With AI-powered innovation and a unified approach to HR service delivery, organizations can create the seamless, connected experiences employees expect while unlocking new levels of efficiency and strategic impact for HR. That鈥檚 exactly what 麻豆原创 is enabling with the 麻豆原创 SuccessFactors Enterprise Service Management solution, recently delivered in the 1H 2025 release and now available.

Leading companies like , a global producer of natural ingredients for the food and beverage industry, are already seeing the impact, with benefits such as:

• 33% reduction in case resolution times
• 4X productivity increase
• 80% reduction in e-mail writing time using generative AI

Paul Wittig, head of HR Operations & Services, D枚hler, said, 鈥淓nterprise service management for HR is a huge step towards a more digital and, therefore, more transparent and structured way of work.鈥�

The future of HR service delivery is now

The employee experience is shaped not just by big career moments, but by everyday opportunities, interactions, and the ability to get support when it鈥檚 needed. That鈥檚 why one of the most critical HR touchpoints in any organization is the HR help desk鈥攁nd it鈥檚 also one of the most overburdened.

HR service reps at large enterprises often work in shared business centers and are responsible for managing high case volumes and diverse requests, ensuring accuracy and compliance. They may process hundreds of service requests in a month, each taking 1-3 days to resolve depending on the complexity of the issue, leaving employees waiting for the answers they need and HR teams overwhelmed by volume.

But this model is evolving鈥攁dvancements in technology solutions are fundamentally reshaping how this work gets done. It鈥檚 no longer just about processing more cases, faster. It鈥檚 about preventing many of those cases from being raised in the first place. Intelligent, AI-powered tools enable employees to find answers independently, reducing case volumes and allowing HR teams to focus on more complex issues that require human expertise.

According to Gartner*, 鈥淏y 2025, 70% of organizations with more than 2,500 employees will have invested in an HR service management solution.鈥�

The momentum is clear, and organizations taking action are already seeing the benefits: reduced case volumes, faster resolution times, and a more seamless experience for both employees and HR teams.

The potential of AI to transform service delivery is also reflected in recent 麻豆原创 SuccessFactors research. In one survey, 89% of employees said their workplace experience would improve if they could use AI to get answers to HR questions. In a related survey, HR leaders identified self-service and other AI-enabled administrative tasks as the most valuable use cases for their teams鈥攆reeing them from repetitive requests and creating space for more meaningful conversations with employees, from career development to conflict resolution.

The question is: what does HR service really look like in an era where embedded AI has the potential to transform not just the speed, but the entire nature of support?

The benefits of a single cloud platform, powered by AI

麻豆原创 SuccessFactors Enterprise Service Management enables organizations to completely reimagine HR service delivery with a unified cloud platform powered by AI.

Enhancing the employee experience is among the top benefits of 麻豆原创 SuccessFactors Enterprise Service Management. Delivering added value to HR, the solution can harness the power of AI to help search, analyze, and update the underlying knowledge base and policy data, enabling it to better address employees鈥� questions in the future before cases are generated. can give employees instant access to the answers and support they need through collaboration tools, a rich knowledge base, and omnichannel self-service experiences.

For example, imagine an employee with questions about parental leave. Instead of submitting a case and waiting for an HR response, the employee can simply ask Joule the question from directly within the platform. Joule can provide accurate, personalized guidance based on company policies and the employee鈥檚 specific eligibility, helping to instantly resolve the inquiry without any manual intervention. If the question is more complex or requires documentation, the technology helps seamlessly create and route the case to an HR service rep, along with all relevant details, working to ensure fast, informed support. The best part: Joule can be accessed from anywhere across 麻豆原创 and is not just contained within HR.

The solution also benefits HR teams by helping to simplify daily operations and significantly scale efficiency. 麻豆原创 SuccessFactors Enterprise Service Management can enhance HR service delivery behind the scenes with AI-driven case management, automated document handling, and intelligent knowledge updates, working to reduce manual effort for service reps and improve compliance. AI at work is central to this process, enabling auto-classification of service requests, content summarization to give agents a concise, contextual view of each case, and next-best action recommendations to help resolve issues quickly and effectively. The solution can continuously learn from past interactions, helping to make classification and resolution processes smarter and more accurate over time. Generative AI can further elevate efficiency by automatically generating clear interaction summaries, consistent resolution recaps, and professional, personalized e-mail drafts鈥攈elping to accelerate case handling, enhance communication quality, and ensure a more seamless, consistent service experience for both employees and HR teams.

With embedded 麻豆原创 Analytics Cloud, HR teams can gain real-time visibility into service performance, enabling data-driven decisions to further optimize operations and elevate the employee experience.

A win for the business, employees, and HR

麻豆原创 customers that already use 麻豆原创 SuccessFactors Employee Central for core HR are well positioned to quickly implement and reap the benefits of 麻豆原创 SuccessFactors Enterprise Service Management. Together, these solutions can create a unified, AI-powered foundation that can deliver personalized, compliant HR support at every touchpoint.

Real-time, trusted core HR data from 麻豆原创 SuccessFactors Employee Central helps ensure employees receive accurate, context-aware support, while quick actions embedded in the solution can make it easy to complete common HR tasks with just a few clicks鈥攁ll within the flow of work. Within 麻豆原创 SuccessFactors Enterprise Service Management鈥檚 case management experience, HR service reps can also benefit from direct access to the 麻豆原创 SuccessFactors Employee Central people profile, available as a mash-up, helping to provide immediate, secure visibility into relevant employee information without the need to switch systems. The solution can extend core 麻豆原创 SuccessFactors HCM investments with a secure, compliant service layer to help maintain centralized data governance, streamline service processes, and reduce manual effort鈥攚orking to ensure a seamless, intuitive experience for employees and HR teams alike.

We all know that HR is not just a back-office function. It is central to shaping employee experience and driving business outcomes. With 麻豆原创 SuccessFactors Enterprise Service Management, powered by 麻豆原创 Business AI, organizations can deliver the support employees expect while reducing HR workloads and improving efficiency. The result? A triple win for the business, employees, and HR.

Learn more about .

Lara Albert is chief marketing officer at 麻豆原创 SuccessFactors.

*Source: Gartner: Market Guide for Integrated HR Service Management solutions, May 2024

One in four Americans hitting peak burnout before turning 30, and over half of American workers across age ranges they are currently experiencing at least moderate levels of burnout. The state of modern workplace stress is accelerating, and it can create mental health concerns for employees鈥攁s well as high turnover, low productivity, and worse business outcomes for employers.

What鈥檚 fueling it? Increasingly, point to 鈥減seudowork.鈥� Pseudowork is busy work: the constant churn of e-mails, meetings, and low-impact tasks that leave employees drained and unfulfilled.

When a workday is filled with seemingly endless busy work, it may be a natural reaction to get home and ask yourself, 鈥淲hat did I actually accomplish today?鈥� Simultaneously exhausting and demoralizing, pseudowork may be a key contributor to the burnout increasingly felt by younger generations.

If pseudowork is a key contributor to employee burnout, then the solution may be the opposite: opportunities for real learning and development in the workplace. Almost a third of employees that high-quality training at work left them feeling 鈥渢ruly enlightened and invigorated.鈥� They also felt 鈥渉ighly valued and empowered鈥� by their employers, recognizing the continuous investment in their development. In addition to the obvious benefit of creating a more highly-skilled workforce, learning opportunities help employees feel a sense of achievement, excitement, and empowerment鈥攂reaking up the pattern of pseudowork and combatting burnout in the process.

This kind of meaningful learning can be unlocked through , which allows people from the entire 麻豆原创 ecosystem to access a wide range of to enjoy while taking a break from answering yet another e-mail. Structured 麻豆原创 Learning Journeys can allow workers to dive in at their own pace according to their unique needs and goals. They can be seamlessly integrated into daily work routines to allow employees to forge their own continuous learning path. As an said herself, 鈥溌槎乖� Certification boosts my confidence and adaptability. Continuous learning听not only enriches my knowledge base but also ensures that the solutions I provide are cutting-edge and in sync with the evolving tech landscape.鈥�

By integrating continuous learning into daily routines, organizations can do more than build skills鈥攖hey can reinvigorate their teams and begin to truly counter the effects of pseudowork.

Sabine Benz is head of Enablement and Engagement at 麻豆原创.

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 .

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 .

, 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.

Here are five key focus areas and tactics that support the success of BWN’s D&I program.

Empower Employee Engagement

Organizations can promote employee engagement to advance their D&I strategies by cultivating a culture of inclusivity and belonging, providing opportunities for employee input and participation in decision-making processes, offering D&I training and education, and creating affinity groups or employee resource groups to support underrepresented voices. Additionally, organizations can establish mentorship programs, career development opportunities, and leadership roles for diverse employees to promote their growth and advancement within the company.

Central to BWN’s mission is building and maintaining a vibrant community of engaged members. Through a diverse array of chapter events and initiatives, highlighted in its , BWN facilitates networking, knowledge sharing, and skills development opportunities. By organizing over 543 chapter events globally in 2023, BWN has successfully engaged over 19,000 members, driving robust engagement across the organization. This effort not only amplifies the voices of women and our allies but also cultivates a culture of inclusivity and collaboration. This is highly valued by Supriya Jha, chief diversity & inclusion officer at 麻豆原创: 鈥淭he Business Women鈥檚 Network has accelerated 厂础笔鈥檚 journey toward its gender parity goal, which is a high priority within our overarching diversity and inclusion strategy. What makes BWN鈥檚 contributions to gender equality so impactful is its focus on business outcomes and elevation of 麻豆原创 as a responsible organization that drives positive change and opportunities for all.鈥�

Leverage 麻豆原创 Technology to Achieve KPIs

麻豆原创 can help organizations advance their D&I strategies by providing tools and applications that can enable organizations to track and measure diversity, equity, and inclusion efforts, such as employee demographics and compensation data. Our solutions also help identify areas for improvement, create inclusive workplace cultures, and promote awareness and education on D&I topics. Additionally, 麻豆原创 solutions can help organizations develop and implement D&I policies and initiatives, as well as build a listening program that collects feedback from employees in the flow of work, enabling them to monitor progress and report on their D&I goals and outcomes.

BWN strategically utilizes 麻豆原创 solutions to help streamline operations and achieve key performance indicators (KPIs). Leveraging , BWN can simplify the membership onboarding process, helping to ensure a seamless experience for new members. enables the creation of a robust analytics dashboard, providing valuable insights into member engagement and program effectiveness. With , BWN gains access to comprehensive member data, facilitating targeted career development initiatives. Moreover, empowers BWN to understand key drivers of employee engagement, including D&I, to improve employee experience through data-driven insights and action planning.

Promote Career Development

To truly make opportunities meaningful for everyone, employees need to be skilled and ready for increasingly demanding roles and growth. That is why an organization鈥檚 D&I programs must include targeted programs to support the advancement of skills, especially for underrepresented groups, as well as create a culture that values and supports diversity in leadership positions. To enable this reality, organizations must implement inclusive recruitment and promotion practices, set diversity goals, and provide resources for employees to learn about distinct cultures and perspectives.

BWN鈥檚 efforts are an outstanding illustration of this commitment, as it strives to advance the careers of its members through mentorship and professional development initiatives. With over 55% of members participating in mentorship programs, BWN empowers individuals to reach their full potential. By providing access to role-specific data and development plans through , BWN facilitates personalized career growth opportunities, contributing to a more diverse and skilled workforce.

Foster Allyship and Partnerships

To achieve gender parity, we must view it as a collective effort. Organizations play a crucial role in encouraging allyship and forming partnerships to advance D&I strategies. Leveraging online platforms and communication tools can bridge geographical gaps, connecting employees and facilitating open dialogues about diversity and inclusion. Training and resources on allyship, unconscious bias, and inclusive leadership allow employees to gain a deeper understanding of D&I issues. Equally vital is the need for organizations to learn from peers and other industries players鈥� best practices related to D&I.

