But new research from 麻豆原创 and Wakefield* suggests a different reality is emerging. AI isn鈥檛 making early talent irrelevant. Instead, it鈥檚 accelerating how quickly they become productive, reshaping the earliest stages of work, and raising expectations far earlier in the employee lifecycle.

According to the findings, 88% of CHROs say AI is making early-career talent role-ready faster. This acceleration raises the stakes on both sides. While organizations benefit from faster productivity and earlier impact, early鈥慶areer employees are entering roles with heightened expectations and fewer traditional learning buffers鈥攆orcing leaders to rethink how success is defined and supported from day one.

AI as an accelerator of readiness

Entry-level roles have long relied on repetitive, lower-stakes tasks that helped new employees learn how work gets done. Today, AI automates much of that foundational execution.

This shift is increasingly common: 79% of surveyed CHROs report that their early-career talent receives enterprise AI tools within their first month on the job. Additionally, 87% expect new hires to be comfortable with AI on day one or learn the tools immediately after joining.

With AI absorbing traditional tasks, early-career talent is stepping into meaningful work sooner鈥攁nd CHROs are already seeing the impact, with 56% reporting improved confidence and 55% citing increased productivity among those using AI.

This acceleration reflects themes we first explored in the 2025 麻豆原创 SuccessFactors Future of Work Predictions , where we examined how AI might reshape entry鈥憀evel roles. As foundational tasks continue to be absorbed by AI, the question becomes not whether early鈥慶areer roles will exist, but how organizations can redesign them to build capability in new ways.

When productivity accelerates, expectations follow

As early talent ramps faster, the expectations placed on them are rising just as quickly. Several structural factors are contributing to this shift: organizations are hiring fewer early-career talent, and those who do join are expected to take on more complex work earlier in their tenure. Our upcoming research from our makes this clear, as one research participant summarized, 鈥淓ntry level roles used to be focused on mundane tasks鈥攚hat should they do now? They bring an incredibly unique perspective; we want to hire early talent to challenge our norms and help us find better ways of working.鈥�

But with AI removing the mundane work, it may also remove many of the gradual, hands-on learning moments that once helped new hires build experience over time.

With these rising expectations, it鈥檚 easy to see how the cognitive load of entry level roles could increase substantially. CHROs report heightened performance pressure and increased mental effort as new hires try to keep pace with AI-accelerated work. Some researchers refer to this dynamic as 鈥�,鈥� the cognitive strain that comes from managing rapid, AI-driven workflow.

Together, these shifts create several risks for both employees and organizations:

• Shadow AI use rises: 56%of CHROs say early-career talent turns to unsanctioned AI tools when formal guidance is unclear. This behavior may reflect entry-level hires trying to keep pace rather than intentionally breaking policy.
• Inconsistent enablement creates talent risk: 44% of CHROs say uneven access to AI tools increases attrition risk, especially for early talent who may feel unable to live up to new performance expectations without tools to automate routine tasks.
• Foundational skills may erode: Even as AI boosts productivity, 38%of leaders worry early-career talent are not building long-term skills like communication, critical thinking, judgment, and collaboration. That concern is echoed in qualitative feedback from HR leaders as well. As one noted, 鈥淲e鈥檝e observed gaps in professionalism in business settings for entry鈥憀evel talent, from collaboration and stakeholder management [to] ownership and accountability.鈥�

Rethinking the first step into work

As traditional early鈥慶areer learning pathways narrow, organizations must now redesign how those learning moments happen. Our research points to several areas where HR leaders can intentionally strengthen the early-career ramp:

1. Build foundational skill development intentionally.

As repetitive tasks disappear, organizations have the opportunity to deliberately create new ways for early talent to build communication, collaboration, critical thinking, and decision-making skills. This can include structured, project-based experiences, clearer decision-making frameworks, and more frequent coaching that focuses on judgement and prioritization, not just task completion.

2. Design entry-level roles around higher-value work.

Early-career employees are capable of contributing more strategically when roles are designed with the right balance of scope and support. Redesigning entry鈥憀evel positions to include clear ownership鈥攕upported by explicit expectations, mentoring, and well鈥慸efined guidance for decisions and escalation鈥攈elps early鈥慶areer talent build confidence while managing risk.

