessFactors users, including more than 775,000 training hours logged and 13,000 performance assessment forms completed. By utilizing 124 interfaces or APIs, the 麻豆原创 SuccessFactors portfolio can effectively integrate data with other Eurobank IT systems and applications.

鈥淚t鈥檚 a very live and interactive experience for our employees, and time tracking with digital punch clocks is the cherry on top,鈥� Tachataki says. 鈥淪ince we had the entire suite of 麻豆原创 SuccessFactors, implementing the time tracking solution was an obvious choice.鈥�

Learn more about how Eurobank puts people at the center of business with 麻豆原创 SuccessFactors solutions.

Prioritizing Data Accuracy, Integration, and Employee Experience

Most importantly for Eurobank, the new time tracking solution needed to be reliable, accurate, and seamlessly integrated with other HR processes. The bank required a high level of data accuracy to comply with Greek law and perform payroll processing on a third-party system.

鈥淲e are in the process of digitizing a lot of our workflows and a lot of our systems and services in the bank,鈥� says Tachataki, who underscores the attention given to ensuring an employee experience that accommodates shift work, remote work, and preapproved overtime and flex time 鈥� in addition to providing seamless work schedule management and optimization. 鈥淲e wanted to go to a modern platform where we could give both the employee and the manager the ability to manage their schedule much more efficiently and transparently.鈥�

The HR administrator鈥檚 experience also needed to be streamlined for efficiency and to reduce administrative burdens. 鈥淲e wanted it to be simple,鈥� Tachataki says. 鈥淲e wanted to have reporting and analytics based on that to support decision-making processes.鈥�

Change Management for Employees Enhances Success

Eurobank went live with 麻豆原创 SuccessFactors Time Tracking in January 2023, concluding a six-month project that included an intensive blueprint phase and near-daily interactions with the Ministry of Labor. Working within 麻豆原创 BTP, the IT team customized an interface to the solution, so the data collection adhered precisely to the requirements of Greek law. Altogether, the team developed 28 interfaces to facilitate the data exchange with the ERGANI II system.

Clear communication to the employees was an important contributing factor to the project鈥檚 success. 鈥淲e provided a lot of training and support before we went live,鈥� says Tachataki. 鈥淲e went through a change management pathway with our employees to allow them time to adapt to this new reality. We continue to improve the module through the 麻豆原创 upgrades and through our own intuitive creativity with the platform鈥檚 abilities.鈥�

When employees clock in or clock out in 麻豆原创 SuccessFactors Time Tracking, they see a clean, simplified user interface that facilitates quick action. They have an overview of their schedule 鈥� including flex time, approved overtime, and estimated leave time.

鈥淭he amazing results that Eurobank has achieved by using 麻豆原创 SuccessFactors Time Tracking for compliance show why agility is the watchword in business today,鈥� says Maryann Abbajay, chief revenue officer, 麻豆原创 SuccessFactors. 鈥淲hen faced with new legal requirements, Eurobank reached into the 麻豆原创 SuccessFactors tool kit and adapted a solution to meet compliance 鈥� and it did it while keeping employee experience in focus.鈥�

Truth in Data

As a result of providing an empowered employee experience through self-service, Eurobank logs over 5,000 clock-ins and clock-outs per day. 麻豆原创 SuccessFactors Time Tracking supports the company to make 131,000 API calls to the Ministry of Labor鈥檚 ERGANI II system each month.

Despite a high level of employee engagement, Eurobank is realistic that it is not possible to have 100% daily compliance among 6,500 employees, and some discrepancies have had to be clarified. Fortunately, this is an area where 麻豆原创 SuccessFactors Time Tracking supports the organization with data accuracy and transparency. 鈥淭he point is to have a managed inconsistency,鈥� says Tachataki, who explains, 鈥淚f there is an inconsistency, you need to be able to justify it so you don鈥檛 get fined and have a system that very accurately logs employees鈥� clock-ins and -outs and supports your case. 麻豆原创 SuccessFactors can help us do this.鈥�

Learn more about .

, formerly known as Philips Domestic Appliances, excels in its purpose to help people turn their houses into homes, so they can lead happier, healthier lives. Versuni is headquartered in Amsterdam, the Netherlands, with innovation,鈥痬anufacturing,鈥痑nd commercial centers across the globe and a footprint in over 100 countries. With a global workforce of approximately 6,400 employees, Versuni advances a workplace culture of collaboration, empowered decision-making, and employee engagement supported by leading-edge HR. 

As its name suggests, Versuni 鈥� think 鈥渦niverse鈥� 鈥� wants consumers to know that 鈥渙ur universe is the home鈥� and specializes in domestic appliances that make routine tasks simple, enjoyable, and sustainable. Versuni has brands such as Philips, Saeco, Gaggia, Preethi, Philips Walita, L鈥橭R Barista, and Senseo to cover cooking, coffee, garment care, floor care, and climate care.

Digital-First Company for Consumer Engagement

Versuni took the unique opportunity of reinventing itself as an independent company to transform its entire technology landscape. To succeed in a dynamic, consumer marketplace, it had to evolve from best-of-breed solutions that served its healthcare parent company to best-of-suite applications that power advanced, digital-first consumer goods organizations.

鈥淪ince we are in consumer products, we needed to be a digital-first, insight-led company to enable us to go for lifetime engagement with our consumers across our connected products,鈥� says Lokesh Rastogi, IT platform leader for Finance and HR, Versuni.

Exuviate Transformation Wins 麻豆原创 Innovation Award

To establish a foundation for future growth, Versuni adopted an outside-in approach to harmonizing and simplifying all processes in a bid to achieve end-to-end transparency. The IT project was given a fitting name, 鈥淓xuviate,鈥� to describe how the organization shed its old technology layer so it can transform into something new and distinctive as a consumer-focused enterprise.

Versuni worked with to carry out an organization-wide, greenfield implementation by leveraging for processes, (麻豆原创 BTP) for collaboration and integration, and for cost control. While firmly adhering to best practices, Versuni laid out a strategy guided by a crisp logic: 鈥溌槎乖� unless鈥�; cloud unless鈥�; and best of suite.鈥� Considered to be one of the largest RISE with 麻豆原创 projects in any industry, the transformation was completed in a record 18 months, when Versuni transitioned to 麻豆原创 S/4HANA Cloud, private edition in all countries.

With the new 麻豆原创 environment, Versuni reports 30% enhanced agility in its responsiveness, 85% improvement in standardization and harmonization, and 50% increased employee engagement. In recognition of its outstanding success, Versuni鈥檚 Exuviate project was chosen as an in the Industry Leader in Consumer Products category. For more information, read the press release from 麻豆原创 Sapphire Barcelona.

Opportunity for a New HR

The Exuviate project had set in motion the total transformation of Versuni鈥檚 IT landscape and established new business processes. The challenges facing Versuni鈥檚 HR department, however, were especially formidable: after the transition, there would be no way to manage and compensate Versuni鈥檚 workforce unless a new HRIT system was up and running globally. Relying on its legacy software was not an option.

Versuni鈥檚 HR team chose to help maximize value and maintain a clean core, one of the priorities of the Exuviate project. The team doubled down on the opportunity to achieve a full-scale HR transformation that affected all underlying HR policies.

鈥淒ue to the new setup of Versuni, we wanted to have a new HR policy for all countries, meaning we had a new organization structure to manage, new job family structure, new competencies for jobs, and a new salary structure,鈥� says Amber Smeulders, business unit lead, HR Xperience expert at聽 and hired by Versuni as program manager to manage the full HR digital transformation. 鈥淭his was the biggest challenge in our program: it should be a happy marriage between managing a new HR policy together with following the design principles of best practice.鈥�

鈥淭he HR transition to 麻豆原创 SuccessFactors solutions in itself was a massive task, so we ran the HR transformation as a separate pillar within the Exuviate transformation,鈥� says Rastogi. This required Versuni to deploy 麻豆原创 SuccessFactors solutions in less than one year.

鈥淲e did it in 10 months from design to deployment,鈥� confirms Rastogi. On April 1, 2023, Versuni went live in 52 countries simultaneously with 15 modules of 麻豆原创 SuccessFactors solutions, including , , , and .  

鈥淲hat Versuni accomplished in its HR transformation is nothing short of spectacular,鈥� says Maryann Abbajay, chief revenue officer, 麻豆原创 SuccessFactors. 鈥淰ersuni translated a new set of business demands and way of working into 麻豆原创 SuccessFactors solutions, really taking advantage of the connected cloud environment to gain visibility into its workforce and enable employee-centric HR. This is going to bring a new level of agility to Versuni that will set it on a path for long-term success.鈥�

Versuni worked closely with 麻豆原创 to ensure it had access to the right resources and expertise. 鈥淲e hired subject matter experts with 麻豆原创 SuccessFactors knowledge, but also worked with the HR business to make sure that the design of 麻豆原创 SuccessFactors solutions and the design of the HR policies were going hand in hand,鈥� says Smeulders. With the right team in place and a clear governance structure, Versuni was able to complete the project in record time and fast track its time to value.

Reporting Gains Strategic Value in Connected Cloud Landscape

Although Versuni was satisfied with the operational reporting available in 麻豆原创 SuccessFactors solutions, it also needed cross-organizational reporting that leveraged data available in the connected 麻豆原创 landscape. Therefore, Versuni and 麻豆原创 created a solution for its management reporting. 鈥淲e tried it out in HR as a proof of concept,鈥� says Rastogi. 鈥淚t was highly successful and now we intend to roll it out across the organization. It brings quite some benefits in terms of insights into our HR data.鈥�

Smeulders agrees and looks forward to strategic insights from 麻豆原创 SuccessFactors with the connected environment. 鈥淲e would like to combine the HR data with data coming from the other 麻豆原创 systems to really understand what is best for us when we talk about investment in positions, in HR policies, and in the right talents,鈥� she says.

Complete Transformation in Record Time

By connecting cloud enterprise resource planning (ERP) to 麻豆原创 SuccessFactors solutions, Versuni has achieved three key benefits. It now has a seamless user journey based on a single source of truth across the entire landscape. Another benefit is the increased visibility achieved from the integration with other systems, especially finance. Also, improved reporting is leading to better decision-making. Rastogi summarizes: 鈥淚t鈥檚 one source of truth, one system, and one number.鈥�

Enhanced employee experience is among the additional benefits of the HR transformation. Payroll consolidation resulted in a reduction of more than 20 providers into one global provider. Versuni lowered costs with a 70% reduction of local applications. Localization for time and attendance is now supported. Nearly all HR processes are now available on a mobile device.

鈥淲e鈥檙e still on the journey,鈥� says Rastogi. 鈥淲hat is very clear across the organization is a mind shift change, a culture change. We鈥檙e starting to see that it is much more collaborative and faster. The decision-making is empowered and much quicker. It鈥檚 been a complete transformation 鈥� digital transformation as well as business transformation 鈥� in record time.鈥�

is a leading international bank headquartered in London with a presence in 59 markets. With over 83,000 employees and almost 14,000 external workers, implementing a strategy was crucial for the bank to remain competitive and compliant. Guided by a workplace culture that champions innovation, technology, and sustainability, Standard Chartered supports customers from around the world to open opportunities in new markets and to live up to its brand promise to be here for good.