Recognizing the importance of allyship and collaboration, BWN actively engages male allies, partners, and customers to drive meaningful change. With 13.5% of its membership comprising of men 鈥� a 4% increase since 2022 鈥� BWN cultivates a culture of inclusivity and mutual support. Moreover, through collaborative events with other Employee Network Groups and internal 麻豆原创 groups, BWN promotes intersectionality and solidarity within the organization, amplifying its impact beyond borders.

Use AI to Break Bias

Recognizing the inherent biases that can impede progress, organizations must . AI offers numerous avenues for breaking bias within organizations. A notable example is the implementation of AI-driven recruitment and promotion processes, which minimize unconscious biases, allowing talent to shine irrespective of gender or background. It is also possible to standardize the interview process, reducing bias by providing structured questions and evaluation criteria. Anonymized decision-making, facilitated by AI, removes identifying information from candidate profiles, preventing unconscious biases from influencing outcomes. Through the responsible and ethical use of AI technology, organizations can leverage its capabilities to create fairer and more equitable workplaces where diversity thrives. This approach not only promotes inclusivity but also enhances the quality of decision-making, leading to a more diverse and innovative workforce.

By embracing these key focus areas and tactics, BWN continues to inspire change, create opportunities, and thrive together, driving 麻豆原创’s success and building a more equitable future for all. This is supported by its recent awards, including the prestigious , which is a testament to the exceptional efforts and contributions made by BWN in advancing gender equality and promoting women’s leadership within 麻豆原创, and the , which recognizes the outstanding contributions and influence of employee resource groups (ERGs) in driving positive organizational change and promoting an inclusive workplace culture.

BWN’s commitment to diversity and inclusion sets a benchmark for excellence in the corporate world. Together, we elevate possibilities and inspire realities, paving the way for a more inclusive and prosperous future.

Mayara Alves Tabone is global product marketing specialist at 麻豆原创 SuccessFactors and BWN global communications director.

For the majority of employees, work comprises enjoyable projects and duties but also routines and tasks that can be tiring or difficult. To make the work experience as positive and efficient as possible, experts and companies around the globe seek to continuously improve the realities of their workforce. This is also true for 麻豆原创.

Meetings, All Kinds of Meetings

An important facet of today鈥檚 work reality is meetings. They are where all sorts of work decisions are prepared and made, where briefings take place, where teams build up their team identity, exchange thoughts, solve challenges, share updates, align across geographical time zones, and much more. In many cases and for many roles, meetings consume a considerable part of overall working hours. So it comes as no surprise that, in their most recent project, the Future of Work team at 麻豆原创 and 麻豆原创 AppHaus colleagues joined forces to develop an easy approach for teams to improve their meeting routines.

鈥淎s featured by Forbes in May 2023, an average . This is a challenge we want to address with the Meeting Workout game,鈥� says Andreas Hauser, SVP and head of 麻豆原创 AppHaus Network. 鈥淏y innovatively blending play with productivity, we can transform these hours into opportunities for meaningful engagement and collaborative innovation, paving the way for a future where every meeting is a step towards building stronger, more dynamic teams.鈥�

The Imperative for Efficient Meetings

According to a , inefficient meetings have been identified as the top disruptor to productivity, with an excessive number of meetings following close behind. As 麻豆原创 Chief Future of Work Officer Christian Schmeichel states: 鈥淭he way we are working is changing rapidly, and both the rise of hybrid work and new technologies have increased the number of meetings for many of us. Hence, it鈥檚 an imperative to foster meetings that best utilize our time, spark energy, and drive outcomes. The Meeting Workout game can help with an engaging workshop format that can not only improve meeting effectiveness but can enable teams to set new standards for workplace collaboration on their journey into the future of work.鈥�

Playing for a Better Meeting Experience

From the initial idea to create a game for teams to improve their meeting routines, it took the New Work Practices team and 麻豆原创 AppHaus a few weeks to design, test, and produce the Meeting Workout game. However, what might look like a fun project was very similar to any other design and innovation project.

鈥淚n our planning meetings and test sessions we really tried to put ourselves in the shoes of all kinds of teams in different organizations and setups,鈥� recall project members Beate Riefer, UX designer at 麻豆原创 AppHaus, and Filip Weidenbach, HR project expert in New Work Practices. 鈥淭hrough a very generic phrasing of the cards and in simple steps, the game should be applicable in the most diverse, if not all, environments. It鈥檚 not as easy as it might seem 鈥� and it鈥檚 the reason why we established breaks in our meetings to keep the energy and concentration levels up. Here鈥檚 an important recommendation for all teams playing the Meeting Workout game: have plenty of sticky notes and a variety of snacks available!鈥�

50 Meeting Workout Games Available

The Meeting Workout game can be a perfect opportunity to help actively inspire and support teams in restructuring their current meeting formats. Users can choose between the virtual version available on Mural, a do-it-yourself, , and a tangible board game version.

The Future of Work team at 麻豆原创 is gifting 50 board game versions on a first-come, first-serve basis. People or teams that would like to test and use the board game can contact PressFutureOfWork@sap.com, thereby acknowledging that their postal address and contact information will be used only for the delivery of the game shipment, in accordance with the .

Waltraud Grimm is communications lead for 麻豆原创 Future of Work.
Imke Vierjahn is communications lead for 麻豆原创 AppHaus.

Top photo courtesy of Hyun Lee

A confusing benefits enrollment experience is a significant source of frustration for many employees and can leave them feeling uncertain about their benefits elections. The majority of employees struggle to understand their benefits options and navigate through the enrollment process.

As a result, many employees choose to simply roll over their previous year鈥檚 elections rather than review and update their choices to ensure they are getting the most out of their benefits. This often leads to missed opportunities to take advantage of lower-cost options or benefits that are a better fit for them and their family and can even lead to increased attrition of top talent.

With the first half 2024 release, updates to the solution can enable you to empower your employees to take control of their benefits with an intuitive guided enrollment experience.

Making Benefits Enrollment More Seamless, Simple, and Intuitive

The new benefits enrollment experience in听 introduces a process-driven approach to benefits enrollment that helps simplify and streamline the activity. Available for insurance, savings plans, and pension benefit types, this new enrollment experience can enable employees to make better, more informed benefits choices without the unnecessary hurdles.

Here are some key highlights:

Guided Enrollment

A step-by-step progression flow guides employees through the process, working to simplify navigation and helping them complete benefits enrollment. Real-time benefits eligibility updates help employees continually understand the choices and options available by presenting them with all the benefits for which they are eligible to enroll.

Personalized User Experience

Customizable text and instructions enable a tailored enrollment experience aligned with organizational policies.

Flexible Framework

Benefits admins can now have more flexibility in designing the enrollment experience to meet their organization鈥檚 needs with a new framework that helps support the capture of life insurance guaranteed issue amounts, customizable terms and conditions, and enhanced localization capabilities.

Anytime, Anywhere Access

Available on both desktop and the 麻豆原创 SuccessFactors Mobile app, employees can complete benefits enrollment from any location using a mobile-friendly platform that helps ensure a seamless experience across devices.

Employee Educational Resources

Simplified on-screen access to additional resources and information helps employees better understand their benefits and can promote more informed decision-making throughout the enrollment process.

Side-by-side benefit plan comparisons of costs and plan details help employees assess their plan options and select the best-fit plan. Localizable instructional text on each page helps ensure that the benefits and enrollment processes are well understood. Additionally, flexible options for defining contribution amounts within the IRS limits can make it easier for employees to make decisions regarding savings plans and pension elections.

Consolidated Benefits Enrollment Process

Employees can complete all benefits-related tasks including reviewing and updating dependents, completing health declarations, enrolling in benefits, managing beneficiaries, and more through a single consolidated process, helping to improve employee engagement and satisfaction.

to learn more about the new enrollment experience in 麻豆原创 SuccessFactors Employee Central Global Benefits.

To learn about all the other innovations in the 麻豆原创 SuccessFactors first half 2024 release, read the and watch the .

Nicole Ramirez is senior director of Product Marketing at 麻豆原创.

And for you and your business, you can tell all those success stories 鈥� and more 鈥� with the 麻豆原创 SuccessFactors HCM suite and our first half 2024 release.

As your organization and employees begin to embrace AI, HR has the opportunity to drive new levels of employee productivity, engagement, and growth. 麻豆原创 SuccessFactors HCM can give you everything you need 鈥� the global foundation, skills framework, people-first experiences, and purpose-built AI capabilities 鈥� to help take HR to the next level. With the 麻豆原创 SuccessFactors first half 2024 release, we are delivering more than 250 innovative features and enhancements.

麻豆原创 Business AI

In 1H 2024, we are thrilled to introduce more than 25 new AI capabilities to enable better employee experiences and new levels of productivity.

Among these capabilities include the ability for applicants to provide skills during the application process. This can enable recruiters to see a skills compatibility for each applicant based on matching the applicant鈥檚 skills and the job requisition, helping improve applicant screening and time to hire. Furthermore, personalization in 麻豆原创 SuccessFactors Opportunity Marketplace is enhanced with new AI-driven recommendation categories, 鈥淚gnite Your Role鈥� and 鈥淩each Your Aspirations.鈥� These guided experiences can enable employees to proactively take steps to reach their development goals.

Generative AI continues to be embedded across the 麻豆原创 SuccessFactors HCM suite, including new capabilities to help employees create ready-made performance and development goals and AI-assisted writing to help improve the quality, clarity, and conciseness of writing across a variety of areas within 麻豆原创 SuccessFactors solutions.

Further, with this release, insights based on an employee鈥檚 compensation and job history are available to help support managers in having effective and well-informed compensation discussions. 

We have also added more than 15 new capabilities in this release to help both managers and employees get work done in a conversational way, such as creating or changing a position, creating spot awards, clocking in and out, and viewing pay statements as well as time capabilities like requesting time off, checking leave balances, and syncing holidays to Outlook calendars while managers can review and approve time off. Further, employees can now clock in and out using Joule, Microsoft Teams, or the 麻豆原创 SuccessFactors Mobile app.

麻豆原创 SuccessFactors Employee Central

We are excited to unveil two new people profile experiences 鈥� the profile preview and the spotlight view. The profile preview can provide a snapshot of key areas of the employee profile, including job, manager, location, and contact details, to quickly view and connect with others. Additionally, the spotlight view can showcase employee skills and competencies, mentoring and target roles, and other relevant personal and organizational information.

We are also introducing a new org chart experience with a refreshed look and feel. Available on desktop and mobile, users can explore their organizational structure with improved expand and collapse capabilities, which helps provide full accessibility to an employee鈥檚 profile preview, with an option to open the new spotlight view.

Customers can now automatically process new hires from 麻豆原创 SuccessFactors Recruiting and 麻豆原创 SuccessFactors Onboarding into 麻豆原创 SuccessFactors Employee Central. This capability helps further reduce the time to hire, which is especially important with mass, seasonal, and high-volume hiring.

麻豆原创 SuccessFactors Employee Central Global Benefits

With this release, we are pleased to introduce a new benefits enrollment experience for insurance, savings, and pension benefit types. Available on both desktop and mobile, the guided experience for benefits elections can give employees increased convenience with improved navigation and increased confidence with side-by-side plan comparisons and embedded instructional text. Additionally, employees can update dependent information and manage beneficiaries directly from the benefits enrollment process, which helps further streamline the enrollment experience.  

麻豆原创 SuccessFactors Time Tracking

We are thrilled to share the launch of a new time sheet experience that integrates the latest version of My Timesheet in 麻豆原创 S/4HANA with 麻豆原创 SuccessFactors. Employees can now record time for payroll, as well as against activities and cost objects, from a single time sheet across applications. This helps organizations leverage real-time connectivity between HR and finance operations to keep track of employee activity and labor costs and to pay employees accurately and on time.