3. Establish AI governance from day one.

Without clear guidance, early talent may struggle to understand how to use AI responsibly. Introducing AI expectations during onboarding, reinforcing role-specific best practices, and normalizing manager-led conversations about AI use can reduce shadow AI and build trust in new technologies early on.

4. Ensure equitable AI access across teams and managers.

As expectations rise, uneven access to AI tools can quietly increase workload pressure and stress for early-career employees. Providing consistent access, training, and enablement helps ensure new hires are equipped to meet accelerated demands without increasing burnout or attrition.

The bottom line

AI isn鈥檛 eliminating early-career talent from the workforce; it鈥檚 reshaping the path they take to become effective and increasing the value of the work they contribute. While entry-level roles may be fewer, expectations for impact are higher, placing greater importance on pairing AI fluency with strong human skills. For new graduates, developing both will not only help them land a job but also enable them to contribute quickly and build lasting capabilities.

When early鈥慶areer talent becomes productive sooner, companies can move faster, innovate earlier, and operate more efficiently, but only if that speed is matched with structure, coaching, and intentional development. Organizations that navigate this transition successfully will ensure early talent doesn鈥檛 just ramp up faster, but also builds the judgment, collaboration, and critical鈥憈hinking skills that AI can鈥檛 replace.

To stay on top of more upcoming research on the impact of AI on entry-level roles, visit our .

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

*The 麻豆原创 AI Talent Survey was conducted by Wakefield Research (www.wakefieldresearch.com) among 100 US CHROs (or CPO equivalent) at organizations with a minimum annual revenue of $500m where employees are using AI-enabled tools in their day-to-day responsibilities, between February 19th and March 2nd, 2026, using an email invitation and an online survey.

Here Christian Schmeichel, Chief Future of Work Officer at 麻豆原创 SE, discusses these transformations.

Q: The second half of 2024 has begun, and 麻豆原创 is positioning itself as a business AI company, including offering an AI assistant for its business software. What do 麻豆原创 employees think about the company鈥檚 increased focus on AI?

A: AI is no longer a new topic within 厂础笔鈥檚 workforce. According to an internal study from late 2023, 80% of respondents are optimistic about AI. This has been confirmed. It’s also because we are a software company. There are certainly industries where the workforce is more cautious about AI, but this is less the case at 麻豆原创, partly because we place a high value on privacy and data protection. Our employees also see the great opportunity that 麻豆原创 has with business AI to unlock the next stage of development for our portfolio. This excites many.

Q: As chief future of work officer at 麻豆原创, your team is responsible for predicting and managing changes in the workplace. How is the spread of AI currently influencing the future of employees?

A: The race for the future has intensified with AI. Our customers want to know how their workforce structure needs to evolve and what steps they need to take as a company to ensure current and future employees have the skills and qualifications needed to collaborate effectively with AI.

Global megatrends such as climate change and the entry of younger generations into the workforce are additional challenges that interest us at 麻豆原创. Like other companies, we are also exploring scenarios to determine what skills we will need in 5 to 10 years, how roles and activities will change, and what level of AI and robotics will be required in different teams. It’s not easy for anyone to imagine where we will be in five years, which keeps things exciting.

Q: What impact does the further spread of AI have on daily work?

A: Unlike other technological changes in the past, the current development in the context of AI is a fundamental shift in the interaction between humans and machines. I believe that learning to work with AI, including learning to delegate tasks, is necessary. We already see generative AI being used in all areas of work, and the topic is becoming very tangible. This ranges from research and data analysis to creating reports, presentations, and meeting minutes. It may turn out that we will take on tasks with a completely different focus in the future. For example, we may do tasks that cannot or should not be entrusted to AI because they require decisions that are currently beyond its capabilities, such as creativity, strategic thinking, or moral judgment.

Q: Can we speak of a shift away from purely role-specific work towards skill-based tasks?