鈥淔or us, it鈥檚 really important to have that total workforce management view, where we鈥檙e starting to think about workforce planning and skills planning as the future of work,鈥� said Melinda McKinley, global head, HR Strategy and Digital Transformation, Standard Chartered. McKinley key insights from Standard Chartered鈥檚 HR transformation at 麻豆原创 Sapphire Orlando.

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Due to changing regulations, the banking sector has faced an increasing demand for workers with specialized skill sets to meet IT and cybersecurity requirements. This has led many finance organizations like Standard Chartered to tap into the external workforce. Today, Standard Chartered鈥檚 external workers are integral to how the organization operates. But initially, it lacked the technology and insights to effectively manage them.

The bank had an over 20-year-old HR system that made it increasingly difficult to innovate and respond quickly to changing business and regulatory requirements, according to Steve Leighton, head of HR Digital Enablement, Standard Chartered and a member of the team undertaking the HR transformation journey since it began in 2017. 鈥淲e wanted to replace that legacy system, transform, simplify, implement a global process, and really make an improvement in the experience.鈥�

One strategic requirement stood out as key to the success of the HR transformation: 鈥淗ow do we join together our permanent employees and our contingent workers to get a total view of the workforce across the organization?鈥� said Leighton, who presented the project results at 麻豆原创 Sapphire Orlando. 鈥淭his is a building block in our long-term ambition of being able to perform our strategic workforce planning.鈥�

HR Transformation Wins 麻豆原创 Innovation Award

Standard Chartered adopted a total workforce management strategy by integrating with solutions in the cloud to help deliver a truly holistic capability across its permanent and contingent workforce. 鈥淭hat kind of integration 鈥� [麻豆原创 SuccessFactors and 麻豆原创 Fieldglass] together 鈥� was key for this particular transformation,鈥� Leighton said.

With the implementation of position management, a foundational capability in 麻豆原创 SuccessFactors Employee Central that helps organizations create and manage job positions to maintain a desired org structure, the organization achieved a breakthrough in its HR transformation journey as the result of its clear strategic vision.

鈥淥ne of the key things that set us on a path for a future-ready workforce was really embracing the foundational architecture that position management brings,鈥� McKinley said. 鈥淭hat meant immediately we had a visualization of our total workforce 鈥� our contingent and our employee base. It is leading to much stronger data-driven hiring decisions.鈥�

Standard Chartered remediated 75 interfaces to third-party systems, including outsourced payroll solutions, and migrated 3.5 million data records from its legacy platform. It overhauled processes to achieve an 87% reduction of HR reports. With improved visibility of the entire workforce, where legally permissible, it can now capture richer data for diversity and inclusion metrics to further enable its inclusive culture.

A clear focus on employee experience has significantly contributed to the transformation鈥檚 ongoing success. Applying a 鈥渄eep鈥� experience approach, the team evaluated each phase and decision in the project for its potential impact on employee experience. Approximately 200 colleagues participated in user acceptance testing, providing valuable feedback through surveys and interviews. Collecting insights post-deployment also enabled the team to continuously innovate and improve the experience. Among the resulting innovations is a new employee portal with a modernized interface that integrates adoption nudges and chatbots to support colleagues during the hiring process.

鈥淧osition management was a key tenet of being able to facilitate this single workforce capability,鈥� said Leighton, who shared learnings from the project, including the effort required for change management to educate and prepare stakeholders and the diligent approach to the data integration. He noted that this effort paid off by 鈥渃learly culminating in that success.鈥�

Standard Chartered recently for its success in delivering on total workforce management with a focus on experience.

Strategic Vision for Future-Ready Workforce

鈥淲ith 麻豆原创, we now have a truly holistic view of our permanent and external workers,鈥� McKinley said. 鈥淭his has not only improved the employee experience and given us richer insights into our entire workforce but has also helped set the foundation for strategic corporate planning, integrated talent management, and management of regulatory requirements.鈥�

Standard Chartered is now focused on leveraging and expanding future-ready workforce capabilities by using the 麻豆原创 Analytics Cloud solution for workforce planning. McKinley described how the collaboration of the HR and finance teams is building success for the organization: 鈥淲e鈥檙e working closely with our finance colleagues to bring finance and HR data together a little more seamlessly through the use of 麻豆原创 Analytics Cloud, with a view to actually making a difference to bottom-up planning through our corporate plan.鈥�

She noted, 鈥淭he value that will create, by moving agreed workforce modelling into the position charts, I think will be a game changer for us in terms of our future workforce planning and skills planning.鈥�

Total Workforce Management from 麻豆原创

A total workforce management strategy allows businesses to keep the whole workforce in focus for increased agility, productivity, and bottom-line impact. 麻豆原创 SuccessFactors solutions combined with 麻豆原创 Fieldglass solutions can deliver value and efficiency by providing a single view of the entire workforce, allowing managers to onboard, oversee, and pay employees and contingent workers in one place. Organizations using 麻豆原创 SuccessFactors solutions 57% greater HR process speed, 54% reduction in time spent by managers on administrative HR, and 40% less time required to fill positions. Organizations using 麻豆原创 Fieldglass solutions saw 7.81% savings through competitive candidate sourcing and 16.4% lower project budgets.

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Whether at the town hall, marketplace, or meeting house, there are people that strengthen a community鈥檚 culture through their generosity, fellowship, and compassion. Often these selfless individuals are volunteers dedicating their time and talents to ensure the betterment of the community and well-being of its members.

鈥淐ommunity is so important. We have to take care of each other,鈥� says Marissa Baum, customer program manager, Customer Growth聽& Advisory Programs team at 麻豆原创 SuccessFactors. Based in 厂础笔鈥檚 Newtown Square office, she fulfills her passion for building strong communities through her work leading high-touch customer programs for 麻豆原创 and volunteering with not-for-profit organizations in the Philadelphia area. 鈥淭he pandemic and the years following have taught us that your community is what can bring the most joy,鈥� she says. 鈥淵ou can have all the material things in the world, but the people who surround you matter most. If they prosper, you prosper.鈥�

麻豆原创 Customer Community: Where You鈥檒l Meet the Most Incredible People

At 麻豆原创, Baum oversees her team鈥檚 communications strategy and helps lead a portfolio of customer programs for 麻豆原创 SuccessFactors, including customer advisory boards 鈥� such as, the CHRO Advisory Board, Sales Performance Management Advisory Board, and Learning Advisory Board 鈥� and several user groups. 鈥淚 love our customers,鈥� she says. 鈥淭hey are some of the most incredible people I鈥檝e gotten to meet, work with, and learn from. I discover something new every single day.鈥�

鈥溌槎乖� Partner Speed Dating鈥� is one of the innovative programs that Baum and her team launched this year. It allows 麻豆原创 partners to present pitches of their solutions to a set of customers, who can then decide to follow up for more information or a deal. The sessions are fun, fast-paced, and beneficial. These sessions have had a direct impact on the sales cycle, which Baum says 鈥渨as extremely rewarding, because we鈥檙e adding value for our customers, our partners, and sales teams. And when they win, I win.鈥�

The team also recently launched the Sales Performance Management Advisory Board, now preparing for its second session after its highly successful premiere, which was rated by customers at 100% 鈥渨ould recommend this to a colleague.鈥� Baum is proud of having built this group up in less than one year. 鈥淎ll the hard work that went into making that advisory board a reality was amazing,鈥� she says. 鈥淲e had a great first session. The customers were super passionate and excited. I am looking forward to this new adventure with this great group of executives.鈥�

Warm Clothing and Reassurance Sustain a Community in Need

When she is not engaging 麻豆原创 customers, Baum spends her time volunteering at not-for-profit organizations like , where she helps to collect gifts, grocery cards, and other necessities for families in the community. Located in West Philadelphia, the parish has many immigrant families who are struggling to make a better life for their children in a new country. Baum helps to distribute warm winter clothing at the holidays, which she wraps as Christmas gifts for the children to open. 鈥淥ur main mission during the season is collecting and buying winter clothes, including coats and boots, because Philadelphia can get very cold and those [clothes] are expensive, especially if you have a big family鈥� she says. 鈥淭alking to the community and learning about the kids and what is on their holiday wish lists helps us to spread joy and compassion. Seeing their faces light up when they get presents of their very own is exciting. They can鈥檛 wait to go out and play in the snow.鈥�

Creating that personal connection is an important part of Baum鈥檚 volunteer work and flows from her belief in creating an inclusive community where people have a sense of belonging and feel supported. 鈥淚 think it鈥檚 really hard for people to ask for help,鈥� she says. 鈥淚鈥檓 an independent person and asking for help can feel like a weakness, but I鈥檓 always there to reassure our community members of how proud I am of them to seek help and that I am glad we were able to get connected.鈥�

She offers her ongoing support as a point of contact for people who are rebuilding their lives. 鈥淚 tell them that if there鈥檚 any other way in which we can help, please be open, call me. That鈥檚 all; I will be there without hesitation. I always give out my cell phone number or e-mail. Taking care of one another is the most important thing we can do as humans.鈥�

From School to 麻豆原创: Live Your Passion

Baum鈥檚 passion for community building and volunteer work stems from her upbringing. 鈥淚 went to an all-girls鈥� school and absolutely loved it,鈥� she explains. 鈥淚t really taught me so much in terms of my independence, but also being very observant of how I can be a helper, and there were many opportunities for me to do that.鈥� In school, she worked with younger students, assisted at partner schools in the inner city, and organized fundraising for cancer research.

Finding her passion gives her a sense of meaning and purpose, she says. 鈥淭he best advice I received from my teachers and family when I was younger was to find what you鈥檙e passionate about and discover how you can help people through your passion. And so I took that with me into college and then 麻豆原创.鈥�

Baum attended Villanova University, where she earned a bachelor鈥檚 degree in communications. In her senior year, she broke down barriers to take high-level investment and management consulting courses at the business school, where she recalls what it was like being the only woman among 40 male students in the classes. She earned both the respect of classmates and top marks by offering a differentiated perspective on case studies. Today, she is an active alumnus who mentors female students and presents at professional development classes about the importance of moving beyond your comfort zone 鈥� and to always advocate for yourself because you are your biggest cheerleader.

Finding Purpose Beyond the Nine-to-Five

When Baum joined the workforce after college, she looked for an organization that valued community. 鈥淢y motto is always 鈥榗ollaboration over competition,鈥� being able to work with others and having goals set so that everyone can succeed. Sometimes that鈥檚 hard to find, but that is always my number one priority in work,鈥� she says.