Additionally, a new monthly calendar view for time sheets can give employees and managers a complete picture of recorded time over a month. Users can drill down into specific days and submit or approve time for pay periods beyond a week, such as biweekly or monthly.

For managers, a new time approval center helps simplify approvals with a centralized dashboard highlighting anomalies for swift resolution. Managers can monitor team working hours effectively, helping to ensure accurate and timely payroll processing.

麻豆原创 SuccessFactors Onboarding

With enhancements to the onboarding journey experience, new hires can now use the new Your Onboarding Checklist page to reference and complete all tasks 鈥� onboarding data collection, compliance tasks, additional onboarding tasks, and exploring the onboarding guide 鈥� from one place with a single view. Available for new hires, rehires, internal hires, and employees with global assignments, this improved experience can save time for onboarding participants while helping to ensure productivity from the start.

And that鈥檚 only a fraction of all the innovations we鈥檙e bringing to customers in 1H 2024. There鈥檚 much more in the release, including new and exciting updates in:

• Generative AI and Joule capabilities
• 麻豆原创 SuccessFactors Opportunity Marketplace
• 麻豆原创 SuccessFactors Compensation
• 麻豆原创 SuccessFactors Succession & Development
• 麻豆原创 SuccessFactors Incentive Management
• 麻豆原创 SuccessFactors Work Zone

Read the and watch the to find out more.

Bianka Woelke is group vice president of Application Product Management at 麻豆原创.

Each year, the conducts in-depth research on the latest trends and predictions impacting the HR function. Our PhD-level organizational psychologists and market intelligence experts aggregate and analyze a mountain of HR trends and predictions data to deliver a list of actionable 鈥渕eta-trends.鈥� For 2024, a list of 611 individual trends were broken down into nine key themes.

Above all, there is no question that 2024 is the year of artificial intelligence (AI). No longer just hype or speculation, AI is officially here. Exciting possibilities have become realities and organizations must embrace AI or risk being left behind. And while our number one HR trend is AI, you can also see its effects across every trend.

Below is a snapshot of the top three 2024 HR meta-trends, with examples of how 麻豆原创 SuccessFactors solutions can help organizations stay ahead of the curve.

1. AI Upends the World of Work as We Know It

I don鈥檛 go a day 鈥� or maybe 10 minutes 鈥� without a customer asking for all the latest and greatest on AI innovation. That makes sense, as AI has dominated the 2024 trends discourse and it鈥檚 increasingly become seen as a way to augment human work.

Trends indicate that using all forms of AI to improve day-to-day productivity will be top of mind for organizations in 2024. In particular, self-serve AI tools like copilots are poised to increase employee productivity on various day-to-day tasks. As employee sentiment about using AI tools at work has improved, so has the ability of these tools to make employees more efficient and effective.

HR use cases abound, particularly within talent acquisition, but concerns continue about data privacy, ethics, and regulatory compliance. There鈥檚 a lot of noise and movement in the space, and regulators and enforcement agencies are acting quickly to keep up.

With the tech landscape and market realities in mind, the HR leaders who head AI implementation programs, maintain a strong policy posture, and avoid overhyped or underbaked propositions to take advantage of the most valuable capabilities will steer their organizations down the right AI path.

Embedding an AI copilot in HR solutions, like , can help employees and managers work faster and smarter by making it easier to find information and complete common HR tasks, such as updating personal data, giving feedback, and initiating a promotion.

2. Skills Become the Center of HR Practices

As AI needs rise within organizations, many organizations will need to immediately respond to determine what AI skills are needed, who possesses those skills, and how to fill skill gaps 鈥� whether build, borrow, buy, or bot. On the other hand, AI capabilities will also drive the ability for organizations to more effectively engage in strategic workforce planning.

Furthermore, in today’s increasingly complex business environment, traditional top-down human resources approaches fail to address employees’ increasing expectations for flexible and personalized career development. In 2024, HR will need to meet employees鈥� growing expectations for bespoke career paths while also solving the broader organization鈥檚 growing skills gaps and talent shortages, which present a major concern for leaders.

Looking forward, it will be interesting to see whether the average organization fully engages in long-term, strategic, skills-based workforce planning, which has long been a strategic objective for many but often remains out of reach as they react to immediate priorities. AI skills could work as a forcing function here 鈥� and contribute to other trend areas like learning and employee potential.

can drive better employee experiences and business outcomes by using a common skills framework across recruiting, learning, performance management, internal mobility, and development.

3. Hybrid Work Returns to the Office

Looking back at our yearly analyses of HR meta-trends, we saw the hybrid work topic shift from a focus on remote work as a reactive tactic to protect employees鈥� health and safety in 2020, to a focus on flexibility in 2021, to maintaining productivity and collaboration while working flexibly in 2022, and finally to an emphasis on underlying flexibility and the need for and benefit of malleable guidelines and principles in 2023. With the recent increase in partial and full return-to-office (RTO) policies, 2024 trends data suggests that the pendulum has swung back to hybrid, referring specifically to work location versus a broader perspective centered on flexibility.

Companies in 2024 will continue to experiment with motivating employees to return to the office in ways that promote productivity, collaboration, and cost savings but don鈥檛 alienate their top talent. But some organizations are focusing more on redesigning the nature of work rather than just mandating where or when work gets done.

help employees adopt a hybrid working model by providing options for common HR tasks regardless of when and where they are working, such as clocking in and out via desktop, mobile, or Microsoft Teams.

There are plenty more strategic takeaways in the full report 鈥� the entire paper is a must-read for HR leaders to learn more from our research team on the latest trends in:

• Diversity, equity, inclusion, and belonging (DEI&B)
• Employee mental health
• Leadership trust
• HR skills and agility
• Compensation
• Sustainability

For additional insights, .

Dan Beck is president and chief product officer for 麻豆原创 SuccessFactors.

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.听

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�

Our team of conducts ongoing research on the evolving landscape of work, workplaces, and technology. This research, along with customer feedback and our commitment to accessibility for all users, helps us design solutions that can meet your employees鈥� needs and enhance your organization鈥檚 DEI&B efforts.

Let’s explore five key ways in which 麻豆原创’s focus on UX helps organizations advance their DEI&B strategies by offering employees an interface that can address their needs in the flow of work.

1. Experiences Designed for Employee Preferences

A core principle of UX is designing with a user-centered approach. 麻豆原创 SuccessFactors solutions allow personalization for users with different backgrounds, abilities, and preferences, helping to ensure everyone can benefit. For example, offers individualized, AI-generated learning recommendations that can prioritize courses based on individual goals, skills, and organizational objectives and categorize them into “need,” “want,” and “must” sections. The solution can enable individuals to identify skill gaps against target roles within their career path and take ownership of their career development planning.

2. Cultural Sensitivity and Awareness

We recognize that many organizations operate on a global scale, with diverse cultural norms and practices. Our solutions can accommodate diverse cultural contexts, helping to promote inclusivity and reduce the risk of exclusion and discrimination in a global context. With localization options, users can have experiences tailored to their needs. For example, can enable your employees to record their name pronunciation and post it to their profile for others to access. This helps ensure colleagues can address them accurately and confidently in meetings. includes cultural competency as a performance parameter, promoting awareness and sensitivity to cultural differences in interactions and work.

3. Systemic Bias Mitigation

麻豆原创 SuccessFactors solutions help combat biases in hiring, promotions, and decision-making. Our UX focus helps promote inclusivity by using non-discriminatory language and content, aligning with organizational efforts to help eliminate bias. Our technology can support your organization in creating job postings equitably with gender bias detection and providing AI-generated, recommended interview questions based on details from the job description to help ensure the interview process is more objective and focused on assessing candidates’ skills and qualifications only. Employees can also add their preferred pronouns to their profile for respectful and identity-aligned addressing by colleagues.

4. Designing for Accessibility

We prioritize to help ensure inclusivity for all users. Our products are designed to accommodate your employees鈥� diverse needs, with features such as screen readers, keyboard support, text resize to 200%, and text spacing with no loss of meaningful information. These inclusive experiences can empower every user to navigate the application without compromising the integrity of content, functionality, or efficiency.

5. Data Collection and Privacy

Ensuring absolute transparency and unwavering privacy is essential when it comes to data collection and protection. Our commitment to these principles includes incorporating AI explainability into our policies, which means that your employees not only have control over their data but also can understand how our AI systems make decisions, helping to prevent unintentional discrimination. Our help ensure data privacy by anonymizing and aggregating information in compliance with regulations. This includes masking individual data, combining it with other information, and incorporating features like consent management, data access controls, and data retention policies. Furthermore, with , you can analyze diversity and inclusion patterns and trends without compromising individual privacy, fostering a climate of trust and data integrity.

麻豆原创 is committed to UX and DEI&B alignment to create inclusive workplaces. With ongoing research, adaptability, and cutting-edge design, 麻豆原创 SuccessFactors solutions can empower organizations to drive DEI&B success and foster a culture of belonging. Explore and take a step toward building a more inclusive and equitable future for all.

Mayara Tabone is a solution marketing specialist at 麻豆原创 SuccessFactors.

To understand the future of employee potential, the for 麻豆原创 SuccessFactors hosted interviews with 57 HR leaders from 麻豆原创 customer organizations and conducted a survey of 1,401 individual contributors from around the globe. The research focused on defining, assessing, and utilizing potential.

Expanding the Definition of Employee Potential

Before an organization can assess employee potential, they need to define it. Across the HR leaders we interviewed, definitions of employee potential fell into three different categories: individual attributes, ability to take on a certain role in the future, and current performance. Most HR leaders struggled to find a definition of employee potential that their organizations would accept, understand, or apply universally and consistently. According to the surveyed HR leaders, an expanded definition of potential would give them a more comprehensive understanding of their workforce鈥檚 potential; enable managers to better understand, discuss, and realize their team members鈥� potential; and ensure that employee potential practices are more inclusive of all employees.

Improving the Assessment of Employee Potential

The research uncovered many challenges in the process of assessing employee potential, including what is measured, how it is measured, and who is involved. The top challenge in assessing potential was rater subjectivity, or raters using their gut feelings, opinions, or biases to inform their assessments rather than the organization鈥檚 definition or criteria. Survey data from employees suggest that HR leaders should be concerned about this bias: about one-third of employees (30%) feel their organizations鈥� potential practices are unfair.

One way that organizations can minimize bias in assessment of potential is by leveraging an artificial intelligence (AI)-powered skills foundation like the talent intelligence hub. The talent intelligence hub powers and can enable organizations to better understand, build, and leverage the skills of their workforces. By understanding individuals鈥� skills, attributes, strengths, and preferences, organizations can make data-driven talent decisions and minimize biased decision-making.

AI can also assist in creating personalized development opportunities for employees based on their potential. By knowing an employee鈥檚 strengths, skills, and aspirations, AI can recommend targeted training and development opportunities that align with their potential growth areas. , powered by the talent intelligence hub, can surface AI-powered recommendations, such learning courses, project assignments, mentors, and internal roles, that can help nurture and retain high-potential talent.

Another challenge that was uncovered in the research is that assessments are missing valuable perspectives on employee potential. Our research suggests that managers do not know as much as they want about their direct reports鈥� potential. This indicates that the manager鈥檚 perspective must be supplemented with other sources.

According to the HR leaders that we interviewed, peers鈥� opinions of an employee鈥檚 potential are rarely included 鈥� only two of the 44 organizations we worked with included peers in a 360-degree assessment of employee potential. According to employees, peers are a valuable data source and are as aware of their potential as their managers are. Having a solution like can optimize this process significantly by using 360-degree reviews to help capture a more balanced and complete view of employee evaluations, including peer reviews. Using the 360-degree review forms, skills can be accessed and rated to highlight areas of achievement and opportunities for growth. The selected skills, together with their ratings, are then updated in the employee鈥檚 growth portfolio.

