As EX evolves, understanding who 鈥渙wns鈥� it is crucial to developing strategies that improve day-to-day HR operations and create a more engaged and satisfied workforce.

The 麻豆原创 SuccessFactors HR Research team conducted the “” study and shared insights on the evolution of EX as a concept, who the owners are, how it is measured, and how AI might play a role in its future.

In the past, HR was the sole area responsible for employee experience and engagement in most organizations. This has evolved into a new ownership model endorsed by HR leaders, with four additional stakeholder groups that must coordinate their efforts to drive EX effectively: managers, IT, leadership, and employees themselves.

Role of HR in EX: Manage Process and Listen to Employees

From recruitment and onboarding to performance management and benefits, HR has always been seen as the primary owner of EX. But to truly enhance EX and demonstrate measurable results, HR must put particular focus on its responsibility for conducting employee listening. Only by listening to employees 鈥� either actively, through surveys and town halls, or passively, through social sentiment and monitoring tickets 鈥� can organizations understand the impact of their EX strategy and track towards their strategic goals.

As HR measures, reports, and acts on employee listening results, they should make sure to bring employees along: enable them with better information and encourage them to take a more active role. Otherwise, they might become fatigued by endless surveys that yield no results.

With solutions like the , HR gains access to AI-powered insights and action planning that help identify essential EX factors and enhancing EX factors. Essential factors are the 鈥渢able-stakes” requirements that heavily impact employee experience and include fair pay, psychological safety, and adequate tools. Organizations should aim for 100% satisfaction in these factors. Enhancing factors are “nice-to-haves,” like flexible work arrangements, career development, and meaning and purpose. Focusing on a select group of enhancing factors can provide a unique value proposition for employees and candidates within an organization.

Role of Managers in EX:  Shape Day-to-Day Experience

Managers play a critical role in shaping the day-to-day experiences of their teams. Our research shows that managerial factors such as clear communication, support, and competence directly impact key essential EX factors like team relationships and psychological safety. Yet, many managers still face challenges in both resourcing and training that keep them from improving EX.

To bridge this gap, the 麻豆原创 SuccessFactors HCM suite provides personalized insights through manager dashboards that track team sentiment and help organizations identify and develop top managerial talent. By equipping managers with the right resources, organizations create a culture of positive experiences and address the most impactful EX factors.

With , organizations can offer managers resources for enablement and continuous development, tailored to their individual learning preferences and needs. To help managers empower their teams in upskilling and reskilling, AI-driven recommendations from the assist employees in discovering new growth opportunities, preparing them for future roles while helping those managers stay informed about internal mobility possibilities. This supports employees’ development and enables managers to find specific opportunities for their direct reports, creating a dynamic, growth-oriented environment that drives individual and organizational success.

Role of Leadership in EX: Set the Vision

Leadership sets the vision of what employee experience should look like at an organization. Alongside HR, leadership establishes the strategic goals and outcomes that the company expects from its EX strategy. Company leaders should be aware of employee listening results and communicate to the workforce regularly about how their feedback is being considered. In doing so, leadership establishes the importance of EX and encourages trust and transparency.

Role of IT in EX: Manage Technology and Harness the Power of AI

IT is responsible for the tools and technology that make up much of an employee鈥檚 working experience. As AI technology advances, it has come to play a more significant role in that experience. AI is helping organizations create a dynamic, inclusive, and future-ready workforce. helps improve employee and candidate experiences聽by optimizing interactions and delivering highly personalized experiences and career development plans. By integrating AI-driven HR solutions, organizations can improve essential and enhancing EX factors, from seamless onboarding to customized learning paths.

Improving the Experience of Every Employee: N(EX)t Steps

To truly transform EX, organizations must encourage a holistic approach with cross-functional collaboration, leveraging HR tech solutions that empower all stakeholders 鈥� HR, managers, IT, leadership, employees 鈥� to take ownership of the employee experience.

Now that you have more clarity on different departments’ roles in improving day-to-day operations, you can leverage this to learn more about the essential and enhancing EX factors with hands-on exercises and expert insights based on research from the 麻豆原创 SuccessFactors HR Research team.