Upon joining 麻豆原创 in November 2019, Baum made a point of bringing the formative experiences, attitudes, and commitments that make up her whole self to her new workplace. A firm believer in the power of mentoring, Baum signed on to be an early talent ambassador, a pro bono role that helps recent university graduates and younger employees get comfortable within 麻豆原创 through in-person events, executive speakers, networking opportunities, and occasionally meeting up for lunch. 鈥淚t鈥檚 all-encompassing. Being a mentor brings me so much fulfillment and I loved every second of it. It is exciting to welcome new employees into the 麻豆原创 fold,鈥� Baum recalls.

Though her two-year rotation as an early talent ambassador came to an end in January, Baum is thankful for the experience 鈥� and very grateful for the support of her manager to take on the additional time commitment. 鈥淚t was always encouraged to go after my goals and passions,鈥� she says, reflecting on her experience volunteering at 麻豆原创, 鈥渨hich is why I always tell people to get involved, because new people and students coming into the workforce may think, 鈥極h well, my life is now my nine-to-five.鈥� I always explain to them that your nine-to-five is now a part of your life, but not your entire life. There are so many people to meet, things to do, and places to travel. The journey is just beginning.鈥�

Paying It Forward by Keeping Memories Alive

In April 2020, tragedy struck Baum鈥檚 family when her father passed away after a long battle with cancer. His death came shortly after Baum began her job at 麻豆原创. Coping with the devastating loss, Baum recalls thinking, 鈥淚鈥檓 so young. I just started my first full-time job. It鈥檚 COVID-19. Everything鈥檚 locked down. And my father just passed away. What do I do?鈥�

鈥淭hat was extremely overwhelming,鈥� she says. 鈥淭o this day, I thank my lucky stars for my team.鈥� Her 麻豆原创 manager at the time, Jason Ludt, global vice president, Field Activation and Strategic Programs, 麻豆原创, led with compassion, telling her to take as much time as she needed to be with her family. 鈥淚 will never forget the care and compassion that I received in that time, and I will always pay that forward. I still say to this day, that experience is what made me want to invest in 麻豆原创 and it has led me to be a more compassionate and empathic leader, peer, and friend.鈥�

Overcome with grief, Baum talked with social workers, hospital staff, and nurses to find a way to channel her anguish into a positive contribution, explaining, 鈥淚 need something where I can use my hands and really help a community that needs it, maybe working with kids or young adults who have gone through what I did with the loss of my dad.鈥�

That鈥檚 how she got introduced to , a volunteer-led organization that helps children to cope with the loss of a special person in their young lives, such as a parent, sibling, or best friend. Peter鈥檚 Place provides weekly group therapy sessions free of cost for families. When Baum first entered the Peter鈥檚 Place meeting house, she noticed on the wall a tree of Post-it notes, each reflecting something that a child is missing most about their loved one. 鈥淭he tree keeps their memory alive, which is so important to that community because these kids don鈥檛 want to make anybody uncomfortable or upset if they want to talk about the person they love,鈥� says Baum, who contributed for a while as a group facilitator and now supports the organization with activities and fundraising.

鈥淔or these kids, it鈥檚 really about building a community of people, including adults who help the grieving process and other kids who know that what they鈥檙e going through, and being able to relate and understand that what they are going through is really hard right now,鈥� Baum says. 鈥淭hey feel like no one understands them because most people are lucky enough to not have to go through such a massive loss when they鈥檙e that young. And the volunteers get it because the volunteers have been there and are able to make them feel less alone. It is all about support.鈥�

For Baum, being able to provide support to the children at Peter鈥檚 Place is a tribute to her father鈥檚 memory and a way of saying, 鈥淚 wish I had had a program like this when I was young, to have someone to relate to, but now I鈥檓 going to be that person for someone and help pay it forward.鈥�

Workplace Culture for the Whole Self

Building a community doesn鈥檛 happen overnight: it鈥檚 a marathon, not a sprint. Baum is satisfied that she can achieve a healthy balance with her work and volunteerism. She believes it is a benefit of a supportive workplace culture that encourages employees to be their whole selves. 鈥淚 have been extremely lucky to have great leadership around me that encourages me to lead a balanced life, and I don鈥檛 think that鈥檚 unique to my team. I look around 麻豆原创 and I see an abundance of strong, compassionate leadership,鈥� she says.

Learn more in the .

With the recent announcement of 厂础笔鈥檚 expanded partnership with , the vision for enterprise-ready generative AI able to enhance human productivity and development in the workplace is becoming reality. The integration of solutions with Microsoft 365 Copilot and Copilot in Viva Learning will improve how organizations recruit, retain, and upskill their workforces to address skills gaps. In fact, 75% of business leaders say attracting and retaining critical talent is the No. 1 impediment to future growth and success.

鈥淭he skills gap is one of the biggest challenges that organizations are facing today,鈥� said 麻豆原创 SuccessFactors Chief Marketing & Solutions Officer Aaron Green, speaking to 麻豆原创 customers . 鈥淎s we talk to our customers around the world — and it doesn鈥檛 matter the region, the industry, the size of the organization — we hear one message: How can we change the way we think about skills? How can we be better prepared for the future?鈥�

Transforming Business at Scale

To gauge the transformative scale of the collaboration of 麻豆原创 SuccessFactors and Microsoft, it is helpful to look at the reach of both organizations. Today, more than 248 million people use 麻豆原创 SuccessFactors software. It is the largest HR suite on the market and available in more than 100 localized frameworks to drive truly global business. As one of the world鈥檚 leading brands, Microsoft supports 1 billion people who use Microsoft Office and 280 million daily active users of Microsoft Teams.

鈥淎I is fundamental to the future of business,鈥� said Green, who put the power of generative AI for the enterprise into context for the audience. 鈥淎I is going to enable all of us to transform business at scale.鈥�

Innovations that Future-Proof the Workforce

麻豆原创 SuccessFactors introduced three powerful innovations at 麻豆原创 Sapphire that will help businesses future-proof their workforce and address critical skills gaps.

The first innovation comes with embedding generative AI capabilities, in partnership with Microsoft, to enhance recruiting and learning processes. Customers will be able to deliver dramatically improved experiences for employees. These experiences are embedded in the flow of work, so that employees will not need to switch between interfaces or apps to complete a routine task or learning activity. Also, hiring managers and recruiters will be able to create tailored job descriptions and better prepare for interviews — both of which include built-in checks for biased language — through the hyper-personalization capabilities of generative AI. These new capabilities were presented in the demo onstage during the main stage keynote at 麻豆原创 Sapphire.

鈥淲e really believe in a big way in this notion of 鈥榠n the flow of work,’鈥� said Kirk Koenigsbauer, chief operating officer and corporate vice president of the Experiences and Devices Group at Microsoft, who shared insights during the panel discussion of the HXM keynote. 鈥淲e think it鈥檚 paramount in terms of driving scale, reducing friction, and increasing the reach of HR systems into places where people are naturally working on a day-to-day basis. Our whole thesis is that if we can build these HR solutions into the flow of work, you鈥檒l get much more adoption, you鈥檒l get much more engagement… We鈥檙e really excited to work with 麻豆原创.鈥�

A second key innovation is the introduction of a talent intelligence hub that uses AI to build, maintain, and infer a skills portfolio for each employee in the workforce. This depth of insight, using the whole-self model, enables employees to find personalized recommendations for learning courses, mentors, and internal jobs. Organizations benefit from having an overview of employee skills and improved visibility to carry out workforce planning.

鈥淭his is a moment where we can introduce a way to value workers differently: using data to help them grow in a way that makes sense for them while also supporting the needs within the business,鈥� said Meg Bear, president and chief product officer for 麻豆原创 SuccessFactors, in the panel discussion at the HXM keynote. 鈥淲hen we can create an environment where each person thrives, they鈥檙e going to be able to achieve a lot more for the business.鈥�

The third innovation is enhanced functionality that brings together 麻豆原创 SuccessFactors, 麻豆原创 Fieldglass, and 麻豆原创 S/4HANA Cloud for increased workforce visibility across employees and external workers. A recent study found that by increasing their use of external workers. A total workforce management strategy enables leaders to bring in skilled talent to fill roles in mission-critical projects at the right time.

are planned for availability in the 2H 2023 麻豆原创 SuccessFactors release.

Total Workforce Management for a Future-Ready Workforce

, a leading international bank with a presence in 59 markets and a focus on Asia, Africa, and the Middle East, adopted from 麻豆原创 to remain competitive and compliant. Melinda McKinley, global head of HR Strategy and Digital Transformation at Standard Chartered, spoke with Green onstage at 麻豆原创 Sapphire Orlando about what it meant for the organization to modernize its outdated, on-premise technology and how it enabled a future-ready workforce for its 83,000 employees and almost 14,000 external workers.

McKinley described how Standard Chartered applied a total workforce management strategy by integrating with in the cloud to deliver a truly holistic capability across its permanent and contingent workforce. She shared that with the introduction of position management in October 2022, the bank achieved a breakthrough in its HR transformation journey. 鈥淥ne of the key things that set us on a path for a future-ready workforce was really embracing the foundational architecture that position management brings. That meant immediately we had a visualization of our total workforce — our contingent and our employee base, which is leading to more robust, data-driven hiring decisions.鈥�

Standard Chartered remediated 75 interfaces to third-party systems and migrated 3.5 million data records from its legacy platform. It achieved an 87% reduction of reports and improved colleague experience with a new employee portal.

By taking a holistic view of its permanent and external workforce with total workforce management, the HR team at Standard Chartered set a foundation for integrated talent management, management of regulatory requirements, and strategic corporate planning in partnership with the finance team. 鈥淲e鈥檙e working really closely with our finance colleagues to bring finance and HR data together a little more seamlessly through the use of 麻豆原创 Analytics Cloud with the aim of making a real difference to bottom-up planning through our corporate plan,鈥� McKinley said.

Standard Chartered transformed its HR processes with total workforce management and .

Developing a Growth Mindset

麻豆原创 is committed to a responsible approach to AI and was one of the first companies to define guiding principles for using AI in its software. In this framework, 麻豆原创 SuccessFactors solutions use AI to streamline HR processes, enhance workforce planning, and help employees better navigate their careers. While many people are still trying to understand the scope and potential of AI technology, the experts in the panel discussion, each with decades of experience in the tech industry, offered their perspectives on how AI will shape the future of work.

鈥淲e think there is a big opportunity for AI, generally, to eliminate a lot of that mundane work,鈥� said Koenigsbauer, who cited the potential for AI to help people access information differently and be more creative.

Bear agreed: 鈥淲ork will change. We have to adapt as organizations and equip our workers with an understanding that this is an opportunity. Companies that embrace these shifting dynamics, that develop ways to improve because of them — those are the organizations that will grow and thrive.鈥�

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For organization leaders, incentivizing and correctly compensating these employees requires a firm grasp of based on proven strategies and solutions aligned with organizational goals. In a climate of economic uncertainty, they are looking to trusted advisors to demystify sales performance and ensure business outcomes.