Using Employee Potential More Effectively

In general, our research suggested that HR leaders currently use potential data to make informed talent decisions in succession planning, career pathing, and performance management. However, HR leaders struggle to use employee potential data consistently across different HR practices. The talent intelligence hub can drive an organization鈥檚 entire learning and talent strategy and help use potential data more effectively. Organizations 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 and can more easily identify and utilize potential.

HR technology can enable organizations to assess potential to make more informed and objective decision-making when it comes to talent management and development. Organizations that can understand and ignite the potential of their workforce will not only realize their business objectives, but also create a positive experience for all employees.

For additional insights on employee potential, read the full report, 鈥�.鈥�

Christina Russo is global director of Solution Marketing at 麻豆原创 SuccessFactors.

Through mergers, acquisitions, and grassroots expansion, the company has grown from a small operation into a large global organization with a decentralized operating model and over 60 facilities and 80 offices on five continents around the world.

Attributing its success to a highly engaged workforce, a number of ATS employees have enjoyed continuous tenure for around 40 years. Committed to continuously developing, engaging, empowering, and energizing its people, the company proudly fosters a safe, positive, and inclusive work environment where everyone is respected and given the opportunity to thrive.

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Modernizing Core HR and Talent Management Operations to Improve Employee Experience

With a renewed HR focus on enhancing the employee experience, automating processes, and integrating core systems, the company envisioned a workforce management environment with fewer manual tasks. The automation company also wanted to simplify the process of onboarding new employees, as its employee population had doubled in size since 2017.

When the time came to modernize its core HR and talent management systems to help it achieve these aims, ATS reached for next-generation HR technology in the cloud to support its ongoing growth. Investing in allowed ATS to consolidate core HR and talent management processes throughout the employee lifecycle on a single technology foundation. Another bonus for ATS is that the suite helps simplify integration with various third-party solutions and other leading solutions from 麻豆原创, including and for use in expense management.

With the adoption of the 麻豆原创 SuccessFactors Employee Central solution to help centralize access to employee information, the company streamlined the addition of new employees into its organization following mergers and acquisitions. An integrated suite of 麻豆原创 SuccessFactors solutions helps connect processes and data from recruiting to onboarding, compensation, learning, and performance and goals management. Mike Stone, director of Global ERP and HR Information Systems at ATS, explains: 鈥淣ew employees gain access to the same benefits as existing employees from day one. They get access to the same learning and performance and goal management tools to support their personal and professional development. And it allows them to see what the organization offers and where they can go in terms of their career potential.鈥�

Before adopting 麻豆原创 SuccessFactors solutions, ATS was reliant on manual, paper-based processes and there was no simple way to track HR metrics. Now, the company can track employee turnover and better understand why its people leave. It can also keep a close watch on the time to fill open positions.

Bringing in the Right Resources as Skills Needs Change

As ATS has a highly trained and highly tenured workforce, including engineers and skilled tradespeople, it鈥檚 important for the company to define those skills and continue to grow its talent base in that area. The company also needs to understand which skill sets will be needed in the future and how to help its people learn those skills as needs change.

鈥淭he next stage of our HR transformation is developing a skills matrix and understanding who’s got what skills and who’s looking to grow those skills, then enhancing that skills composition within the company so that we have succession planning,鈥� Stone explains. 鈥淲ith retirements, we need to know how fast we can fill those positions to get new people in place early enough so there’s a robust knowledge transfer and we don鈥檛 lose that tribal knowledge we have within the organization. 麻豆原创 SuccessFactors HXM Suite helps us measure the important time-to-hire metric, meaning we can be confident hiring within a two-to-four-week cycle in North America. While in Europe, we know it’s a three-month cycle, which makes it a little more challenging.鈥�

As ATS retools for the future, data insights from 麻豆原创 SuccessFactors solutions are helping avoid situations where the company loses expert knowledge held within its people. It is also partnering with universities to create programs that align students鈥� learning with its needs for relevant skills and knowledge.

麻豆原创 SuccessFactors HXM Suite provides the people management technology foundation supporting ATS鈥檚 employee experience and ongoing growth. With solutions for core HR, recruiting, onboarding, performance, compensation, learning, and succession, ATS has the tools needed to build a future-ready workforce today.

To learn more about the core HR and talent management solutions used by ATS, visit us .

Kristin Mestre is director of Brand Awareness and Advocacy for 麻豆原创 SuccessFactors.

To help understand this evolution of the people manager role, the for 麻豆原创 SuccessFactors hosted interviews with 31 HR leaders from 麻豆原创 customer organizations and conducted a survey of 731 people managers and 716 individual contributors from around the globe. Based on the research findings, below are six ways organizations can improve current people managers鈥� performance and experience with 麻豆原创 SuccessFactors solutions.

Utilize Co-Leadership Models

Organizations look to people managers to execute important initiatives and people practices, leading to an overload of responsibilities. Implementing co-leadership structures, even for a short period of time, can reduce a people manager鈥檚 role overload and provide individual contributors with a valuable experiential learning opportunity.

One way to provide an experiential opportunity is through , advanced capabilities available as part of 麻豆原创 SuccessFactors solutions that can help create and manage cross-functional teams that exist beyond traditional hierarchies. reported that 66% of employees who had participated in a dynamic team felt a positive impact on their career, leading to higher engagement. Using dynamic teams can help organizations utilize co-leadership models for projects while also accessing individual contributor potential and incorporating those insights into future succession plans.

Update People Manager Job Descriptions

Many organizations have not updated their formal job descriptions for people managers to accurately reflect changes to their roles, leading to unclear performance expectations and ineffective systems for developing and selecting people managers. One way organizations can streamline this process is through generative artificial intelligence (AI)听in the 麻豆原创 SuccessFactors Recruiting solution. Hiring managers and recruiters can fine-tune job descriptions with generative AI, which allows them to incorporate supplementary content, identify biased language, and help ensure alignment with business requirements. Instead of starting from scratch every time a new position is created or requirements are updated, recruiters and hiring managers can use AI to help draft job descriptions faster and stay in their normal flow of work. And more importantly, the final content is more meaningful, inclusive, and competitive 鈥� presenting a clear and accurate view of the role to attract a larger pool of qualified and interested candidates.

Rethink Career Architecture and Pathways to Advancement

Without other options for growing, gaining status, or increasing compensation, employees will seek people management roles even if they are not suitable for or interested in this type of role. Developing alternative pathways for advancement, such as specialist career paths, for high-performing individual contributors ensures that employees are entering people manager roles for the right reason 鈥� to manage people.

Sharing career architectures more broadly can also improve managers鈥� awareness of internal mobility opportunities, which they cited as a top challenge. Talent marketplaces, like the solution, can improve visibility into development and growth opportunities within the organization. It can provide AI-driven personalized recommendations for learning, mentors, internal roles, and dynamic teams. This allows employees to have experiential learning opportunities and can provide them alternate career paths.

Implement Succession Planning for All

Everyone agrees that people manager roles should become more exclusive, but that also means talent pools will become shallower. Implementing succession planning at all levels of the organization allows organizations to identify 鈥渉idden鈥� people manager talent. When developing succession plans, consider that a people manager does not always need to be replaced with an existing people manager 鈥� and that a people manager鈥檚 next role does not always need to be in management. The solution can make this process easier by helping employees expand their skills and advance their careers with visibility into continuous development dialogue, mentoring opportunities, and AI-powered career planning. It can also optimize succession planning, making it scalable to place the right people in the right roles and helping to secure the 鈥渉idden鈥� people manager talent.

Create a Community for People Managers

People managers consider staying engaged, feeling included, and managing their well-being to be top challenges. Creating a people manager community provides this crucial workforce segment with social support, which research has shown to be a positive driver of the people manger experience. This also offers the organization a clear channel to host two-way communication with people managers. One way to foster a community for people managers is to leverage the solution, which is a personalized digital workspace that helps support and encourage collaboration. People managers can create their own community and connect with each other, allowing for more engagement, sharing of best practices, and improvement in the overall employee experience.

Leverage Technology

Cloud HR technology can help support the strategies recommended here and solve many of managers鈥� most pressing challenges. With 麻豆原创 SuccessFactors solutions, organizations can put their people at the center of everything and create AI-powered experiences that can support current people managers while using talent intelligence to help uncover and develop the managers of tomorrow.

As the expectations of people managers from both employees and organizations undergo constant evolution, the role of people manager will increasingly become more 鈥減eople-centric鈥� 鈥� focusing on support, fostering development, and nurturing a positive culture. It鈥檚 important that organizations use the right HR technology to deliver engaging employee experiences, increase productivity, and drive better business outcomes.

For additional insights on the evolution of the people manager role, read the full report,听“.”

Christina Russo is global director of Solution Marketing at 麻豆原创 SuccessFactors.

Employee experience is linked to a number of organizational outcomes, such as performance, customer satisfaction, retention, and innovation. So, what are the trends redefining how employees think about work and how organizations meet the needs of their people to help them be their best? From the candidate experience to remote work to diversity, equity, and inclusion (DE&I), how can HR leaders gather the right data at scale, understand how employees feel, identify experience gaps, and take the right steps to drive positive work experiences that drive real business impact?

The , published by the 麻豆原创 SuccessFactors research team, shows that there has been a clear focus on improving the employee experience in order to drive organizational outcomes. HR trends are both influenced by and influential on how employees feel, making employee experience a fundamental principle. And it all starts with listening to employees, understanding where the experience gaps are, and identifying the best actions to address the issues.

Navigating Modern Work Challenges

The results of Qualtrics research** show that employees have many wants and expectations for the future of work and organizations need to listen and pay closer attention to these five trends to enhance the overall employee experience and retain and attract top talent.

1. Employment is not only about having a job anymore. Employees want more than just a job. They want to work for organizations that have a sense of purpose and have values aligned with theirs. The more employees feel their employers embody these values, the more they are engaged and want to stay.
2. Confidence and business success also matter to employees. As markets become more volatile, employees want to feel confident in their jobs. They want to know that the organization is taking care of their needs so they have a sense of security, even during times of change.
3. Employees want a better work-life balance. People have been operating at surge levels for years and are reclaiming boundaries for a better work-life balance. Employees with a good work-life balance are willing to go above and beyond for their organization.
4. Flawed processes and inefficient systems have fueled burnout. Ineffective processes and systems remain the top driver for burnout. Giving employees the tools and technology to do their jobs effectively and efficiently  helps increase productivity and engagement.
5. Growth and development are fundamental needs. Opportunities for growth and career progression drive employee retention, well-being, inclusion, and experience expectation levels. Understanding employee skills and providing opportunities for personalized development and growth through job matching, career development, mentorship, and community building are key to meeting employees鈥� short- and long-term needs.

Addressing Trends by Closing Experience Gaps

Technology plays a crucial role in enabling organizations to understand what drives workforce productivity by facilitating continuous listening. 麻豆原创 employee experience management solutions by Qualtrics help organizations listen to their people鈥檚 needs and take the right steps to close employee experience gaps. Employees are empowered to express their thoughts and impressions, while leaders have the insights and guided action planning they need to improve the experience throughout the entire employee journey. This promotes an open and inclusive environment where employees feel heard and acknowledged, ultimately boosting their confidence, productivity, and security.

Learn more about and how they can help you create a more holistic employee experience.  

Mayara Tabone is a solution marketing specialist at 麻豆原创 SuccessFactors.