A: Certainly. Depending on the role, whether it’s in development, sales, consulting, or more, there are specific, typical applications of AI. However, it also involves developing a certain mindset that involves a lot of self-reflection: what am I best at and what can I do better than AI in the future? Where can I best apply my skills? I believe this will become increasingly important. With a stronger focus on widely applicable skills rather than rigid role profiles, there is a certain fluidity in the organization. Employees will become increasingly flexible and will not need to switch roles or departments to take on tasks that match their skill set and interests. I see this as a great opportunity to increase job satisfaction.

The second major area involves the corresponding digital application skills. These include practical skills, such as giving a prompt in a way that AI can provide what is needed, as well as knowledge of ethics and compliance.

Q: Such comprehensive changes in a short period of time demand a lot from employees. How can the right people practices support them?

A: An important first step is to be aware of the changes that are happening. We live in an era where there are ever faster and more impactful technological changes happening. Employees need a toolbox to successfully face this massive change they experience every day. Topics such as mental health have been important at 麻豆原创 for some time, and we see that practical techniques for stress management and adapting to changed work situations are in high demand. However, the use of AI also offers great opportunities to promote a good work-life integration.

Q: How does the application of AI today and in the future affect HR work?

A: There are already numerous exciting use cases for AI in HR that aim to make processes more efficient. For example, in recruiting, AI can generate job postings faster and create tailored interview guides. In the area of learning, there are already good opportunities, such as providing personalized information and individual training.

In addition to possible efficiency gains, AI will help the HR department become even more strategic in the future. Transactional tasks can increasingly be automated and taken on by AI, giving HR professionals more time for strategic tasks. For example, more focus could be placed on providing personal advice for employees, which is currently often hard to do given the many daily demands on HR professionals.

Q: What does the use of AI mean for the work of the People & Culture organization at 麻豆原创 specifically?

A: The goal is to fully leverage the potential of AI as part of our transformation to best support our leaders and employees with their daily work. At the same time, it’s about continuously improving the efficiency within certain areas of the People & Culture organization. There is great interest among our employees in working with AI applications. To date, more than 50,000 employees have used the generative AI experience lab tool and submitted over 5 million prompts. It can now be said that AI is seen not only as a collaborative tool but also as a partner for work. Thinking “AI first” is an important aspect for continued success and to achieve our goal of becoming the No. 1 business AI company.

Furthermore, forward-looking HR work aims to create an attractive work environment where employees can do their tasks with a high level of motivation and enjoyment. In the age of AI, it will become increasingly easier to recognize in a timely manner how the workforce is doing and where there may be issues to act accordingly. Survey and feedback formats developed and controlled from the People & Culture organization should, with the help of AI, allow for results much faster in the future, helping to respond promptly to developments and needs within the workforce.

Q: How does the spread of AI influence your own work?

A: As chief future of work officer at 麻豆原创, I am excited about the opportunity to be at the forefront of the major changes that AI brings to HR work 鈥� and in the People & Culture Board area at 麻豆原创, we are actively driving the topic as a showcase for our own 麻豆原创 solutions. For my role, this means actively shaping the influence of AI on the development of our workforce and the entire HR department alongside my team. This includes strategic workforce planning, modern work methods, and impulses for the further development of the HR organization to guide the future of work at 麻豆原创 toward an exciting and digitalized future. AI will fundamentally change the work of employees, and the next few years will certainly be some of the most innovative in HR and the larger technology world. This is a great opportunity to significantly shape the development of the working world at 麻豆原创.

For more information:

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

It’s the heyday of flex-work models, but the future of work is so much more, with opportunities ready to be tackled along the spectrum of workforce transformation, new people practices, and next-generation HR models.

厂础笔鈥檚 Holistic Future of Work Agenda: Shaping the Next World of Work

Managing the future of work holistically is a strategic imperative to build a resilient, agile, and innovative organization that is future-fit for the digital age. As global provider of leading-edge human experience management () software, 麻豆原创 has been putting its focus on designing a holistic future of work agenda that empowers its more than 100,000 people across the globe to thrive while creating value for its customers.