鈥淩ight before the fiscal year, companies start to ask the question, 鈥楬ow should we be compensating our salespeople?鈥欌�� said David Cichelli, revenue growth advisor at and nationally recognized for his work linking sales performance to organizational objectives. 鈥淭his year, there were some special questions people were asking: 鈥楢re wages going up? What about virtual selling? How is that going to impact our sales organization? […] And what about turnover?鈥欌��

Cichelli shared his insights with 麻豆原创 customers at the , held February 21-22, 2023, at the 麻豆原创 office in Tempe, Arizona. While sales compensation is often based on projections that are not very exact, it should not be overly complex either, according to Cichelli, who said, 鈥淭he connection between quotas and sales projections has to be accurate. If you can鈥檛 get that right, you have the risk of either underfunding your salespeople or overpaying.鈥� Watch an with Cichelli.

Hosted under the banner 鈥淏etter Customer Outcomes,鈥� the global summit attracted 麻豆原创 customers from a wide array of the 25 industries that use 麻豆原创 Sales Performance Management. They came to learn about the latest innovations and features across the full product portfolio, which includes , , and . Product experts and 麻豆原创 partners were on hand to meet on an individual basis to answer questions and lead breakout sessions. The event showcased the 麻豆原创 ecosystem with sponsorships from , , , , and . Watch an with Accenture about 麻豆原创 Sales Performance Management.

鈥淭he power of 麻豆原创 is really in the success of our customers,鈥� said Maryann Abbajay, chief revenue officer, 麻豆原创 SuccessFactors. 鈥淭he innovation of 麻豆原创 Sales Performance Management helps our customers win with compelling sales experiences. Hosting these customer summits is integral to maintaining a vibrant 麻豆原创 community. Here, customers can talk to product experts and give their feedback on operational efficiency, user experience, and other areas that are essential to future-proofing their business.鈥�

Commitment to Innovate, Empower, and Connect Customers

In 2022, more than 650 customers processed commissions for over 12 million payees with 麻豆原创 Sales Performance Management, said Rahul Iyer, general manager, 麻豆原创 Sales Performance Management, 麻豆原创 SuccessFactors, who presented a state of the portfolio during his keynote. He noted an increase in adoption by global customers keen to take advantage of 厂础笔鈥檚 capabilities. 麻豆原创 Sales Performance Management is used by 25% of Fortune 100 companies, which rely on it to help reduce errors and payout time, provide an engaging user experience, and present a unified view of variable compensation. Iyer said that customers are increasingly taking a holistic approach to total compensation that includes various elements of pay, such as incentives, management by objectives, commissions, restricted stock units, and recognition programs.

厂础笔鈥檚 vision for the portfolio is organized on three pillars: to innovate by leading with insight, accelerating outcomes, and supporting sustainable innovation; to empower organizations with improved agility and enhanced expertise; and to connect with users on multiple feedback channels, including a new customer advisory board.

Iyer underscored 厂础笔鈥檚 strategy and commitment to delivering greater customer value with the 麻豆原创 Sales Performance Management portfolio of enterprise resource planning (ERP)-agnostic, cloud-based solutions through integration with powerful solutions like 麻豆原创 Business Technology Platform (麻豆原创 BTP), 麻豆原创 S/4HANA, 麻豆原创 SuccessFactors Compensation, and offerings from 麻豆原创 partners.

Discussing the product road map, Barbara Rubis Linning, global VP, Product & Engineering, 麻豆原创 SuccessFactors, noted that customers are driving innovation in the portfolio. Her team is working on new features for pipeline redesign, which she said will bring an improvement in the user experience. 鈥淲e also are continuing our journey forward with modeling,鈥� she said. 鈥淭hat is exciting because it allows other people to really start engaging with this data, gaining intelligence from it, and using it for business purposes.鈥� Watch the .

Efficiency and Increased Visibility Improve Employee Experience

As a highlight at the summit, customers shared their experiences deploying 麻豆原创 Sales Performance Management to drive better business outcomes. Sessions from 麻豆原创 customers provided valuable insights and real-world examples of how businesses are gaining operational efficiency.

PetSmart achieved a savings of US$1.5 million in labor reallocation when it replaced a patchwork of spreadsheets and legacy systems with 麻豆原创 Sales Performance Management to figure compensation for its 1,700 store managers. The reduction in manual work and correcting errors meant that store managers could focus more on helping customers. 鈥淪tore leaders, salon leaders, our distribution center team: they鈥檙e on the floor. They鈥檙e not behind a desktop. Now, they can open [the app] on whatever device they choose,鈥� said Sam Boyer, senior manager, Human Capital Solutions, PetSmart, during an interview.

PetSmart has had a very positive response from sales associates, who like the dashboards in 麻豆原创 Sales Performance Management. 鈥淭hey love the increased visibility. Now they can go into one system and see what their payout is,鈥� said Boyer. 鈥淚 just love the dashboards. It kind of pulls that curtain back and allows our associates to see how corporate is calculating their bonus.鈥�

The dashboards are managed by PetSmart鈥檚 HR team in partnership with the HRIS team. Boyer鈥檚 team of business users has already successfully modified a widget with the low-code/no-code capabilities in 麻豆原创 Sales Performance Management. 鈥淸HR] owns the compensation plan. We ultimately want to provide the best incentive for our associates,鈥� she noted. 鈥淚t鈥檚 been critical that we really own sales performance management.鈥�

Watch interviews with these 麻豆原创 customers: , 聽, and . Learn more about sales performance management .

A leader in technology communications, Vodafone Group Plc digitally connects more than 350 million customers with voice and data services for mobile, fixed line, the Internet of Things (IoT), and television throughout Europe and Africa. Vodafone lives its purpose to connect technology and humanity for a better future. Its motto: 鈥淭ogether we can.鈥�

This vision drives Vodafone鈥檚 global transformation into a next-generation connectivity and digital services provider that delivers sustainable growth. As innovation is fundamental to its business strategy, Vodafone is investing in cloud HR to transform its culture and elevate the employee experience as it reinvents the workplace to 鈥渂uild the human spirit of technology.鈥�

鈥淲e relied on ,鈥� says Marc Starfield, group head of HR Systems and Programs, Vodafone Group, who is leading the project to provide value-driven HR capabilities throughout the organization. 鈥淲e鈥檝e implemented all the HR processes and functions on one global environment supporting around 100,000 employees in 24 key markets.鈥�

By putting employee experience at the heart of digital transformation, Vodafone ensures that HR is integrated in strategic decision-making that impacts the entire organization. 鈥淭his for me speaks to ensuring that any HR intervention, or all HR interventions, should directly contribute to new organizational outcomes,鈥� says Starfield, who has an established track record for success in managing HR transformations at leading global organizations. 鈥淸It] also speaks to how we think about people. Every person in our organization needs to believe and feel that they are part of a growth environment where everybody has opportunity to thrive.鈥�

Building a High-Performance Learning Culture

Vodafone identified that one of its most pressing HR business needs required investment for critical digital and technical skills. The company wants to add 7,000 software engineers to its technology capability by 2025. To set itself up for success, it is giving top priority to building an equitable and representative workforce that is supported by a strong employer brand.

To leverage the brilliant potential in the organization, the company is doubling down on upskilling and reskilling its workforce for improved employee engagement. Vodafone aims to make learning an integral part of every person鈥檚 day and, as Starfield says, 鈥渢o ensure people feel empowered to own their development in easy-to-find tools and to drive their growth.鈥�

Integrating Cloud HR for Actionable Insights

Vodafone began its HR transformation journey by implementing cloud-based 麻豆原创 SuccessFactors solutions to help integrate all functions, processes, and data. The team worked with 麻豆原创 partner for AI-driven talent attraction and processes, to help ensure end-to-end process enablement. The flexibility of (麻豆原创 BTP) has enabled Vodafone to address any unique requirements.

With the pilot rollout of 麻豆原创 SuccessFactors solutions for , integrated with , Vodafone is enabling real-time exploration of roles, costs, and environments. The company aims to gain visibility into sourcing and attracting the skills it needs for its future success. Starfield explains, 鈥淭he ultimate objective is to inform the resourcing operational plans in each market and the talent and learning interventions globally but also at a market level.鈥�

Vodafone also needed to consolidate multiple sources of data for better insight and intelligence. Building a unified foundation for analytics is helping the company achieve 鈥渢otal workforce understanding鈥� that includes data from solutions. Starfield describes this integration as 鈥渃ounting and understanding every heartbeat working, irrespective of the legal relationship to our organization.鈥�

Employee Experience: Simple, Accessible, Personalized

Vodafone has already achieved impressive results with its HR transformation. The project has generated greater efficiency and introduced hyper-automation from AI-powered tools. Vodafone has increased the number of new hires (+26%), improved diversity in hiring (+19%), and reduced candidate cycle times from 24 to 12 days. Its overall net promoter scores have jumped from -15 to +47.8.

The new mobile-enabled employee experience, using 麻豆原创 SuccessFactors solutions for employee self-service, ensures that employees can access Vodafone鈥檚 HR system from anywhere and at any time. 鈥淚t鈥檚 really critical that we provide access to information and processes at a time and in a way which best suits employees,鈥� says Starfield. 鈥淩eally central to this is making sure that the information we present to employees is personal and purposeful.鈥�

Furthermore, to advance its vision for a high-performance learning culture, Vodafone has adopted a 鈥渨hole person鈥� view of each employee to accelerate learning and talent development at all levels of the organization. It also uses (LXP), built for 麻豆原创 SuccessFactors customers, to blend 麻豆原创 SuccessFactors Learning and 麻豆原创 SuccessFactors Work Zone for a personalized, captivating experience that offers unlimited learning resources. The engagement on the learning platform has been outstanding, as employees have completed more than 555,000 hours of learning within six months of the launch date and created more than 32,000 skills profiles in the system.

Starfield attributes this success to making it easy for employees to find learning and development aligned with their goals. 鈥淚t鈥檚 all about making it really simple for people to understand where they are in their development journey,鈥� he says, 鈥渂ut also understand how they can address anything they are interested in and any potential skills gaps they have.鈥�

To learn more about Vodafone鈥檚 amazing HR transformation, including lessons learned and advice, watch the .

But one year ago, things were very different. Only six years old, Ksusha, her mother Nadiia, and older sister Yaroslava were displaced and living as refugees in Poland after fleeing their home in , Ukraine, to escape the escalating war. Now safe as a result of the UK government鈥檚 visa sponsorship program, their lives have begun to stabilize with new friendships, language lessons, and cultural support as they integrate into British daily life.