*U.S. Bureau of Labor Statistics’  via 
**

麻豆原创 SuccessFactors solutions help people be as productive as possible at work and can maximize the potential of any workforce. At the heart of our UX innovation strategy is a . We have an in-house team of behavioral scientists who work in partnership with our product research team, design experts, and our customers. Together, they bring a unique 鈥� and proprietary 鈥� perspective to designing solutions based on how people behave and what they need to be productive at work.

That research has driven our recent major investments in UX. The past few years, the focus of our innovation has been to pair modern design elements with intelligent technologies, so people can quickly complete everyday tasks and feel more accomplished, supported, and engaged. This has created a new and wholly improved suite experience for our customers 鈥� and the work is only just beginning. The journey we鈥檙e on to deliver a people-centric user experience for our customers is realized through three key objectives: simplifying HR tasks, driving employee adoption and engagement, and delivering connected service experiences to meet the needs of today鈥檚 diverse and dispersed workforce.

Simplifying Everyday Tasks

One overarching mission of ours is to simplify everyday HR tasks and increase productivity with high-impact, intuitive functionality. Continuous modernization with refreshed colors and information hierarchy creates a seamless, delightful user interface and enhanced accessibility that your workforce can confidently and efficiently navigate and interact with.

And simplification extends even beyond our own solutions 鈥� a modern approach means we鈥檙e continuously embedding high-value, critical HR processes directly into partner applications that employees use frequently. We integrate 麻豆原创 SuccessFactors solutions with other workplace technology solutions to help keep users productive, what we call meeting people in the flow of work. For example, integrations allow people to perform HR tasks within Microsoft Teams, including asking for and receiving feedback from their managers.

All of which leads to the greatest evolution in UX we can expect in the coming years: . 麻豆原创 has the broadest suite of business applications on the planet, positioning us to be able to deliver the first true system of intelligence and fundamentally change the way in which companies operate. At 麻豆原创, we are embedding multiple types of AI 鈥� predictive, generative, and conversational, which are each uniquely targeted to improving experiences across the entire 麻豆原创 SuccessFactors HXM Suite, including talent acquisition, talent management, and core HR.

We鈥檙e already delivering on this vision with new innovations, such as using generative AI to help build compelling job descriptions and predictive AI to help employees find personalized learning opportunities.

Driving User Adoption and Engagement

We strive to create delightful and intuitive experiences that leave people with a sense of accomplishment and support. That means enabling inclusive experiences that empower all employees to operate in an application with meaningful content, functionality, and efficiency. This guides our design decisions and how we deliver innovative ways that address the unique requirements of each and every individual. Personalization is a must with today鈥檚 digital expectations, which is why we use data and insights to help anticipate and act on employee needs and expectations by empowering them with meaningful and individualized experiences. 

To that end, our modern Horizon visual theme for 麻豆原创 Fiori helps provide a consistent UX. With intuitive experiences across the entire 麻豆原创 SuccessFactors HXM Suite, this helps to accelerate adoption of our software and accelerate learning curves. We delivered the Horizon visual theme to customers with our 1H 2023 release, and with the 2H 2023 release the vast majority of experiences in our products will be standardized in the Horizon visual theme.

Another example of how we are improving engagement is with dynamic engagement cards in 麻豆原创 SuccessFactors Work Zone, delivered earlier this year. These cards can deliver personalized, relevant, and timely news, announcements, and learning opportunities directly to employees鈥� 麻豆原创 SuccessFactors Work Zone dashboards.

Of course, UX extends past the look and feel of our products and into overarching career experiences as well. The whole-self model, which takes into account each individual鈥檚 unique collection of interests, motivations, and preferences, forms the foundation for some of our most exciting capabilities and products, like dynamic teams, 麻豆原创 SuccessFactors Opportunity Marketplace, and the talent intelligence hub. These can enable organizations to become skills-based and future-ready enterprises. For example, our new learning home page can surface learning recommendations to employees based on their interests, passions, and skills 鈥� so they can create a career and development path based on what鈥檚 best for them.

Delivering Connected HR Service Experiences

The third pillar driving our UX strategy is all about efficiency and improving service delivery for HR and beyond. Instead of forcing employees to guess where to find things with endless clicks and links or awaiting responses from a support specialist, employees can expect an experience that is intuitive, responsive, and connected across different services.

With guided experiences within 麻豆原创 SuccessFactors Work Zone, for example, HR leaders can create workflow-based, personalized journeys for employees that take them through a multi-step process possibly spanning multiple systems. This can make the onboarding journey, for example, frictionless and delightful for new workers 鈥� a critical time to make a good first impression. We are especially focused on the experience of deskless workers in 2024. Furthermore, our integrated knowledge base helps reduce HR tickets and can provide employees with quick answers, promoting the shared knowledge and fostering a more informed team.

Looking Ahead

With each release, we are continuously evolving 麻豆原创 SuccessFactors HXM Suite and redefining what鈥檚 possible for HR solutions. Our vision is to continuously create a seamless, intelligent, and integrated user experience that reflects modern employee preferences and workplace realities. As we look ahead, we will continue to invest and improve on our UX with new and emerging tech, like AI, to deliver the experiences workers need 鈥� and deserve.

about how 麻豆原创 SuccessFactors solutions and human experience management can power your people-centered UX transformation. Existing customers can learn more about ensuring they鈥檝e implemented our most up-to-date UX innovations.

To learn more about the second half 2023 release, visit the .

Siva Sundaresan is SVP of Applications Engineering at 麻豆原创 SuccessFactors.

Today, both employees and consumers hold organizations to higher standards. Just as consumers want to spend their money with companies they trust and believe in, employees want to earn theirs from an organization that aligns with their values. In fact, almost of people report that they wouldn鈥檛 work for a company that doesn鈥檛 have a strong purpose.

Business success is no longer measured by profit alone 鈥� instead, it鈥檚 defined by the impact an organization has on every part of its ecosystem. People sustainability 鈥� the intersection of employee engagement and corporate responsibility 鈥� is critical to building a future-ready workforce and requires an organization to consider the policies and experiences of people across their entire value chain. A comprehensive people sustainability strategy can help increase overall environmental, social, and governance (ESG) metrics, drive business outcomes, and build a better, brighter future. 

Good for People, Good for Business

People create new business models, lead critical initiatives, and effect change. With a people-first approach, organizations are more resilient, more capable, more innovative, and more motivated to deliver on sustainability goals.

As the 鈥減eople鈥� experts, HR plays an important role in driving people sustainability. And with the right technology in place, it can start to take a more unified approach to people-centered initiatives. This looks like: tapping into new and diverse talent pools, empowering employees to learn and grow throughout the employee lifecycle, and creating a fair and equal workplace culture where everyone feels a sense of belonging. This not only benefits employees 鈥� it benefits business.

Forward-thinking organizations like are already moving the needle on people sustainability. MOD鈥檚 mission goes far beyond serving delicious pizza 鈥� it believes that companies can and should be a force for good in their communities. 鈥淥ur purpose is to create a place that includes everyone,鈥� Dayna Eberhardt, chief people officer of MOD, tells 麻豆原创 Chief Marketing & Solutions Officer Julia White in a recent interview for .

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The key ingredient to MOD鈥檚 success is its people. MOD is not only committed to investing in its current employees through continuous learning, development, and career advancement, but it also strives to provide opportunities to those who typically face barriers to employment. This includes, for example, individuals who have formerly been incarcerated or have intellectual or developmental disabilities. Today, 99% of company-owned MOD stores have hired people with employment barriers. These hiring practices have led to a more engaged, empowered, and equitable workforce. 鈥淥ur MOD Squad with barriers have a higher sense of belonging, a faster rate of promotion, and a higher retention rate,鈥� Eberhardt says.

Opening the door to opportunity is just the first step to workplace equity, which is why MOD makes the employee experience a top priority. When outdated HR processes were slowing down its recruiting and onboarding, MOD chose to help redefine the value of HR data and processes, empowering the company to put its 10,000 鈥� and growing 鈥� employees who make up the MOD Squad at the heart of its business.

And this is a difference MOD鈥檚 customers can taste. 鈥淲hen we take care of our people, our people take care of our customers, and the business takes care of itself,鈥� Eberhardt says.

As we move into an uncertain future, companies like MOD that are actively prioritizing people, making positive impacts on the communities they serve, and taking real steps towards zero inequality will be best positioned to meet the business needs of today and tomorrow. And by putting people at the center of business 鈥� in purpose, culture, and technology 鈥� these organizations can create a more sustainable workforce and world.

Aaron Green is chief marketing and solutions officer for 麻豆原创 SuccessFactors.

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 .

The HR team at gladly accepted that challenge and raised it, aiming not only to alleviate commuting-associated stress but also to streamline HR processes while incentivizing sustainable transportation alternatives. 

Overhauling Employee Transportation Benefits

With offices in major cities across Belgium and over a thousand employees grappling with a daily commute, Degroof Petercam realized that the bank鈥檚 employee transportation benefits needed a significant overhaul. Employees had to choose one mobility plan from limited options and commit to it for four years. The application process was also cumbersome, miring employees and HR staff in time-consuming, manual tasks.

Degroof Petercam needed an intuitive, flexible application to maximize employee benefits and meet their commuting preferences while encouraging sustainable commuting and minimizing administrative headaches. The bank reached out to Flexso, whose deep HR business expertise and extensive experience with 麻豆原创 Business Technology Platform (麻豆原创 BTP) made it the perfect partner.

Guy Spitaels, head of HR Service Center, Payroll & Systems, explained: 鈥淲e started from a blank page, so it was really important to have a sounding board, and Flexso challenged us in each phase of the project鈥hey really played a critical role.鈥� As for the development process, Bert Van Bree, solution architect at Flexso Digital, said, 鈥淚 think our approach can be summarized as start with design thinking and then scale with architecture thinking鈥� while remembering that 鈥渢he application must really empower the employee.鈥�

Meeting the Personal Needs of Employees While Helping the Planet

Flexso鈥檚 human-centric approach, combined with the power of 麻豆原创 BTP, resulted in a new mobility app perfectly tailored for the employees and the business. The user-friendly app gives employees the flexibility to spend their yearly commuting budget on an array of options 鈥� public transportation, leasing a traditional or electric bike, leasing a gas-powered, hybrid, or electric car, or any combination of the above.

For example, an employee might choose to drive on days when they are dropping a child off at school or heading straight to the gym after work and then take public transportation at other times. The app allows users to simulate infinite combinations of different transportation scenarios to create their ideal commute. Degroof Petercam employees value 鈥渢he transparency and the flexibility of our tool,鈥� Kira Zouboff, HR business analyst, said, and the simulations allow them to 鈥減lay in the tool. They discover all of its features while they are making their own choices, meeting their personal needs.鈥�

To reduce the bank鈥檚 overall carbon footprint, the new app awards employees a 鈥済reen bonus鈥� when they choose more sustainable options, a benefit that has increased Degroof Petercam employees鈥� sustainable commutes by 50%. 鈥淲e can incentivize the reduction of our carbon footprint while offering a very flexible solution, and the fact that the tool is consolidating all of the data helps us report on long-term sustainability solutions in line with all of the initiatives that are led by our group sustainability manager,鈥� Zouboff explained.

Efficiency Improvements for HR

As for the HR team, the new mobility app automatically assigns each employee鈥檚 transportation budget and provides a real-time view of employee choices and requests through the user-friendly administrative platform. After the app’s rollout, Degroof Petercam saw a 75% improvement in efficiency around the administration of mobility benefits.

The mobility app is also a powerful recruitment tool for like-minded top talent. 鈥淚 think our large and flexible mobility offer is absolutely an asset in the war for talent,鈥� Spitaels said.

The Full Episode

The guests from Degroof Petercam 鈥� , , and 鈥� joined , to discuss the origins and implementation of the app:

• : Spitaels, Zouboff, and Van Bree shared insights behind Degroof Petercam鈥檚 inspiring move to offer sustainable transportation alternatives as a benefit to its employees in an easy-to-use mobility app.