The agenda is 厂础笔鈥檚 north star to reimagine work at its core. It considers business elements and strategic HR components along three dimensions to create a sustainable work experience for its global and diverse workforce:

• Future of Workforce, aiming to define a target picture for a future-proof workforce at 麻豆原创
• Future of People Practices, making new, flexible, and healthy work 鈥渨ork鈥� for everyone
• Future of HR, reimagining the way how HR functions need to operate in future along a strategic HR master plan

Future-Proof the Workforce

Accelerated digitalization and technology advances fuel the need for skill transformations across large portions of today鈥檚 workforce. The shift of skills as well as demographic changes result in a shortage of available talent, emphasizing the necessity of a clear understanding of future workforce demands. At the same time, this increases the competition for available talent in the market.

厂础笔鈥檚 workforce transformation is based on scenario modeling to provide a clear understanding of what our workforce will need to look like five to 10 years down the road and how it will be composed. From these projections, we can derive a strategy to define the target picture with the right mix of permanent employees, gig workers, as well as the use of technology and artificial intelligence (AI). HR leaders play a crucial role by engaging in systematic resource planning in line with business strategy requirements.

To future-proof their workforce, organizations need to prioritize continuous employee development through up- and reskilling. One example of this commitment is 厂础笔鈥檚 internal talent marketplace, which offers project work, fellowships, or mentoring opportunities. Employees can take on respective assignments and apply their expertise where it is most needed while also acquiring new skills on the job: a win-win for everybody.

Leading-Edge People Practices

People are the heartbeat of every organization. To meet ever-changing employee needs, organizations need to create innovative and effective strategies to attract, develop, engage, and retain top talent, as well as constantly challenge and evolve their people and workplace practices.

Empowerment Through Flexibility
Flexibility is in more demand than ever, making it a strong lever for outstanding employee experience. With Pledge to Flex, 麻豆原创 offers a hybrid work model that empowers employees to decide with their managers when, where, and how they work best in alignment with customer and business requirements.

There is measurable success to the advantages of flexibility: 厂础笔鈥檚 recent global future of work pulse survey revealed that over 80% of the workforce feel at least as or even more productive, satisfied, and engaged through hybrid work. The grand majority also believes that flexibility increases 厂础笔鈥檚 attractiveness as employer.

Providing the best setup for every team with the right balance between office and remote work is one of the key elements in making hybrid work 鈥渨ork鈥� for everyone. At the same time, the office remains the number one place to meet and support cultural affiliation, networking, and onboarding of new joiners.

To promote 厂础笔鈥檚 hybrid work approach with Pledge to Flex, we launched the internal 鈥淚鈥檓 In鈥� campaign, encouraging employees to find the right ratio of in-office and remote work. At 麻豆原创, we see that a combination of splitting time between remote work and two to three days of in-person office work per week seems to be a good practice, given that it fosters team spirit, engagement, and excitement about the organization.

Enablement for a Successful Transition
To navigate the added level of complexity in a hybrid landscape and build a routine, enablement and trainings are key. 麻豆原创 supports employees, managers, and teams with hands-on tools and resources to balance team and individual needs while keeping customer requirements front and center.

One example is the Flex Team Workshop, allowing leaders and team members to jointly determine the hybrid work setup that best fits their needs in terms of productivity, collaboration, work-life balance, and, of course, business and customer requirements. Additionally, the Meeting Workout toolkit is a gamified approach to review and declutter meetings, making each interaction more valuable to everyone. And with 鈥淟ighten the Load鈥� and 鈥淎re you OK?,鈥� 麻豆原创 runs powerful personalized programs to enhance employee health and people sustainability, while providing stress relief.

Leadership becomes more demanding in the new world of work. Leaders need to become even stronger facilitators when communicating direction and strategy in a hybrid environment. Critical skills to adjust to the evolving role of management include communicating and listening with empathy and being agile when connecting with people. Modern leadership today also includes to keep teams engaged and tackle Zoom fatigue in times of unprecedented change.

Next-Generation HR

A data-driven and agile HR approach is the foundation to bringing the future of workforce and people practices to life. With the help of leading-edge technology, the HR function can evolve while addressing the demand for scalable and flexible services to meet changing needs of employee and the business quickly and efficiently.