Gilly Smith, the woman who compassionately opened her home for Nadiia and her daughters, says she is grateful to have the space available to be able to host the family, who in turn have added a new dimension to her life. 鈥淚t鈥檚 lovely when the girls come home,鈥� says Smith, who works for 麻豆原创 as a partner delivery manager for solutions from . 鈥淭hey see immediately if I鈥檝e got my headset on as to whether or not they can be noisy or come in and give me a big hug and tell me about their day.鈥�

鈥淚 had a really quiet life before,鈥� says Smith, thinking back to when it was just her, her husband, and the two dogs at home. 鈥淣ow there鈥檚 a lot of activity.鈥� She pauses to lean in, tilts her head, and shares a gem of insight gleaned from her experience: 鈥淚n the same way that working within a team you need diversity and different ideas, it鈥檚 the same in a home life. It鈥檚 great having different ages in the same house. It鈥檚 energizing.鈥�

鈥淲e Need to Do This鈥�

In her 麻豆原创 role, Smith works with 麻豆原创 partners in many countries to deliver success to customers. In her global team, where she is the regional lead for Europe, colleagues work from locations as varied as Australia, Ireland, and Fair Isle in Shetland. She values the open, direct communication that she has with 麻豆原创 partners, which she says makes her work very enriching. 鈥淭his is the best job at 麻豆原创. It鈥檚 a fabulous job because I鈥檓 working with partners.鈥�

Born in New Zealand, Smith says her intercultural experiences have mostly centered on Western Europe. So, it was a feeling of profound empathy that prompted her to help displaced families from Ukraine. 鈥淲hat motivated me was hearing on the news about this, particularly women and children fleeing, and I just thought if I had a daughter, I would want somebody to look after them, to at least house them and make sure they had food.鈥�

Her husband felt the same. During the pandemic, the couple had made the decision to move to the countryside in preparation for eventual retirement. A tax incentive from the government sweetened the deal and they felt very fortunate to find a spacious, bright house in rural Somerset 鈥� which they now wanted to share with a displaced family. 鈥淭here was really no discussion about it. We just looked at each other and said, 鈥榃e need to do this. We鈥檝e got the space.鈥欌��

Bureaucracy and Hugs

The initial step to enroll as a sponsor in Homes for Ukraine was as easy as ticking a box. But Smith and her husband almost abandoned the process many times due to cumbersome bureaucratic forms with no support. For example, Smith had to find someone from Ukraine to sponsor, which meant combing endless social media profiles for a faint connection. 鈥淵ou鈥檙e reading these absolutely tragic stories. It was really depressing,鈥� recalls Smith. She finally found a young woman named Nadiia with two daughters, ages five and eleven, who wanted to be near Yeovil, a town near Smith. 鈥淚 think I鈥檝e found somebody,鈥� Smith told her husband.

However, government forms that required documents in Ukrainian nearly jeopardized the match. 鈥淚t was just the most terrible form I鈥檝e ever tried to fill in. It was so stressful, I burst into tears.鈥� On March 27, 2022, they submitted the required information.

And then they waited鈥nd waited. There were no updates from the authorities for three months. She and her husband began to lose hope of bringing Nadiia and her daughters to the UK. 鈥淚n early June, we were saying, 鈥業t鈥檚 not happening. She鈥檚 not going to come,鈥� because this process was just so painful.鈥�

When the UK government finally issued their visas, the family hastily boarded a cheap flight to the UK, arriving on June 9.

Smith recalls the joy of greeting the family in person when they arrived at her home. 鈥淭he eldest girl ran out and just came and gave me a great big bear hug, which was lovely. The little girl was hiding behind her mother. She was very shy.鈥� Muffin and Biscuit came to the rescue with love and affection. 鈥淭he little girls absolutely adore the dogs. We were like, 鈥楬ey, we鈥檝e got a family.鈥欌��

Ballet, Birthdays, and Rainbows

Smith enrolled the girls in local schools and helped them with school uniforms. 鈥淭he little one, I especially felt sorry for her because she didn鈥檛 know anybody and initially had no English. She just stood in the middle of the playground and would say, 鈥楬ello, I鈥檓 Ksusha.鈥欌�� To help her integrate with local children, Smith helped Nadiia enroll Ksusha in ballet class and Rainbows, part of . 鈥淣ow she comes home and I ask, 鈥楬ow was your day at school?鈥� And she says, 鈥業t was very good, thank you.鈥欌��

As Yaroslava鈥檚 twelfth birthday neared, the adults were unsure how to celebrate. She was making new friends, but the thought of her birthday without her long-time friends from Ukraine made Yaroslava not want to celebrate. Eventually, she was persuaded to invite her new friends and her birthday party was a memorable success.

Building Independence

Aside from the challenges of the application process, Smith is very positive about how the UK government has supported the integration of Ukrainian families into communities and schools. Nadiia is studying English and has made tremendous progress. She re-established contact with a friend from the Ukraine who is now in the UK. A long-time family friend, Oleksii, joined her in December and together they are trying to build a new life with jobs and independent housing.

鈥淚 really want to see them both get jobs because that will enable them in due course to have their own place for their lives,鈥� says Smith, who in her spare time enjoys helping them learn English. 鈥淲e get on very well, but it鈥檚 never quite the same as having your own place.鈥�

We are, in effect, hardwired for , a word that originated in Latin to mean fairness or equalness, with the element of justice. Deeply embedded in our conscious, equity is a must-have for survival.

How we respond to inequity, or injustice and unfairness, is a matter of power: our personal power, the power of authority, and the power of our organizations to affect change.

Equity Is Complex

The words 鈥渆quity鈥� and 鈥渆quality鈥� are sometimes used interchangeably. There is a distinctive difference, however. In the workplace, equality can mean giving everyone the same tools and resources for their work; for example, inviting all employees to join the annual strategy call. Equity digs deeper to address systemic barriers, so that everyone has access to the tools and resources matched to what they need to succeed; for example, inviting employees to the strategy call, plus choosing a meeting time that is reasonable for working parents and making the content accessible.

To build a foundation for a better future, some say we need to ensure equity before we can reach equality.

Equality is giving everyone a shoe.
Equity is giving everyone a shoe that fits.

– Dr. Naheed Dosani, founder of
Palliative Education and Care for the Homeless

Equity is complex. For leaders who want to improve diversity, equity, and inclusion (DE&I) in their organizations, moving the needle on equity can be challenging. It requires hard work, careful listening, and authentic empathy that goes beyond the hiring algorithms and talent metrics that help to create more diverse organizations.

Diversity is inviting everyone to a party.
Equity is how you treat them when they get there.

– , speaker and
leadership coach

Embrace Equity

Observed on March 8, International Women鈥檚 Day 2023 is an opportunity to look more closely at how to positively impact equity in the workplace. Empathy is our human superpower to embrace equity. To understand the viewpoints of others requires that we 鈥減ut on the glasses鈥� of another person to see the world as they do. Read on to hear 麻豆原创 employees share the stories of their lived experiences and how they foster empathy to increase equity during key phases of a woman鈥檚 career.

Entering the Workforce

The economic benefits of gender parity for paid work are irrefutable. A study by found that countries would increase their GDP by 5-20% if women participated in the workforce at a similar rate as men. What鈥檚 more, increases in GDP reduce societal inequality and deliver improvements at an individual level in of well-being: better health, reduced infant mortality, education, upward mobility, and quality of life.

Many women, however, encounter barriers when they try to find a job. show that gender-related biases and stereotypes can impact the hiring process and limit diversity. By ensuring diversity in the talent pool, however, hiring managers can mitigate even their own biases. Researchers at the University of Colorado found that women are more likely to be hired when there are at least two female candidates in the finalist pool, compared to a zero percent likelihood when there is just one female candidate.

鈥淒on鈥檛 forget we all have : it is the enemy behind our own lines,鈥� says Eduard Vilar, cloud technology manager for Cloud Technology EMEA South at 麻豆原创, who supports greater awareness of the hidden influence of bias in employment decisions. 鈥淓very person tends to inadvertently favor others, from hiring to simply accepting their opinion, when they share interests, abilities, age, gender, color of skin, or any other factor.鈥�

Hiring and Development for More Equality聽

Bias can continue to impact a woman鈥檚 career, limiting her chances for advancement. Daniela Paula Dumitru, a senior specialists for sales ops business enablement for RISE with 麻豆原创 and lead of the Business Women鈥檚 Network at 麻豆原创 in Barcelona, recalls the frustration of encountering bias as she worked to build her career.

鈥淚n a previous company, I was blocked at every step of the way when pursuing a promotion by a former manager, coincidentally a man, who 鈥榙id not want to lose a valuable employee.鈥欌�� She finally left the company. In 2019 she joined 麻豆原创 where she found a supportive manager who encouraged her to develop her talents through learning and growth opportunities. 鈥淗aving this manager helped me rebuild my confidence as a professional and grow into a better person. Now I give back to people and enable others to do the same.鈥�

In her 25 years in the tech industry, Leticia Cavagna, regional vice president of 麻豆原创 Experience Management for 麻豆原创 EMEA South, says she has seen progress in gender parity because of DE&I initiatives. She believes that increasing the number of women role models in leadership positions improves retention of female talent.

鈥淚n the end, it all sums up to answering two questions: Who do I hire? And who do I develop?鈥� Cavagna says. 鈥淭his is why gender parity programs are vital to achieving long-term parity in leadership positions. The investments companies are doing in this direction are the seed to a more equal future.鈥�

Gender equity is also a powerful catalyst for high-performing teams, says Peter Roberts, vice president of Global Strategic Partners for 麻豆原创 EMEA South. 鈥淕ender equity in 麻豆原创 has produced high-caliber females who we have been able to bring into the team,鈥� he says. On a recent employee survey, his team scored full marks for equal opportunities. 鈥淭he female/male ratio is consistently 55% or more and this team overperforms, year after year.鈥�

Inclusive Leadership Makes the Difference

People managers have a powerful influence on an employee鈥檚 sense of , and that can make the difference in an employee鈥檚 decision to remain with an organization. A by Qualtrics found a strong correlation between belonging and employee engagement. Most employees (73%) feel that they belong at their organization, according to the survey. Of those, 91% say they feel engaged in their work, compared to just 20% of employees who do not feel a sense of belonging at work.

Mar铆a Fern谩ndez-Blanco, customer success partner at 麻豆原创 EMEA South for 麻豆原创 Customer Experience, understands the importance of belonging. Based on her experience as a mother balancing career and family, she tries to pay attention to colleagues who are going through special moments in their lives, like pregnancy or maternity leave. 鈥淚 know that these are still taboo subjects for women in the workplace,鈥� she says. 鈥淚 really believe that small details can make big differences and there is so much opportunity to be more inclusive.鈥�

Creating a safe environment is the key to an inclusive workplace, according to Rich Phillips, vice president of EMEA South Partner Ecosystem Success at 麻豆原创. This means bad behavior, whether masquerading as playful banter or outright sexist, must be addressed immediately.

鈥淲e all have the right to a safe workspace and leaders must stand up for that,鈥� Phillips says. 鈥淎s a leader you should proactively educate your team but never accept such behavior, irrespective of the excuse, and exit individuals guilty of it immediately. You must set the tone for your team and your leadership culture. Make sure everybody truly believes your team is a safe space.鈥�

Diversity, Equity, and Inclusion for Shared Success

麻豆原创 is committed to becoming the most inclusive workplace in the world, a business where everyone belongs, where human differences are celebrated, and where all people thrive in a culture that empowers each one to help run the world better and improve people鈥檚 lives.