Mayara Alves Tabone is a Solution Marketing specialist for 麻豆原创 SuccessFactors at 麻豆原创.

At a purchase price of US$18.15 in cash per share, the transaction corresponds to a Qualtrics equity value of approximately US$12.5 billion on a fully diluted basis, representing a 73% premium over the 30-day average trading price prior to 麻豆原创鈥檚 announcement to explore a sale (approx. 62% premium relative to the unaffected closing price on January 25, 2023). 麻豆原创鈥檚 stake will be acquired for approximately US$7.7 billion.

鈥淪ilver Lake has both the operational expertise and the track record with software companies to help Qualtrics extend its leadership in the XM category it pioneered,鈥� said Christian Klein, CEO and Member of the Executive Board of 麻豆原创 SE. 鈥淪ince we acquired Qualtrics in 2019 the company has more than tripled its revenue while delivering profitability. 麻豆原创 intends to remain a close go-to-market and technology partner, servicing joint customers and continuing to contribute to Qualtrics鈥� success.鈥� The number of companies and brands using Qualtrics software has risen from 10,000 at the time of 麻豆原创鈥檚 purchase to over 18,000 today.

The agreement resulted from a robust process that was initiated on January 26 and identified the joint proposal by Silver Lake and CPP Investments as most attractive. The transaction has been approved by the Qualtrics board, including a committee of independent directors, as well as the 麻豆原创 Executive and Supervisory Boards.

While the transaction is subject to customary regulatory clearances and expected to close in the second half of 2023, 麻豆原创鈥檚 financial results for the first quarter, due April 21, are expected to present Qualtrics as a discontinued operation.

Barclays acted as financial advisor to 麻豆原创 on the transaction, Shearman & Sterling acted as 麻豆原创鈥檚 legal advisor.

Visit the 麻豆原创 News Center. Follow 麻豆原创 on Twitter at .

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as an intelligent, sustainable enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 麻豆原创 customers generate 87% of total global commerce. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 麻豆原创 helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 麻豆原创 helps the world run better and improve people鈥檚 lives. For more information, visit .

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According to a pulse survey conducted by the , 76% of employees want flexibility in where they work and 93% flexibility in when they work. The desire for flexible work is strongest among women, working parents, and employees of color who have shown gains in feelings of belonging working remotely. Specifically, 81% of Black respondents say they want flexibility in where they work, compared to 75% of White respondents.

This data is in direct contrast to what most executives report that they want in post-pandemic workforce policies. Of those currently working fully remotely, nearly half of all executives surveyed (44%) want to work from the office every day, compared to 17% of employees. And 75% of these executives say they want to work from the office three to five days a week versus only 34% of employees.

So, what are companies to do? How can they make informed decisions about what鈥檚 best for leaders, for the business, and for their employees?

Applying a Sustainability Lens to Work Location Decision

One way of looking at the issues of return to office or hybrid work is from a business sustainability perspective. For example, if forcing people back to the office will make critical employees more likely to leave their jobs, you have a real flight risk issue impacting the sustainability of your business. Your business must have enough people with the right skills at the right time to propel it forward.

Another perspective to consider is how today鈥檚 business environment has been transformed by climate change, nature loss, and more. The planet needs change, and people demand change. What if, when making decisions about who comes into the office and when, executives considered the carbon footprint generated by employee travel and commutes, weighed against the energy usage working from home, along with the sustainability causes that their employees support?

This would require implementing next-generation holistic steering and reporting that maps operational and experiential data to show progress on goals such as reducing the carbon footprint of the business. Imagine executives having climate and natural capital accounting at their fingertips, including individual and collective employee carbon footprint tracking.

This is the kind of holistic steering and reporting that groups such as the World Economic Forum (WEF) want companies to integrate into their strategic decision-making. Integrating economic, environmental, and social performance data into decisions 鈥� referred to as Stakeholder Capitalism Metrics 鈥� can help executives serve their own goals, respect their employees鈥� preferences for when and where they work, and contribute to reaching sustainability goals that make the world a cleaner, greener place.