• : Spitaels, Zouboff, and Van Bree continued the conversation and dug deeper into how real-time integrations with mobility providers and an intuitive app interface came together to help employees better understand the impact of their transportation choices.

Empowering Employees by Focusing on Their Well-Being

A recent Harvard Business Review article argues that a daily commute is an important ritual that can increase employee well-being and job satisfaction. At Degroof Petercam, current and future employees are empowered to create a daily routine that works for them 鈥� walking, biking, driving, public transporting, or carpooling to a perfect day.

Interested in more stories that feature companies innovating for people, productivity, and the planet? Check out:

• : As one of Europe鈥檚 leading frozen food brands, FRoSTA is committed to sustainability and environmental protection. The company aims to be a digital champion in the frozen food sector by 2025. Ultimately, FRoSTA鈥檚 employees will help bring about this change, reduce the company鈥檚 environmental impact, and drive its success.
• : In 2022, Cepsa presented its new strategic plan for 2030, 鈥淧ositive Motion,鈥� which projects the company鈥檚 ambition to be a leader in sustainable mobility, biofuels, and green hydrogen in Spain and Portugal and become a benchmark in the energy transition. Cepsa places customers at the heart of its business and will work with them to help them advance their decarbonization goals.

For the full episode and the on-demand Better Together: Customer Conversations series, visit .

Timo Elliott is vice president and global innovation advocate at 麻豆原创.

Also, the way we learn has transformed due to shifting employee expectations around technology and new work conditions. Balancing compliance and regulatory requirements while enhancing internal mobility, career growth, and the employee experience is now a business essential. Learning must close skills gaps for personal development and align with strategic business needs in today’s marketplace.

The highlights upskilling and talent attraction as key. To predict business needs, organizations must plan and target skills gaps. They must also understand employees’ career goals and take their whole self into consideration for personalized development. This approach creates engaging experiences and aligns with what employees want.

Learning drives transformation but breaking traditional silos challenges skill growth alignment. Many organizations have invested in learning experience platform solutions to increase learner engagement, but this approach alone has not solved the challenge of increasing skills growth across the organization while aligning learning to strategic business goals.

Connected Learning as Strategic Part of Skills Growth

The 麻豆原创 SuccessFactors Learning solution is a key part of our broader future-ready workforce strategy to help align the ambitions of people and organizations for shared achievement of accelerated skills growth. Later this year, customers can expect an enhanced integrated learning experience for 麻豆原创 SuccessFactors Learning.

While this will include a redesigned, revitalized homepage, it will also help identify the many learning options available to employees 鈥� the items that people 鈥渉ave to learn,鈥� such as mandatory learning for safety and compliance; those that they 鈥渘eed to learn鈥� to excel in their roles and achieve business objectives; and what they 鈥渨ant to learn鈥� based on their own interests, aspirations, and motivations.

Here, the integrated learning experience will leverage the framework within the 麻豆原创 SuccessFactors portfolio. The talent intelligence hub is a centralized framework that helps organizations understand the skills their employees have today, the gaps that exist, and the ways in which to close those gaps. With machine learning and artificial intelligence (AI)-powered intelligence, the talent intelligence hub can provide highly personalized learning and development recommendations to help ensure employees develop their skills sets while pursuing a career aligned to their ambitions. This accelerates upskilling and reskilling at scale while delivering unique talent experiences for every employee.

This fresh take on corporate learning fosters an intrinsic culture of upskilling within the corporate landscape. Considering employees as a whole 鈥� with a data-driven view of their skills, wants, and needs 鈥� can drive workforce progress in an organic manner. That鈥檚 because a motivated and talented workforce contributes to a future-ready business strategy that employers can sculpt to meet the ever-changing demands of a fluctuating market.

Four Ways to Address the Skills Gap with the New Integrated Learning Experience

1. Prioritize learning opportunities that encourage collaboration, growth, discovery, and curiosity while ensuring employees stay compliant with business and legal objectives.
2. Accelerate upskilling processes through greater visibility, access, and navigation through the integrated learning experience.
3. Improve engagement through experiences that prioritize and organize a learner鈥檚 individual needs, skills, interests, and aspirations.
4. Individualize opportunities and personalized recommendations for learning activities, mentors, temporary assignments, and more, fueling professional development through 麻豆原创 SuccessFactors Opportunity Marketplace.

All of this can allow organizations to curate the strategic attributes they expect in their people while also supporting their growth and development aspirations. Being on a skills transformation journey the integrated learning experience has already piqued the interest of organizations looking to support both their employees and their overall business strategies. Simon Wi脽mann, director of Corporate HR at Bertelsmann SE & Co. KGaA, believes 鈥渢hat the new integrated learning experience with its modern look brings added value to our employees by restructuring how mandatory trainings and trainings for personal growth are presented and added to the personal learning journey.鈥� By integrating the new experience with its learning strategy, Wi脽mann is confident that 鈥渋t will help to develop critical skills in our organization by closely linking together talent and learning processes while enabling employees to grow to their full potential.鈥�

This essential focus on employee experience in a more unified way can promote a culture of learning and growth in an organization鈥檚 landscape, which is essential for succinctly meeting critical business objectives. It is increasingly clear that when a company invests in accelerated upskilling solutions to create agile workforces that understand their individualized contributions to the organization鈥檚 overall strategy, it can reap extraordinary benefits.

Want to know more about or the values of upskilling in the modern economy? Read .

Margit Bauer is director of Solution Marketing for 麻豆原创 SuccessFactors Learning.

Now the organization is expanding its strategy to create a digital virtuous circle founded on a simple principle: the only way to deliver a seamless, personalized customer experience is to do the same for employees. It鈥檚 designed to provide artificial intelligence (AI)-based training and career development at the precise intersection of customer expectations and employee skills and aspirations.

鈥淯sing technology and empirical evidence, we can provide a positive, personalized employee experience that motivates people to deliver that little extra effort, going above and beyond for the benefit of our customers,鈥� said Tim Gregory, managing director of HR Innovation and Workforce Technology at Delta Air Lines. 鈥淚f you do well by your people, they will do well by customers. This is the cornerstone of our skills-based organization.鈥�

Generative AI to Help Customers and Employees

Speaking at this year鈥檚 , Gregory said that Delta Air Lines is developing a generative AI proof of concept slated to automatically transform generic skill descriptions into more accurate capabilities that reflect the job鈥檚 requirements based on real-world, updated employee and customer data in context.

鈥淲e want to include the concept of intuitive reinforcement learning from human feedback (RLHF) that allows the hiring manager to provide feedback to the machine, going beyond just fine-tuning,鈥� he said. 鈥淭hat way, our employee鈥檚 time goes towards benefiting our customers and achieving our business goals.鈥�

Here are highlights from Gregory鈥檚 presentation where he shared how Delta Air Lines was investing in the company鈥檚 employee experience to the delight of customers and for the organization鈥檚 competitive advantage.

Linking CX to EX Generates Customer-Centric Business Results

According to Gregory, research found that skills-based organizations were 107% more likely to place talent effectively and 98% likelier to retain high-performing talent and have a reputation as a great place to grow and develop. It鈥檚 impossible to argue with the strong business results of Delta鈥檚 strategy that links the customer and employee experience. ranked Delta the sixth best employer in the world. The airline is No.1 in on-time arrivals and a trusted consumer brand.

Just as data reveals what matters to customers most, so does it surface insights to help Delta create a positive employee experience, whether someone was just hired or has ambitions to move up in the organization. For example, Delta has already exceeded one of its objectives to fill 25% of corporate and management positions with people who are currently in customer-facing roles.

“Delta people are highly diverse with many kinds of backgrounds, educational levels, and capabilities,鈥� said Gregory. 鈥淏ringing our frontline employees into management makes solid business sense because they have a customer-centric perspective that they鈥檒l incorporate into their managerial role. That will enable us to have a strategic direction focused on our customers. These folks can leverage their existing knowledge so that the learning curve and time to productivity is lower than if we were to hire externally. It鈥檚 more cost-effective to move someone up through the organization, and it gives us a deep bench of talent for succession planning.鈥�

Gregory added that 90% of non-executive management roles at Delta Air Lines no longer require a college degree.

Career Path Intelligence with 麻豆原创 SuccessFactors

To help employees move from an hourly, customer-facing role to the salaried corporate position of their dreams, Delta Air Lines is building a dynamic, skills-based experience for continuous employee learning using the talent intelligence hub in . Individual employees have a growth portfolio, which is a profile that includes their current skills and competencies mapped to formal and informal learning opportunities within and outside the organization, some recommended by AI-based algorithms. 

鈥淲e are incorporating disruptive technologies like our AI-driven skills ontology that automatically incorporates industry trends with embedded intelligence,鈥� said Gregory. 鈥淲e can say which skills are most important to Delta Air Lines and the employee can easily combine those with their current capabilities, strengths and styles, and aspirations to create a personal career path. All of the content is based on Delta-specific skills and personalized to each employee鈥檚 career goals.鈥�

How to Build a Modern, Skills-Based Organization

Centralizing employee profiles with opportunities to learn and collaborate on one intelligent platform provides Delta鈥檚 employees with development paths that reflect the organization鈥檚 business strategy. 

鈥淲e鈥檝e taken our approach to customer experience and applied it to the employee experience, building a modern, skills-based organization,鈥� said Gregory. 鈥淥ur digital virtuous circle means that we invest in our employees, the employees invest in our customers, our customers invest in us by choosing Delta Air Lines, and our shareholders keep investing in us to keep the whole flywheel turning.鈥�

Susan Galer is a communications director at 麻豆原创. Follow me @smgaler.

When fast-growing Mexico-based pharmacy retail chain San Pablo Farmacia faced the same challenge, it found the solution through adopting employee experience management technology. San Pablo Farmacia was established in 1936 and built on traditional customer service values, providing customers throughout Mexico City and beyond with a full-service pharmacy. The company offers over-the-counter medications, natural health products, and home delivery and call center services. With significant e-commerce operations, it offers a delivery service throughout the country, even in locations where it does not have a physical store.

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Equitable Learning Boosts Employee Performance, Talent, and Engagement

An important part of the company鈥檚 business model is to employ people with no previous experience and allow them to acquire skills, become certified, develop, and grow. Committed to being an employer of choice and wanting to be seen as one of the best companies to work for in Mexico, the company developed an employee experience strategy. It mapped out what it means to be an employer of choice in terms of offering and delivering opportunities for meaningful work and personal growth in a positive work environment.

To realize this strategy, San Pablo Farmacia would need to put employees at the center of every step of the employment journey. First, attracting and engaging quality talent and expertly managing its large volume of new hires each year called for improvements in its recruitment process. Then, enhancing onboarding and training experiences for new hires while giving everyone access to the relevant systems and data for optimal efficiency required transforming and connecting in a range of talent management processes.

As the cornerstone of its inclusive and modern approach to talent management, San Pablo Farmacia adopted an integrated, cloud-based HR and talent management solution, which included . To move from traditional, in-person training to online delivery, San Pablo Farmacia created an intuitive and engaging training experience that employees can consume at their convenience. By integrating the learning solution with other talent management applications, it can design personal training and development plans in line with its growth strategies and the individual needs of the entire workforce. With the introduction of its first online learning program, the company delivered certified training to 1,800 employees without the need to transport its people to a training location and take them away from their pharmacy stores.

Optimizing HR Operations and Payroll

Elsewhere, automated payroll processes reduce the risk of human error while giving managers access to modern tools to simplify employee management and shorten approval cycles. With a single source of truth for employee data, managers are empowered with the information they need to set and track performance objectives. And for customer-facing employees, mobile access to self-service HR tools provides an intuitive experience that has increased employee engagement and satisfaction.