In the last five years, 麻豆原创 has made great strides in workforce diversity. We hit our goal of 35% women in the workplace and moved from 25.5% women in management in 2017 to 29.4% at the close of the fourth quarter of 2022, despite the changed socio-political conditions, most drastically seen during the pandemic. We are proud of these achievements and we will continue to thrive in our commitment to achieving gender parity.

鈥淚 dream a world without borders and any special characteristic definition for individuals, where everyone is only human and respectfully communicates with each other,鈥� says Ozlem Karapanli, Business Transformation Services at 麻豆原创. 鈥淭he result is freedom and shared success.鈥�

鈥淐ompanies are transforming,鈥� says , a global analyst with deep experience helping organizations implement (HCM) systems to bring strategic value and success to their performance. The Josh Bersin Company鈥檚 research shows that there is a shift underway as companies attempt to cross over industries to tap into new markets.

鈥淗CM has to fulfill and support this transformation in the company. These days you cannot run a company effectively without a strategic HCM system,鈥� says Kathi Enderes, senior vice president of Research at The Josh Bersin Company and lead analyst for the study. She cites the evolving requirements at companies to support hybrid work, gig and contract workers, internal talent mobility, sourcing and assessing job candidates, and reskilling employees. 鈥淭he big change is that we have to design HCM systems with and for employees, not just for HR.鈥�

For most organizations, that requires implementing a cloud-based solution for HCM that integrates with other strategic systems, such as cloud enterprise resource planning (ERP), to deliver an improved employee experience, while also providing better data and insights in real time.

HCM: A Transformative Journey

A surprising number of companies, however, struggle to achieve the expected value from their cloud HCM projects. Nearly two-thirds of respondents said that they only partially achieved the business case at the center of their HCM project, according to a recent webinar poll by The Josh Bersin Company. The lackluster outcomes identified by these respondents are in line with analyses by Bersin鈥檚 team, which set out to understand why some HCM projects fall short on value achieved in comparison to value expected and identify key lessons learned from successful transformations.

Implementing a cloud-based HCM system is often a 鈥渕ultiyear, complex, cross-functional project,鈥� according to Enderes. HR leaders are advised to prepare their organizations for a transformative journey. 鈥淵ou have to think of an HCM project as a business transformation,鈥� she says. 鈥淚t is not a technology implementation because no matter how you look at it, you鈥檙e going to be changing the way people work, changing what managers do, and changing the role of some people in HR. All of that is an opportunity to make your company operate better.鈥�

Resources for HCM Excellence

, available for viewing on demand, is the third in a series of solution-focused webinars organized by Tata Consultancy Services to support companies during their HCM journeys. In the webinar, Josh Bersin, Enderes, and Bill Pelster deliver key insights and lessons learned based on their interviews with organizations that are running .

Joining them are Ram Subramanian, global head of the Human Capital Practice at as well as a collaborator on this research, and Rajamma Krishnamurthy, senior director of MS Digital Employee Experience at . They share their HCM experiences during an engaging panel discussion about best practices for project preparation and change management. The three keys that matter most for a successful HCM project are identified in the research and explained in the conversation: improving the employee experience, powering HR transformation, and enabling people analytics and talent intelligence.

Also available is , an in-depth research guide for download from The Josh Bersin Company in collaboration with Tata Consultancy Services. It provides an overview of 麻豆原创 SuccessFactors, the human experience management (HXM) suite, and a deep dive into six key lessons from successful 麻豆原创 SuccessFactors transformations, based on stories from companies in various industries around the globe. The accompanying deep-dive case studies from and provide valuable organizational perspectives on how to maximize outcomes from 麻豆原创 SuccessFactors projects to power business transformation and enable a much improved employee experience.

Building a Future-Ready Workforce with 麻豆原创 SuccessFactors

In the first half of 2022, 麻豆原创 SuccessFactors launched 825 new go-lives. With more than 9,400 customers and over 220 million users worldwide, it is the most widely used cloud HCM platform in the world. 麻豆原创 SuccessFactors serves customers across a broad mix of organization sizes, industries, and geographies.

鈥溌槎乖� in particular — because the company is a big user of HCM systems and is a very complex, multifaceted, multidomain company — understands the complexity of a larger organization,鈥� says Bersin. 鈥溌槎乖� SuccessFactors over the years has advanced this technology, integrated with the back-office of 麻豆原创, and just introduced what I believe is probably the most significant release they鈥檝e ever done.鈥�

The strategic innovations introduced in 麻豆原创 SuccessFactors second half 2022 release, now available to customers, give companies greater agility to meet the ever-changing demands of business. These foundational developments include skills ontology, growth portfolio, and dynamic teams to help organizations upskill, reskill, and redeploy employees to roles that match their interests and capabilities, as well as advancements to offer a more individualized experience to employees. For more information, watch the .

As Bersin notes, 鈥淥ver the years, 麻豆原创 SuccessFactors has been redesigned to be a single point of contact for employees. That鈥檚 what really every company wants.鈥�

As many organizations are discovering, however, traditional approaches to human resources (HR) management aren鈥檛 working in today鈥檚 business world. Faced with inflation, supply chain disruption, labor crises, skills gaps, and a silent mental health epidemic, employers are looking for a new style of HR.

Savvy organizations are moving swiftly to implement long-term strategies that support an agile, skilled, and healthy workforce. Offering employees new opportunities for skills development and learning is one of the ways they are building organizational agility. They are making people sustainability their leading priority for the future of work.

鈥淲e鈥檝e been staring down the learning problem for a long time,鈥� said Meg Bear, president and chief product officer for 麻豆原创 SuccessFactors, at . 鈥淚鈥檓 so excited to get past number of hours of training as the metric we look at and start talking about outcomes. How are people growing? What is it meaning to the business? How is it helping them to thrive in their careers?鈥�

Dynamic Time for HR

During the keynote session at SuccessConnect 2022, Bear and global industry analyst discussed why now is the right time for organizations to build a future-ready workforce through skills and learning 鈥� and why the talent supply pipeline is now the top priority for chief executives.

Bersin has talked to thousands of organizations to understand their workforce challenges during this time of industry transformation. 鈥淲hat we basically found is that every company is turning into a different company,鈥� he said. 鈥淚ndustries are converging. Retailers are getting into health care. Communication companies are getting into media. Car companies are getting into electric vehicles and batteries. It goes on industry after industry. As a result of that there is this huge demand for talent.鈥�

Bersin said this is a dynamic time in HR, citing a massive need for reskilling and deployment of people. Despite the pre-pandemic belief that automation would eliminate jobs, today there are not enough people available to fill open roles as companies grow and adapt to macro-economic conditions.

Chief human resource officers (CHROs) are taking their seat at the table to weigh in on some of the biggest opportunities for organizations. 鈥淲e鈥檙e sitting on the most important issues in the entire economy,鈥� said Bersin, who has deep experience advising organizations on corporate learning, HR, and talent management. 鈥淢ost CEOs have their CHRO鈥檚 sitting right next to them for all these issues. I think it is a big upskill and demand for us in HR. It鈥檚 a very, very exciting time to be in HR.鈥�

Bersin recalled the 鈥�4 Rs鈥� for adding talent: recruiting, reskilling, retention, and redesign. The challenge is that these HR functions are still siloed in most organizations. Addressing the audience, he said, 鈥淭he real solution to this is for you as an HR group/team/organization to come together and make sure you鈥檙e working in an integrated way, because the old model of HR was a service delivery model.鈥� He listed several siloed HR jobs and roles that have gone by the wayside, such as narrowly defined roles for specialists and business partners. 鈥淚t doesn鈥檛 work that way anymore. Everything is connected together. [鈥 It鈥檚 a big, big change in the way HR organizations operate.鈥�

Putting People at the Heart of Business

麻豆原创 SuccessFactors customers joined Bear and Bersin on stage to talk about their journeys. and & Sun Outdoors have relied on 麻豆原创 SuccessFactors to thrive through the pandemic and labor shortage, managing changing workforces by making transformative investments in their people. Communication and listening are how they put people at the heart of their businesses.

鈥淚 felt that we always did a good job listening to our team, but the pandemic really gave us the opportunity to show that we were listening more than ever before,鈥� said Marc Farrugia, executive vice president and chief administrative officer at Sun Communities & Sun Outdoors, which uses 麻豆原创 SuccessFactors to maintain constant communication with employees, provide tools and resources, identify skills gaps, and provide opportunities for additional training.

Farrugia is interested in expanding the skills and development possibilities for employees with new innovations featured at SuccessConnect 2022, such as the . 鈥淧eople鈥檚 choices and aspirations change so rapidly nowadays that giving them tools to communicate effectively and ultimately take charge of their own journey is what I think will help us continue to succeed,鈥� he said.

As the largest rural lifestyle retailer in the U.S., Tractor Supply Company is a 鈥渄emand-driven, needs-based company,鈥� said Hollie Cummings, the company鈥檚 senior director HR Strategy and Team Member Experience. So, when it came time to choose a new software solution for HR, the project team gathered feedback and ideas from the employees. 鈥淲e were really able to take a step back and listen to our team members. It鈥檚 really important for us to listen to them first,鈥� she said. 鈥溌槎乖� was a top choice. [It] really matched up with our values and culture.鈥�

Skills and development are top of mind at Tractor Supply Company heading into 2023. 鈥淎s we look forward to 2023, our key priority will be career pathing, reskilling and upskilling our workforce,鈥� Cummings said. 鈥淎s we know, sourcing and attracting talent are more difficult today. We want to make sure we鈥檙e setting up our teams for success, and they also see a long-term journey with Tractor Supply. That鈥檚 really important for us.鈥�

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Martin however had more than a dream to compete. She had a mindset.

Focus on Outcomes

One shot at a time: This is the mindset that has enabled Martin to maintain resilience and stamina during the most demanding moments on the golf course and in her career. She says the key is 鈥渇ocusing in on what you want that next shot to be.鈥� It鈥檚 a technique she learned from legendary sports psychologist , who explained how to channel adrenaline to stay focused in the present and not get distracted by missed shots.