How 麻豆原创 Can Help

In 2020, 麻豆原创 committed to enable companies to report on the WEF鈥檚 Stakeholder Capitalism Metrics. As promised, we have delivered to help enable holistic enterprise-wide sustainability performance management. 麻豆原创 also made it easier to become a sustainable business and reduce carbon footprints with , which can enable businesses to move toward lower carbon emissions and more sustainable operations. 麻豆原创鈥檚 data-driven approach lets businesses embed sustainability comprehensively and gain actionable insights across the entire value chain to enable companies to transition to low-carbon business processes.

Faced with an ambitious sustainability agenda and carbon-lowering targets, one 麻豆原创 customer wanted to go further and consider the employee wishes for home/office work, and the carbon emissions generated from their commute to work against the energy efficiency of their home offices. The company had committed to lowering its enterprise carbon emissions and wanted a mechanism to support managers鈥� operational workforce planning processes.

麻豆原创 built a proof of concept (PoC) application in just one day once the employee survey was collected. The PoC decision support application was realized as follows:

Employee address data was acquired from records using the standard delivered API. 麻豆原创 Data Quality Management and microservices for location data were used for both data cleansing 鈥� a big bonus since the customer was able to cleanse inaccurate addresses in 麻豆原创 SuccessFactors Employee Central 鈥� and data enrichment to geocode the home and work addresses with the latitude, longitude, and altitude information. The world of geo-location services was opened.

Demographic measures and dimensions were acquired from 麻豆原创 SuccessFactors Workforce Analytics using the standard 麻豆原创 Analytics Cloud connector.

While trying to understand employee sentiment on workplace and flexibility preferences, a survey was created using Employee Experience Management Solutions from 麻豆原创 and Qualtrics. The survey allowed for employees, whose jobs enabled them to work from home, to answer questions relating to their preferences for the number of days a week they wanted to work from home and their commute (means and time of travel). The insights gathered allowed us to understand that the travel time to work 鈥� not distance 鈥� is a major factor in determining retention risk amongst various demographic groups and so the information was valuable input for the flight risk tool they had in 麻豆原创 Analytics Cloud enterprise reporting.

was then able to use external Web services and geo-location services to calculate the travel distance and travel time to work by various means of transport. One of the services was then able to determine the carbon emissions for the means of travel that the employee had specified. The commute travel time by job grade is a leading predictor of flight risk and is easily added to the flight risk prediction dataset.

The systems also gathered information of all the corporate and possible work locations. This opened the possibility for work location optimization, but it was not part of the scope of the PoC.

The data was then blended using 麻豆原创 Business Technology Platform, specifically 麻豆原创 Data Warehouse Cloud, and anonymization views were defined to protect actual home addresses from being shown. Real-time 麻豆原创 HANA data anonymization allowed the application to use actual addresses to accurately calculate the travel metrics while safely anonymizing sensitive data for dashboard visualization and drill-down.

A dashboard was built and refined to analyze and interrogate the employee commute measures and identify specific employee carbon emissions each working day. Geospatial representation and visualization were built and demonstrated with interactive zoom and data filters. A what-if scenario was demonstrated with graphs and metrics calculated in real time to show the specific carbon emission impact of changing the percentage of time spent working remotely.

As shown in the below process, this PoC was achieved using various 麻豆原创 solutions, including 麻豆原创 SuccessFactors solutions on 麻豆原创 Business Technology Platform.

In Summary

Executives can make better decisions about the impact of employees going back to the office and how often, considering the social and actual carbon emissions from commutes in their people planning. Using 麻豆原创 SuccessFactors solutions for employee information to geocode the distance of employees from the office and utilizing to layer experience insights to determine preferences, they can analyze carbon emissions for different types of commutes and make data-driven decisions to fuel their sustainability initiatives.

As shown in the below figure, executives can even look at this data by employee gender, race, and age. This helps them better assess, for instance, how many employees have strong preferences and who would become a flight risk should the business choose to mandate regular employee in-office attendance.