With the solutions in place, San Pablo Farmacia has enhanced organizational agility, attracted quality talent, , and shaped a positive workplace culture.

More engaged employees are seen as brand ambassadors, directly impacting customer satisfaction, achieving an average delivery time of just 42 minutes to service customers at home. And according to Forbes, San Pablo Farmacia ranks among the top-rated customer service pharmacies in Mexico as of July 14, 2022, and it has aligned with the standards of a great place to work in Mexico every year since 2018.

Future-Proofing the Workforce Through Technology

In terms of next steps, San Pablo Farmacia is working toward transforming commissions so they鈥檙e nonlinear. With the right tools, the company can better determine which products to promote and give its people real-time access to sales data and the benefits they will receive from selling the merchandise.

麻豆原创 SuccessFactors Human Experience Management (HXM) Suite helps provide the technology foundation behind San Pablo Farmacia鈥檚 top-ranking reputation. The company uses a suite of 麻豆原创 SuccessFactors solutions for core HR, payroll, recruiting, onboarding, performance, compensation, learning, succession, and development.

To learn more about these solutions, visit us .

Maryann Abbajay is chief revenue officer at 麻豆原创 SuccessFactors.

The is here to help. Each year, this team of PhD-level organizational psychologists and HR technology market intelligence experts aggregate and synthesize data from a wide range of reputable business press resources that put forward HR trends and predictions and conduct a content analysis to derive key themes or 鈥渕eta-trends.鈥� For 2023, the analysis involved 73 resources, leading to a list of 346 individual trends, which were then categorized into seven broader meta-trends.

Below is a quick recap of the 2023 HR meta-trends and a few examples of how organizations of all sizes are using 麻豆原创 SuccessFactors solutions to get ahead 鈥� and stay ahead 鈥� of the curve.

From Trend to Foundational: Employee Experience

If you do a quick comparison from past years鈥� meta-trends analyses, you鈥檒l notice an elevated shift for the employee experience. To no surprise, this topic continues to dominate the conversation and has become a cornerstone for HR and business strategies. With the recognition that all HR meta-trends are shaped by and shapers of the employee experience, our team of experts have “graduated” employee experience from trend to a foundational principle.

鈥淗R digitalization was a key objective in our transformation to address our work culture challenges. Our necessary to develop and engage our people was an important aspect enabling the execution of our business strategy.鈥�

鈥� Arun Serikar, Director Global HR Technology,

1. Winning the Race for Skills

With the combination of employees maintaining the upper hand in the job market and many parts of the world continuing to face relatively tight labor markets, the focus on skills-based hiring and employer brand has skyrocketed the race for skills into the number one slot for 2023.

鈥淲e knew that to continue to be an employer of choice, we wanted to satisfy the needs of our employees and applicants who were demanding an enhanced experience.鈥�

鈥� Cherilyn Nobleza, Executive Director HR Transformation and Analytics,

2. Mobilizing the Workforce for the Future

Organizations are continuing to lean into learning and development to keep employees engaged and properly skilled 鈥� and with economic uncertainty likely leading to a shift between external hiring and internal mobility, this topic remains top of mind.

鈥淭hanks to , we have transformed into an organization that prioritizes learning and growth and our employee engagement has significantly increased. We are now composed of people with a habit of learning not once a month but a little bit every day.鈥�

鈥� Adela Giral Lopez, CHRO,

3. Adopting Emerging Technologies with Purpose

As artificial intelligence (AI) use cases within HR begin to span across the employee journey, employees are beginning to see the added value for help in completing basic tasks and receiving personalized recommendations. But for that comfort level to grow, it鈥檚 imperative that HR teams remain vigilant in ensuring the use of intelligent technology is fair and transparent.

鈥淲ith support from 麻豆原创, we have been able to extend the functionality in 麻豆原创 SuccessFactors solutions to create an innovative solution that helps employees identify and develop the skills that will be vital in the digital world and the future of our company.鈥�

鈥� Gabriel de Diego, HR Strategy and Transformation Director,

4. Making Flexible Work, Work

Who wouldn鈥檛 love a four-day work week? This is just one of the many options being considered 鈥� and, in some cases, implemented 鈥� as organizations continue to experiment with new flexible work options designed for where, when, and how work happens.

鈥� is helping us truly empower and engage our employees by creating one space where employees can find everything they need and get virtual support to get their work done 鈥� no matter where they are.鈥�

鈥� Yoav Ventura, Cofounder and Managing Partner,

5. Embedding Holistic Well-Being Everywhere

Although many have settled into the 鈥渘ext normal鈥� from a working perspective, there are still a significant number of stressors at play that emphasize the need for organizations to continue their understanding, support, and prioritization of employees鈥� holistic well-being 鈥� including their mental, physical, emotional, and financial health.

鈥淩egularly engaging with employees is critical to ensure everyone鈥檚 voice is heard, their needs are addressed, and there is a positive work environment that makes people want to stay with us.鈥�

鈥� Tennyson Devoe, Senior Director of Safety and Organizational Excellence,

6. Embracing the Complexity of DEI&B

In 2023 we鈥檒l begin to see organizations take a 鈥渓ifecycle approach,鈥� meaning diversity, equity, inclusion, and belonging (DEI&B) will be embedded across all people-related activities, with particular focus on practices related to talent acquisition and retention.

鈥溌槎乖� solutions are helping us achieve our diversity and inclusion goals. Greater visibility into the total workforce and transparent, improved reporting capabilities allow us to set recruitment and succession targets around race, gender, and disability.鈥�

鈥� Jeanett Modise, Group HR Director,

7. Preparing People Leaders for Today and Tomorrow

Your next generation of leaders will play a significant role in the success of your organization and in 2023, it鈥檚 all about developing leadership and management skills across the workforce. Keep in mind 鈥� not every high-performing individual is a good fit for managing a team so alternative paths outside of the traditional career ladder should be made available.

鈥淥ur talent strategy brings stronger engagement through clear objective setting, , and development conversations. We have the opportunity to improve internal mobility through succession planning capability, creating a diverse talent pipeline at all levels.鈥�

鈥� Fiona Brunskill, Director of People and Cultural Change,

For additional insights on the meta-trends and how you can prepare for what鈥檚 next, read the full report, .

Carrie Klauss is global director of Solution Marketing at 麻豆原创 SuccessFactors.

With 5,000 employees in more than 100 countries and 14 production sites, tesa faced a new challenge in the wake of growth and expansion: how to improve the HR services and communication needs of global teams.

The company was already operating on multiple local HR solutions that struggled to keep up with evolving demands.

For this reason, tesa set itself the goal of driving digitalization and moving to a single, harmonized global HR solution that could manage employee and company data worldwide. Looking for synergies and solutions, tesa decided to go with 麻豆原创 SuccessFactors Employee Central for its digital HR transformation. Beiersdorf, tesa’s parent company, and 麻豆原创 already had an existing relationship, so it made sense to follow the same path.

鈥溌槎乖� SuccessFactors Employee Central is the tool to reach our goal of innovating HR for our business,鈥� said Marta Knutelska, HR digitalization manager for tesa. 鈥淲ith this new tool, we want to improve transparency and ease-of-use concerning our HR topics for all employees and managers worldwide.鈥�

With 麻豆原创 SuccessFactors Employee Central, tesa now has a better-running HR service for their teams around the world, enabling greater visibility and transparency across the organization. With interactive organization charts, employees can now explore the structure of their entire organization even better and quickly access key contact information to help them stay better connected. Beiersdorf acted as an internal partner through the implementation, sharing best practices and lessons learned.

鈥淭his implementation was so smooth and would not have been possible without the collaboration between Beiersdorf, BSS, and tesa. Because our teams worked so closely, the implementation went fast without any bigger issues,鈥� said Knutelska. 鈥淲e are a global company with global structures. Thanks to 麻豆原创 SuccessFactors Employee Central, we now have seamless visibility and improved access to the right data.鈥�

The company will continue to push forward its HR digitalization in the next couple of months. With 麻豆原创 SuccessFactors Employee Central, tesa is one step closer to a more visible, collaborative, productive, and future-ready workforce. This change also fits perfectly with the company’s “People Values,” which include working cross-border in large, international teams that drive things forward together.

Sam Holleman is an employee communications manager at 麻豆原创.

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: , 听, 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 .

For too long many companies have taken advantage of their people, simply because they could or because they were too slow to recognize the importance of culture and leadership. The power dynamic has shifted from government to employer to employee to a whole new power base and hierarchy: employee to employer to government. Add to this severe talent pool shortages brought about by demographics, geopolitical change, digitalization, and a new generational attitude to formal sector employment 鈥� in short, a shift to the experience economy around late 2016.

Companies most impacted by the Great Resignation are those with attitudes like 鈥淚f you don’t like it here, you can get a job somewhere else,鈥� those that don鈥檛 treat their people like human beings but rather as disposable capital line items. Frontline workers suffered the most in the past, but since 2014 the power balance tipped more and more to these employees and away from leaders and the organization鈥檚 human capital management (HCM) function. What we’re experiencing now is the first of a potential series of great corrections 鈥� and the risk of not addressing it poses a serious sustainability and growth risk for companies.

The workforce across all ranks now has much more power and influence. After the pandemic, many employees are now saying 鈥淚 don’t want to be treated this way and I would rather have no job than this job!鈥欌�� Prior to the pandemic, fear of the unknown was enough to keep somebody in an 鈥淥K鈥� job. But, people were furloughed, some lost their jobs, and many who didn’t lose their jobs were still distressed and fearful. Suddenly, the unknown became a lot less scary, and when employers now offer them 鈥淥K鈥� and 鈥渦nknown,鈥� they are choosing 鈥渦nknown.鈥� It is no surprise that so many people are leaving their jobs.

The Great Resignation is a sustainability warning to companies that have not focused on culture and leadership for a while. It is a great opportunity to double down to give people a workplace with a culture and climate in which they want to work and want to do the kind of work they feel is meaningful to themselves and their company.

The workplace is an environment of the leadership and employer鈥檚 own making. Employee experience affects all levels, not just junior employees but also more senior leaders whose high number of resignations is being coined the Grey Resignation. The Grey Resignation will hurt business as much as the Great Resignation.

When most leaders speak of challenges in finding the right talent, there鈥檚 a greater than average chance that they鈥檙e really talking about digital skills. This is understandable: we largely operate in and are moving further towards a digital world. In this digital world, organizations need the ability to create experiences that keep customers returning and employees engaged. This also means an increasing reliance on the organization鈥檚 ability to rapidly and successfully deploy new applications and services, based on leading technology.

However, there is more than one elephant in the room. One is that the skills needed are often the preserve of young people. The assumption is that the valuable digital skills are based on the technology with which those newer to the workforce grew up. These capabilities are highly prized and, if they can鈥檛 be obtained through hiring, can be developed through training programs for young people.

Yet while there is certainly appetite for employers to provide up- and reskilling support to those newer to the workforce, it is a benefit that is highly valued across all demographics. According to a听, more than half (57%) of all workers say they are 鈥渆xtremely鈥� or 鈥渧ery鈥� interested in participating in upskilling programs, with 听53% of those aged 55 and above view upskilling as 鈥渧ery鈥� or 鈥渆xtremely鈥� important.

And yet it is the latter that are rapidly exiting in the workforce. This Grey Resignation represents a huge loss of talent, experience, and networks that cannot be easily replaced. For the most part, businesses are in danger of overlooking this before it is too late. The issue is exacerbated by culture debates and oversteer policies in an accelerated attempt to rectify diversity and inclusion targets since historically the older worker will predominately identify as male.