鈥淚t all comes down to knowing what you can control,鈥� Martin says. 鈥淎nd really focusing in on what you want that outcome to be. Then ultimately getting to that end result or that goal you want to achieve.鈥�

Martin carries this mindset over to her career as an account executive at 麻豆原创, where she is responsible for managing customer relationships. 鈥淚 really enjoy talking with customers to understand their needs and how we can help provide the best solution,鈥� says Martin, who joined 麻豆原创 in March 2020 as a presales solution advisor. 鈥淚 love working with my manager and the team to solve complex business problems. Ultimately, it鈥檚 just a great company.鈥�

That Ping Golf Ball

Growing up in New Hampshire, Martin regularly joined her father, an avid golfer and retired manufacturer鈥檚 representative, for rounds on the golf course. While she enjoyed many other sports, something about golf really inspired her. 鈥淚t鈥檚 just a great environment,鈥� she says. 鈥淚t鈥檚 a great thing to do. It keeps me active. It keeps me social and, yeah, it鈥檚 a lot fun.鈥�

To this day, she carries the first golf ball ever given to her: a yellow and orange Ping golf ball. Though the company long ago ceased production of its popular golf balls, Martin says, 鈥淭hat鈥檚 always in my golf bag, just as a reminder of when I started.鈥�

You Only Get One Shot

In high school, Martin earned the distinction of becoming the first female player on the school鈥檚 varsity golf team. 鈥淚 wanted to be a member of a team in high school,鈥� she recalls. 鈥淚 loved being able to lead the path to be the first.鈥�

Though she acknowledges that there can be a stigma attached to female golfers, she says she was fortunate in having the support of the other team members. 鈥淎gain, I think it goes back to what you can control. I really focused in on being able to play well and show that I belonged there. I think the guys on my team rallied around that. It was a lot of fun,鈥� she says. During her junior and senior years, she was chosen as team captain. 鈥淭hey knew I could represent and really focus in on what we needed to do to perform and be that piece of the puzzle to help the team overall.鈥� With her leadership, they won the New Hampshire state high school championship for boys, girls, and team in 2007.

Martin was recruited to play on the golf team at the , where she maintained the lowest-scoring for the women鈥檚 golf team until 2022. The highlight of her senior year was playing in the Wendy鈥檚 Invitational in Charleston, South Carolina, in October 2012. Arriving a few days early for the tournament, she played on the iconic Ocean Course on Kiawah Island, ranked #4 among U.S. public golf courses and known for its stunning ocean views and unsparing wind conditions.

鈥淚 always wanted to play the Ocean Course. Everybody knew it was something I wanted to do.鈥� She was grateful for that extraordinary opportunity. Her team went on to win the tournament and Martin won the individual competition. 鈥淚t was a very special few days,鈥� she says.

In college, Martin refined her warm-up routine to get into a focused 鈥測ou only get one shot鈥� mindset for tournament play. She still applies these methods. She hits the same irons for 20-30 minutes, then a few with a fairway wood, and ends with the driver. She then wraps up her preparation on the putting green. Her secret: 鈥淚 typically only use one ball when practicing putting,鈥� she says. 鈥淢y college coach said, you only get one shot on the golf course. So, why would you bring three different golf balls to practice with on the putting green?鈥�

Firing a 68 for Women鈥檚 Sports

As a professional with a full-time job at 麻豆原创, Martin makes it to the golf course three to four times a week, whether for nine holes, 18 holes, or practice. She optimizes the short New England golf season by playing 60-75 rounds a year, including off-season trips to sunnier locations. In the 2020 season, she set a new women鈥檚 course record at the , where she is a member, from the red tees.

She says she鈥檚 excited about the technologies that are gaining popularity in the sport, like yardage range finders and GPS. 鈥淭he control that you can get over the ball has really changed exponentially,鈥� she says, citing new analytics software programs that are vastly helping players improve their play in ways that were not possible in the past. 鈥淭hat鈥檚 really changed the game.鈥�

In July 2021, Martin won the , in Lowell, Massachusetts. The annual charity event raises money for women鈥檚 sports and high school girls to receive scholarships for college. As announced on , Martin 鈥渇ired a smooth 68鈥� with 3-under to win the event on her first attempt. In her , she thanks the crowd鈥檚 enthusiasm and excellent course conditions, saying, 鈥淚t was an awesome experience!鈥�

厂础笔鈥檚 Support for Bringing Her Whole Self to Work

Many golf events and tournaments take place during the week, which is a challenge for Martin, who says she needs to be very selective about which events she will dedicate time to as a player. The annual USGA Mid-Amateur Championship topped her list. 鈥淭his was something I set as a goal with my manager at the beginning of the year: to make the Mid-Amateur. I wanted to get back into that highest level of competition, which I hadn鈥檛 been able to really do since college,鈥� Martin says.

Her manager, Billy Baker, 麻豆原创 SuccessFactors vice president, East, understood that Martin鈥檚 passion for golf is an important part of her whole self as an 麻豆原创 SuccessFactors employee. To require her to suppress that part of herself on the job would result in unhappiness and frustration for Martin 鈥� and a likely loss of valuable productivity for 麻豆原创. Martin is very grateful for Baker鈥檚 encouragement. 鈥淗e was extremely supportive and very adamant that we need to follow our passions so that we can succeed not only at work but also in our personal lives.鈥�

鈥淭racy鈥檚 passion for competitive golf is an important part of her life,鈥� says Baker. 鈥淚t is beneficial for employees to have outlets outside of the workplace to provide additional fulfillment and happiness. Tracy applies the energy and mindset she gains on the course to her work life. I believe that fulfilled employees will bring their best selves to work.鈥�

Support for Martin鈥檚 dream to play in the USGA Mid-Amateur Championship did not end with Baker. Greg Healy, 麻豆原创 SuccessFactors regional vice president, East, also extended his backing for Martin to achieve her personal goal while managing her 麻豆原创 career. In fact, Martin鈥檚 entire team has been enthusiastically following the developments of her tournament play and qualification matches.

鈥淏ringing one鈥檚 whole self to work is not just a tag line for our team. It is something we embrace and encourage,鈥� says Healy. 鈥淭racy鈥檚 leadership, execution, and attention to detail help her excel in her job and create raving fans with her customers. These traits also allow her to execute at a high level in one of the world鈥檚 most difficult sports. To say I am proud of Tracy is an understatement and we are lucky to have her as a part of our team.鈥�

鈥淚 have an amazing support system from family, work, and friends and they just really inspire me to make sure I can play the best golf I can,鈥� Martin says. 鈥淚 feel like I can be myself at work and on the golf course. It鈥檚 been an amazing couple of years being at 麻豆原创 and just receiving that support throughout the entire time I鈥檝e been here.鈥�

One Shot at a Time

As Martin leans in to 2023, she looks forward to helping 麻豆原创 SuccessFactors customers achieve their business goals with the right support and resources. 鈥淚 love the part of my job that allows me to really help people and identifying what their needs are. I鈥檝e had nothing but great experiences with my customers,鈥� she says.

Martin says that golf has taught her a great deal about human potential and resilience. 鈥淕olf is very difficult because you never know what you鈥檙e going to get on any given day,鈥� she says, noting that you never really have the same shot twice. 鈥淵ou have to have the tenacity and the ability to put a round behind you and come out the next day and really just focus on that round. I think it鈥檚 something that people who play golf can understand.鈥�

Having relished the honor to compete this year at the USGA Women鈥檚 Mid-Amateur Championship, Martin was through her rounds and returned safely back home to New England well before the arrival of Hurricane Ian. Next year, she will attempt to qualify again. True to form, she鈥檒l take it one shot at a time.

He remembered how his phone lit up with messages of outreach from people who wanted to express their lament — in a personal way — to Thurston, who is Black, for four centuries of racial injustice. 鈥淚t was real. It was awkward. And it was beautiful all at once.鈥�

The events of 2020 inspired Thurston to channel that energy into activating societal change for liberty, justice, and belonging. He said, 鈥淚鈥檝e learned a lot since then and I feel that I claim to teach, which is the best form of teaching, to learn at the same time.鈥�

Thurston recently took his message of empowerment and inclusion to people and culture leaders at in Las Vegas. He appealed to them to embrace the challenges and opportunities of their leadership roles as they endeavor to change work for good through policies and programs. This message resonated with the audience, who were attending the keynote to learn how leaders and employees can co-create a future of work that cultivates productivity, well-being, and innovation by building a culture of belonging.

鈥淏elonging is something that organizations still struggle with,鈥� said Aaron Green, chief marketing and solutions officer of , which hosted SuccessConnect 2022. 鈥淲hen we talk about things like internal mobility, reskilling, and truly unleashing human potential at work, none of this is possible if people don鈥檛 actually feel like they belong. Creating a culture of belonging is the first step in creating a truly sustainable workforce.鈥�

Citizen Is an Active Verb

In the podcast 鈥�,鈥� Thurston explores how societal themes of equity and fairness influence government and how people can reclaim their collective power to bring about change. 鈥淭o citizen鈥� is an active verb that mandates participation, said Thurston, who emphasized that every person should have the feeling of liberation, justice, and belonging. 鈥淚nclusion means everybody.鈥�

鈥淭o citizen,鈥� he said, we must do four things: show up and participate; invest in relationships with ourselves, others, and the planet; understand power and the ways we have access to it; and value the collective self, not just the individual self.

Three Lessons for Liberty, Justice, and Belonging

As an activist with a message of hope for sociopolitical empowerment, Thurston said experience has already taught him some lessons about the dynamics of power. 鈥淥ne of the first things I learned in this is to adjust our expectations,鈥� he said, noting that systems in place for hundreds or thousands of years cannot be changed in one election cycle. 鈥淲e鈥檝e got to set a different type of goal, maybe not instant completion, instant gratification; maybe gratitude to participate in a journey that began well before us and will continue after us.鈥�

He has gained an understanding for how various groups cling to power. 鈥淎s we engage in this epic quest to level up and extend liberty and justice to all, I鈥檝e also learned to be sensitive to the real feelings of dispossession, of loss, of fear for those who are positioned as the insiders,鈥� he said, identifying a false charitable mindset, grounded in assumptions of superiority, as just one of the pitfalls that can arise when people are not authentic in their commitment to inclusion.

Thurston asked audience members to do their part to distribute the power of technology for societal good, saying 鈥淲e鈥檙e too long in the game to pretend that we can make all of this better by just adding technology.鈥� He expressed his thoughts about how technology is used and for what purpose. 鈥淚 think about crypto and blockchain and I get very excited 鈥� and very skeptical 鈥� because we use the same language: minting, mining, even chains. We want to financialize everything. But what if we could use those tools to actually help build stronger bonds?鈥�

Enriching the Journey Through Human Connection

Joining Thurston on stage at SuccessConnect 2022 were executive leaders who are advancing diversity, equity, inclusion, and belonging (DEI&B) initiatives at global organizations. Their goal is to create a more sustainable workforce by putting in place policies and initiatives that support the workforce. Shelley Zalis, CEO, , said that more needs to be done, especially to protect employee retention. 鈥淲e need to get smart about this and just ask our employees, what do you need to stay?鈥� Speaking to the senselessness of , as called out by Arianna Huffington of , Zalis said, 鈥淲e pay more attention to the people that are leaving than the people that are here.鈥�

A lack of belonging is among the frequently cited reasons for employees to leave an organization. Leaders can take steps to bolster employee retention by providing an environment of psychological safety that allows employees to bring their whole selves to work. Supriya Jha, chief diversity and inclusion officer, , noted, 鈥淭he beauty of psychological safety is that you don鈥檛 necessarily understand it unless you鈥檝e gone through that feeling of being the only one, that feeling of not being able to speak up, that feeling of needing to blend into the background so you鈥檙e not seen. If you鈥檝e gone through it, you start realizing the true value of psychological safety.鈥�

鈥淛ust watch and observe,鈥� advised Prerna Ajmera, general manager, HR Digital, Transformation Programs, . 鈥淚f you鈥檙e in a meeting and you find two people sitting quiet, why are they quiet? Is it because their superiors are in the meeting and culturally, they won鈥檛 speak? Or is it something else? Are they not feeling like they鈥檙e the in-crowd? Encourage them 鈥� be their ally.鈥�

Jha shared with the people and culture leaders in the audience her perspective on the value of the difficult and enriching work required to create a workplace that fosters authentic connection and belonging. 鈥淲hen we talk about diversity and inclusion being a journey, and being a long journey, please also look at it in another way,鈥� she said. 鈥淵ou are travelers on this journey. You are enriching yourselves with the entire experience.鈥�

Watch a recording of the SuccessConnect 2022 keynote:
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鈥淚n racing, as in business, speed is the name of the game,鈥� said Vicki Furnish, vice president of Global People Solutions Operations and Analytics, NTT DATA Services, a part of NTT DATA, a $22B, top-10 provider of global business and IT services, headquartered in Tokyo. NTT DATA Services is based in Plano, Texas, with 50,000 workers and revenue of $4B. In recent years the company has been growing rapidly through acquisitions.