Finally, the figure below shows the simple what-if scenario to demonstrate how quickly and effectively analytics interfaces can be built, in this case, incorporating a slider bar and immediate impact of the change for the pre-filtered employees.

This kind of sustainability data and analysis empowers executives to find the 鈥渟weet spot鈥� in decisions that balance their preferences against employee preferences and align them to important goals such as reducing their carbon footprint.

Suddenly, what鈥檚 best for all becomes quite clear.

Learn more at .

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

Today, 麻豆原创 is announcing a change to 麻豆原创 S/4HANA product conversion and 麻豆原创 S/4HANA contract conversion policy that grants customers executing an 麻豆原创 S/4HANA conversion dual use rights for both 麻豆原创 Business Suite 7 and 麻豆原创 S/4HANA until completion of their transition to 麻豆原创 S/4HANA.

The old policy only granted dual usage right until end of 2025. With this change, customers will also now have more time to complete their 麻豆原创 S/4HANA transition beyond the original 2025 deadline for dual use.

鈥淲e want to ensure our customers have the flexibility to migrate to 麻豆原创 S/4HANA at their own pace in the most seamless manner,鈥� said Christian Klein, Co-CEO and member of the Executive Board of 麻豆原创 SE. 鈥淗aving the longer flexible maintenance commitment for 麻豆原创 Business Suite 7, paired with the option of dual use rights for both 麻豆原创 Business Suite 7 and 麻豆原创 S/4HANA until they complete their transition to 麻豆原创 S/4HANA, our customers can now more easily convert to our latest software, accelerating innovation to become an intelligent enterprise.鈥�

Picking up the Pace to 麻豆原创 S/4HANA

It鈥檚 clear that 麻豆原创 customers view 麻豆原创 S/4HANA as an innovation engine. The majority of respondents to the most recent planned to maintain or increase their investments in 麻豆原创. Notably, those customers recognized the value and efficiencies in transitioning to 麻豆原创 S/4HANA.

鈥淭his is a welcome announcement for 麻豆原创 customers because it removes a potential barrier to 麻豆原创 S/4HANA adoption associated with conversions and contracts,鈥� said Geoff Scott, CEO of ASUG. 鈥淚t鈥檚 essential that all customers understand their options so that they can take advantage of past investments when making the transition to 麻豆原创 S/4HANA.鈥�

Similarly, nearly half of the customers who responded to the , which consists of companies in Germany, Austria, and Switzerland, expected their total budgets for IT and 麻豆原创 investments to rise in 2020. Among 麻豆原创 customers in those countries, investments in 麻豆原创 S/4HANA now exceed investments in 麻豆原创 Business Suite 7.

鈥淭he overall set of announcements is an important step, and it is the right step by 麻豆原创. It is an encouraging sign that 麻豆原创 is listening to their customers and stakeholders, and demonstrates 麻豆原创鈥檚 ability to do 鈥榳hatever it takes鈥� to meet customer needs for their digital transformation,鈥� said Andreas Oczko, board member for Service and Support, DSAG. 鈥淭he long-term commitments put the discussion away from timeline-based considerations to the essence: how to best capture the value opportunities that 麻豆原创 S/4HANA is bringing to customers on their way to the digital future.鈥�

Giving Customers Valuable Time

Customers who have already signed an 麻豆原创 S/4HANA conversion contract can also benefit from this update. They simply need to ask their 麻豆原创 account executive to have the new policy reflected in their existing conversion contracts.

With additional time, some customers might want to consider converting more products to 麻豆原创 S/4HANA or convert their entire suite of licensed products to 麻豆原创 S/4HANA.

鈥淚t鈥檚 greater flexibility all around as companies look ahead to the future,鈥� said Robin Manherz, head of Global Portfolio Planning and Commercialization at 麻豆原创.

This usage rights policy enhancement is the latest step in 麻豆原创鈥檚 renewed commitment to customer-centricity and commercial transparency.

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