Why can鈥檛 older talent be easily replaced? Because so much of their capability is founded in deep-rooted experience and knowledge that is not easily collated and shared by formal means or automation. Some industries have been struggling with this brain-drain for several years, even those at the forefront of innovation such as the technology sector, where even losing the few people that understand how legacy systems work can raise a major barrier to technological progress.

Losing inherent knowledge and experience is always a concern whenever a person leaves. When a whole demographic heads for the door, it has the potential to be catastrophic, both for the employer in question and the wider ecosystem.听 Relationships between customers and suppliers can start to break down as all the informal working practices 鈥� the bonds built up over time 鈥� disappear in an instant. These are intangible and hard to identify, let alone track, but they are a key part of commercial success and so they must be protected.

It鈥檚 important to understand the drivers behind the Grey Resignation. Some are like those mentioned above: a pandemic-prompted realization that the old ways of working do not fit with modern life, that the unknown is actually not as scary as once thought, or simply a deeper understanding of what they individually want to get out of work and life.

Like every other demographic, older workers have been exposed to new approaches to work since 2020. For some, it will have been a blip; others may well have found that remote or hybrid working suits them better.

This could be particularly true for employees that have had to balance demanding careers with caring for both elderly parents and helping with young grandchildren. The door to a more balanced way of life has been opened and people do not want to move backwards.

Some have felt forced out by changes in management and a need to cut costs during lockdowns. Voluntary redundancies and early retirements were common options during this time of urgent fiscal prudence, with many older workers feeling pressured to leave the workforce while their younger colleagues were put on furlough.

These insights are broad, and specific analysis is required in every company where there will be patterns and variations between sectors and, especially within different business functions, demographics or geographies of the companies themselves. As such, employers will need to proactively gather information to build a clear picture of what the specific drivers and motivations are that make it hard for them to retain experienced talent.

Some businesses might already have a good understanding of what鈥檚 driving out their experienced employees, but for many the mass exits may be unexpected. 听Clearly if these companies wish to grow, this sustainability issue needs to be addressed:

• Analyze and prioritize what鈥檚 happening on the ground and why particular groups of employees may have resigned. Predict which remaining employees are at risk of leaving (flight risk analysis).
• Identify demographically similar groups of employees.
• Determine priority and build tailored flight risk mitigation approaches for each demographically similar group of high flight risk workers, based on their motivational drivers to leave the business.
• Base remediation plans on each individual employee’s motivation to possibly leave the business.

How Can 麻豆原创 Help?

There are several 麻豆原创 products that can help and their value is, not least of all, that they can integrate natively with one-another:

can help transform people data consolidated from multiple sources as a trusted demographics data source and identify demographically similar groups of employees.

Experience insights gathered from employee feedback to measure sentiment, satisfaction, and engagement (the greatest predictor of flight risk) can be conducted with Employee Experience Management Solutions from 麻豆原创 and Qualtrics. ^听

Predictive capabilities in can leverage employee survey results to create a flight risk prediction, like 鈥渨ho might leave the business and why?鈥�

Armed with demographically similar groups of employees and a tool that predicts who might leave and why, organizations can then design a series of specific talent management remediation strategies to stave of potential further resignations.

Implementing each of the integrated human experience management (HXM) approaches identified to prevent resignations is the sweet spot and strength of . This is also the same world-leading integrated talent management toolset that is best placed to transform the culture and climate in the organization to help ensure future bulk resignations are far less likely.

Learn more at .

Kim Fischer is people analytics architect at 麻豆原创 SuccessFactors.

And it鈥檚 not just retail and service businesses that are losing employees and the valuable skills those employees bring. Companies across all industries and sizes are struggling to retain and hire knowledgeable workers with the right skill sets to run and grow their organizations. This is a business sustainability issue and blocker to business and digital transformation.

The pressure to retain and hire quality talent with strong digital skills in particular has intensified with the COVID-19 pandemic, as the business digitalization need was accelerated by five to 10 years. Suddenly, harnessing the Internet of Things (IoT) and investing in robotic process automation (RPA) and machine learning are urgent priorities, not long-range plans. This acceleration has created employee skills gaps where organizations that might have been one or two years behind in digital skills transformation have suddenly found themselves to be a decade or more behind. This puts them at high risk of being unable to tap into the new digital economy, which is an opportunity cost few can afford.

The growing digital skills gap has also highlighted current and projected future inequalities because the gap has widened at different rates in different geographical locations and industry sectors. The looming digital divide is potentially so serious that the World Economic Forum has launched the , mobilizing a global movement, including a large number of 麻豆原创 customers and partners, to prioritize digital inclusion as foundational to the achievement of their sustainable development goals. 麻豆原创 has also prioritized its own digital literacy program.

To remain competitive and sustainable in the digital economy, businesses must have enough people with the right skills at the right time to help them accelerate their digital transformation. Every business and digital transformation is also a people transformation, but the key point is that the people transformation needs to happen first.

Embrace the 鈥淯nbound鈥� Workforce as the New Normal

Today, it seems every employee might be a flight risk, especially those with the skills that are foundational to digital transformation and economic growth. One way to address the immediate skills gap is to stem the flood of people leaving your business for greener pastures 鈥� which, for many, are more flexible and less biased work environments. Retention has always been the best form of recruitment. During the peak of COVID-19, knowledge workers were freed from the office and became, at least in their minds, fluid, liberated, and free-range employees. Many don鈥檛 want to go back to full-time office work 鈥� especially women and people of color. As noted in a previous article, pulse studies have found that women, working parents, and employees of color are the most adamant about continuing to work remotely.

And it’s for good reasons. Most employees 鈥� especially women 鈥� found that they were able to sustain high levels of productivity working remotely while gaining more time for relationships, stress-reducing activities, responsibilities such as caring for children and aging parents, and more. They could work from anywhere, at any time that worked best each day, and do their jobs well. Most employees report that they are aren鈥檛 willing to give this up because an employer says so.

The benefits of working remotely have been even more significant for people of color. For example, Black men reported a massive improvement in their employee experience because, while working remotely, they felt they have not been subject to the same level of unconscious bias. In other words, they feel that they’ve enjoyed more equality working from home 鈥� which is critical to fostering a sense of belonging and increasing the likelihood of their retention.

This is why to and meeting the needs of remote and hybrid workers is massively important from both a sustainability and a diversity, equity, and inclusion perspective. It鈥檚 critical to develop flexible work environments that balance company and employee needs and create an employee experience they love. Because the fact is, every flight risk threatens your most valued digital skills, as the people with those skills are most likely to leave.

Empower Employees to Expand Their Capabilities to Advance Individual Growth

Another way to address skills gaps is to empower employees to work in cross-functional teams based on organizational tasks or projects. This notion of coming together with others to get work done and then disbanding when the work is finished is widely referred to as dynamic teams. They can be across hierarchies or lines of business and help to create an agile working environment while fueling skill development. By leveraging internal talent, managers and human resources do not have to create new positions, find budget, recruit, or support a team creation process with other time-consuming tasks. Instead, your business organizations can simply bring together employees to form optimal teams that can focus on short term tasks and priorities.

In addition to forming dynamic teams to bridge skills gaps, organizations can also take an employee-centric approach to development and growth by providing access to internal opportunities through fellowships, gigs, temporary assignments, mentor programs, and experiential learning. This allows an organization to build the skills needed for the future while empowering individuals to create a career completely their own. Connecting employees to meaningful work and new opportunities will drive the adaptability needed for better business outcomes.

Proactively Upskill and Reskill

Finally, invest in learning and development. Why? Because every digital transformation is also a people transformation where employers must upskill and reskill their employees to meet today鈥檚 changed needs and tomorrow鈥檚 capabilities demand. Not only must organizations provide the tools to help their workforce discover learning to upskill and reskill them, but they must create an environment supportive of continuous learning. For example, complementing formal training with informal, collaborative, and engaging communities of practice can offer easy access to experts and knowledge sharing to build up skills quickly. A dynamic environment of learning, feedback, and coaching empowers people to take charge of their development with confidence. Here, learning recommendations turn every employee into a proactive learner by giving guidance and nudging them to take action.

Undeniably, closing the skills gap and striving towards sustainable growth requires organizations to create a create a future-fit, resilient workforce that directly addresses its needs as well as those of each of its employees. This can be truly transformational.

To learn more, visit .

Tammie Eldridge is part of Solution Marketing at 麻豆原创 SuccessFactors.

鈥淭his new generation of workers, whose entire lives are on their mobile devices, have completely different expectations from the employees who are walking out the door with 35 years of experience,鈥� said Mike Lackey, global vice president of Solution Management for Digital Manufacturing at 麻豆原创. 鈥淢anufacturers must attract new workers by bringing data to the point of work with intelligent mobile experiences and intuitive machine interfaces. This improves workplace safety and the worker experience, as it creates greater business efficiencies.鈥�

Connected Data Helps Meet Production Schedules

Unlike historical shop floor responsibilities, workers in Industry 4.0 factories won鈥檛 be limited to rote tasks on a single machine. They鈥檒l be cross trained to manage multiple machines, using instantaneous and integrated information from their mobile device. They鈥檒l collaborate much more across teams and departments.

鈥淚ndustry 4.0 delivers what鈥檚 called 鈥榳orker guidance,鈥� bringing information directly to the individual on the shop floor for faster and more efficient decisions,鈥� said Lackey. 鈥淢anufacturing is all about throughput, quality, and managing costs. With the right information, the operator can make sure that the equipment and the processes are running optimally, reducing machine downtime, rework, and scrap. This is the purpose of , which brings business and operational data together for informed company-wide decisions while delivering process enforcement, complete traceability, and a record of the product genealogy.鈥�

analysts predicted that in response to the reality of digital disruption, 60% of businesses will embrace a decision-making model that combines the power of artificial intelligence (AI) and human judgment for more informed decision-making by next year. Connected data between the shop floor and other parts of the business, including sales, supply chain, and finance, also has company-wide implications in meeting customer commitments.

鈥淵ou can鈥檛 promise an order if you don鈥檛 have the parts to make or finish the product,鈥� said Lackey. 鈥淪imilarly, in an automated line, you might have 200 pieces of equipment from 24 different vendors. If there鈥檚 a quality issue with a material or machine malfunction, integrated data with embedded machine learning can alert shop floor workers to correctly adjust equipment to the specified parameters, minimizing production slowdowns and keeping quality high. Connected data helps workers understand the impact of their decisions on the business while increasing their ability to make a valuable contribution in a more motivated and engaged way.鈥�

Digital Improves Workplace Safety

Technology can make the workplace safer for employees, which is equally important for the worker experience and company compliance. While automation can increase the number of potential hazards, it can also keep people safe. Sensors can alert people when they鈥檙e entering a potentially dangerous area or in the moment if they get too close to a piece of equipment, preventing accidents.

Upskilled Workers Lead to Greater Employer Loyalty

Lackey expected manufacturers to invest more in training and development to reskill and upskill workers as Industry 4.0 transformation continues. A recent survey reflected that trend: researchers found that 84% of manufacturing professionals were upgrading their learning and development programs. It鈥檚 an ideal way to expand the pool of qualified employees who can make a valuable contribution to company growth. It鈥檚 also an opportunity for workers to gain skills in some of the coolest innovations.

鈥淔actories are a hotbed of innovation, offering workers a potentially faster, more cost-effective route to a satisfying career, one that might not otherwise be in reach, given the rising costs of higher education,鈥� said Lackey.

Done right, Industry 4.0 is poised to rejuvenate the manufacturing sector with a refreshing blast of innovation. Trained workers can point the camera on their digital device at a piece of equipment with embedded machine learning and make immediate adjustments using virtual 3D visualizations right in front of them on the shop floor. They can instantly connect with design engineers to quickly diagnose and fix problems or reach an external supplier to locate the correct replacement part. Manufacturers are hoping this next generation of workers come for the cool factor and stay for the career-building innovations.

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