鈥淐ompanies can no longer wait to implement newer technologies or we鈥檙e going to be left behind by our competitors,鈥� Furnish told an audience at , where she presented NTT DATA Services鈥� cloud journey. 鈥淲e鈥檙e in a constant state of acceleration. We鈥檙e using technology to change the game.鈥�

Rapid Ascent to the Cloud

NTT DATA Services鈥� journey to the cloud started with its established 麻豆原创 footprint in 2012, when the division ran to help meet the needs of its then-20,000 employees in five countries. When 麻豆原创 bought SuccessFactors that same year, NTT DATA Services quickly pivoted to implement the new cloud-based software suite for human resources.

Furnish says that her team started with 麻豆原创 SuccessFactors Performance & Goals and 麻豆原创 SuccessFactors Compensation and later migrated to 麻豆原创 SuccessFactors Employee Central. 鈥淲e were able to get our 麻豆原创 SuccessFactors Employee Central module implemented globally across five countries in six and a half months,鈥� she said.

In 2016, NTT DATA Services in an acquisition that expanded its offerings to become a comprehensive portfolio of business and IT services. The team at NTT DATA Services was able to get the core functions of 麻豆原创 SuccessFactors Employee Central running in six months from the time the deal was signed. 鈥淲e鈥檙e very excited about that,鈥� Furnish said.

Two questions come up whenever Furnish shares the success story of NTT DATA Services鈥� migration to the cloud: How did you do it? How big is your team?

Lots of pre-work and preparation went into the project, according to Furnish, and executive buy-in was an important factor in seeing the project through to completion. With NTT Group leadership on board, the project was set for success. As for the team size, it鈥檚 remarkably similar to the six-person pit crews of IndyCar fame. 鈥淚鈥檓 very honored to manage a large team today, but the ones who manage our global 麻豆原创 SuccessFactors configuration and maintenance are six very smart and talented people who are deployed across the globe,鈥� said Furnish.

Lessons from the Speedway

Lessons learned at NTT DATA Services come straight off the speedway. Furnish said, 鈥淭o compete in this culture of speed, there are two things we can learn from the world of motorsports. First: reduce resistance. Second: keep the pedal down.鈥�

One of the biggest barriers to speed in organizations today is outdated legacy software, tools, and technologies, which act as digital drag on efficiency. 鈥淲hile it鈥檚 easier said than done, updating those technologies and systems will unleash a powerful set of capacity and capabilities,鈥� said Furnish, who noted that sometimes the problem is that there can be too much great technology to choose from. She recommended honing in on technologies that offer clear value, allow easy collaboration and quick implementation, and meet the strategic needs of the business.

Talent was identified as an area of investment at NTT DATA Services. 鈥淲e are a professional services company, so people are core to what we do,鈥� Furnish said. By looking at the whole person throughout the employee life cycle, the organization has advanced its people agenda. 鈥淥ur approach is, if we put the right foundation in for our team and people, our team members will be successful. If they are successful, we will then be successful in our business.鈥�

Keeping pace with customer demand and the competition will always be a challenge, but Furnish is optimistic. 鈥淚 think moving to the cloud has kind of leveled the playing field. The companies that are nimble and address updating their technology quicker and faster are the ones that are going to take charge.鈥�

The Checkered Flag

At the closing of her presentation, Furnish waved the metaphorical checkered flag for the takeaway: 鈥淐hange is constant, but what we鈥檙e seeing is coming at us historically faster,鈥� she said. 鈥淚 would encourage all of you to remember the strategic objectives that you are focused on with your team, leverage all of your resources, and ask for help when you can 鈥� because in this environment of speed, it takes your entire team to win the race.鈥�

As this industry grew, the city attracted entrepreneurs, investors, and engineers to become the 鈥�.鈥� Wichita now nationally at No. 1 in manufacturing jobs as a percentage of all jobs and No. 3 in percentage of jobs classified as 鈥渧ery high-tech.鈥�

The recent launch of The Smart Factory @ Wichita, a new, immersive across a variety of use cases, is the latest milestone in the city鈥檚 proud history of innovation. The project, led by Deloitte, aims to accelerate digital transformation in manufacturing and address the challenges organizations are facing, including a volatile global economy, supply chain issues, labor shortages, and more, to help navigate today and build competitive advantage for the future. For visitors, it鈥檚 an opportunity to see first-hand how Industry 4.0 solutions bring connectivity, intelligence, and transparency to the supply chain within a fully operational, smart manufacturing environment.

The Smart Factory @ Wichita is expected to host more than 5,000 visitors over the next year. The 60,000 square-foot facility is housed on the Innovation Campus at Wichita State University, where it is connected to the university-managed smart grid and has renewable energy generation on-site. As a showcase for the future of manufacturing, The Smart Factory @ Wichita operates sustainably at net-zero energy consumption and is outfitted with wind trees, solar assets, and smart lighting.

The Smart Factory @ Wichita recently celebrated its opening with a summit in June. 麻豆原创 is proud to be a founding sponsor 鈥� along with Deloitte, Dragos, Infor, Siemens, and Wichita State University 鈥� within an extended ecosystem that includes stakeholders from software, hardware, robotics, consulting, academia, and others.

Darcy MacClaren, senior vice president of Digital Supply Chain and Industry 4.0 for 麻豆原创 North America, . She believes the facility is a must-see experience for customers.

鈥淭he Smart Factory @ Wichita is a truly unique experience for visitors to envision how Industry 4.0 can drive value for their business,鈥� she says. 鈥淚 cannot emphasize the value of the real-life experience strongly enough. The immersion in the live production environment allows visitors to experience smart manufacturing concepts in a way that鈥檚 not possible through standard conversations or presentations.鈥�

De-Globalization Opens the Way for Innovation

The launch of The Smart Factory @ Wichita comes at a critical time as businesses search for solutions to overcome manufacturing challenges. As a result of the pandemic and supply chain pressures, deglobalization is leading businesses to diversify their supply chains away from dependence on one supplier or region. As recently reported in , many businesses are looking for ways to move their manufacturing capabilities closer to home and improve automation.

鈥淲hile there鈥檚 recognition in the industry that the evolution to true end-to-end smart manufacturing is a must-have in today鈥檚 ever-shifting environment, at the same time, it is challenging for an organization to put the necessary complex architecture in place on its own,鈥� says Stephen Laaper, principal and smart factory leader, Deloitte Consulting LLP. 鈥淚n response, we saw a huge opportunity to convene an ecosystem of world-class solution and technology providers and bring together the Internet of Things, cloud, artificial intelligence, computer vision, and more under one roof at The Smart Factory @ Wichita.鈥�

Showcasing 麻豆原创 Solutions for Industry 4.0

The Smart Factory @ Wichita brings the to life, providing organizations an under-the-hood view of how 麻豆原创 solutions support digital transformation and intelligent automation, the underlying concepts of Industry 4.0. More than 50 use cases for smart manufacturing are available on-site, ensuring that both supply chain experts and newcomers will find the content accessible and informative.

鈥淭he Smart Factory @ Wichita is a terrific showcase of the digital supply chain technology that helps our customers unlock the value of Industry 4.0,鈥� says MacClaren. Visitors will see an impressive array of advanced robotics and automation that power everything from the shop floor to the robot coffee baristas. At the core is 麻豆原创 S/4HANA, the intelligent enterprise cloud solution that runs mission-critical operations with integrated supply chain solutions for manufacturing and asset management. These and other digital solutions enable the physical production line on the shop floor.

The next step, according to MacClaren, is to enable the full end-to-end supply chain scenario, including 麻豆原创 technology supporting product innovation for R&D and engineering, logistics for warehousing and transportation, and supply chain planning.

For customers during their innovation journey, the solution offers business transformation-as-a-service to smooth the evolution to a cloud-based, intelligent enterprise that runs smart manufacturing solutions. Find out about .

STEM Education Kits to Empower Students

Core to the purpose of The Smart Factory @ Wichita is its mission as a factory that helps produce and distribute a product with a purpose. In partnership with , The Smart Factory @ Wichita turns out components for Smart Rover Kits, all of which use 100% recycled polyethylene terephthalate (rPET) collected from the local recycling stream as the primary raw material, bringing the circular economy to life.

The kits are then assembled and shipped to schools with initial donations impacting 1,000 middle school students in Metro Detroit, Philadelphia, and Wichita. The program aims to reach 800,000 students in the U.S. over the next four years. The mission of Deloitte鈥檚 Smart Factory Believers Program is to empower the traditionally underrepresented students of today to become the diverse STEM innovators of tomorrow.

Closing the Skills Gap in Partnership with Industry

The Smart Factory @ Wichita also serves Wichita State University students as an applied learning environment for smart manufacturing and its impact on sustainability outcomes. The need is critical, according to a from Deloitte: 鈥淭he manufacturing industry is facing a skills and talent gap that will leave 2 million of nearly 3.5 million manufacturing jobs unfilled.鈥�

鈥淲e鈥檙e building traction as an emerging leader in the field of digital transformation; and trailblazers 鈥� like Deloitte 鈥� are taking notice that Wichita State鈥檚 research and expertise give them a competitive edge,鈥� said Dr. Rick Muma, president of Wichita State University. 鈥淎nd our students benefit from the applied learning opportunities that they鈥檒l gain at The Smart Factory @ Wichita. As Deloitte professionals educate the workforce of tomorrow, Shocker students train side-by-side with experts in the fields of smart manufacturing, artificial intelligence, Internet of Things, and robotics.鈥�

For more information, visit . And to learn about 麻豆原创 solutions for smart manufacturing, industry 4.0, or supply chain, visit .

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