Besides technological advancements, the required skills for the future HR function will evolve as well. 麻豆原创 focuses on a set of key themes:

• Experience management in HR, emphasizing the needs of employees, managers, or applicants from a HR consumer point of view
• Data-driven HR, leveraging advanced analytics to solve talent and organization related business problems and support decision-making
• Digital HR to reap the fruits of technological advances across the entire employee life cycle
• Agile HR, applying an agile mindset, values, principles, practices, and tools when serving the business

Capabilities like digital savviness, analytical skills, data interpretation, and an agile mindset will become must-have skills for successful HR work in the new era.

Stay Curious and Keep Learning

Looking ahead, it is fair to say that we are just scratching the surface when it comes to the many opportunities to shape the future of work. With an industry-leading hybrid work model in place, 麻豆原创 built a strong foundation to tackle the workplace evolution as part of a holistic future of work agenda.

Getting the triad of future workforce planning, people practices, and next generation HR teams right sets the path to make organizations more future-ready while the world around us is changing at breakneck speed. In the end it all comes down to continuously learning and discovering what works best for the creation of outstanding employee experiences while driving sustainable business success — truly exciting times for HR!

Dr. Christian Schmeichel is chief future of work officer at 麻豆原创.

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.

By harnessing the power of data-driven insights, businesses can connect talent to opportunities and gaps where and when they need 鈥� from inside, outside, or across the company. When we understand the ambitions and preferences of employees, we can give them agency over their personal development and career path while ensuring they build the skills that the organization needs today and in the future. This is how we connect people with skill development opportunities 鈥� from learning content to mentorships to temporary assignments. New product enhancements to manage skills and dynamic teams as well as to the overall user interface drive the core innovation of this release, among many other exciting features.

So run your race, build your future-ready workforce, and set yourself up to win with the 麻豆原创 SuccessFactors first half 2023 release.

Building Your Future-Ready Workforce

With this release, we continue to expand and deliver on our promise to help organizations build future-ready workforces.

Talent Intelligence Hub

Following the success of an initial six-month early adopter care program, we are excited to introduce the talent intelligence hub, which includes the growth portfolio and skills ontology announced at SuccessConnect 2022 as well as the attributes library. The talent intelligence hub serves as the data foundation for proactive people development, providing individuals with the ability to showcase who they are with little manual effort and powerful ways to connect them with professional growth and learning opportunities.

All customers will have access to these initial capabilities with our first half release in early adopter care, and when the innovation moves to general availability later this year, it will bring even more talent intelligence across 麻豆原创 SuccessFactors HXM Suite. In the meantime, organizations can begin to define the skills, strengths, styles, and preferences that can be added by employees to their growth portfolios, resulting in highly individualized recommendations in 麻豆原创 SuccessFactors Opportunity Marketplace, 麻豆原创 SuccessFactors Learning, and dynamic teams, among others.

Dynamic Teams

Today, it鈥檚 so common for work to happen outside of traditional organizational structures. Therefore, it鈥檚 critical that organizations have transparency into what work is getting done and how. The dynamic teams functionality also launched at SuccessConnect 2022 will advance from early adopter care to general availability in this release.

We鈥檙e also further building on dynamic teams鈥� capabilities: team members will now be able to link objectives and key results (OKRs) to their personal performance goals, giving managers improved line of sight into the contributions of their employees. Organizations will also be able to gain greater visibility into the contributions of dynamic teams toward organizational outcomes through ready-made report stories on team structures, OKRs, and progress tracked across lines of business and departments.

Opportunity Marketplace

We are introducing the ability for employees to search and filter opportunities based on their growth portfolio attributes such as skills and aspirations within 麻豆原创 SuccessFactors Opportunity Marketplace. In addition, job postings from 麻豆原创 SuccessFactors Recruiting can now be surfaced as recommendations to support an increased focus on internal mobility.

Engaging with Elevated Experiences

Our commitment to building employee experiences that value every person every day through efficiency, individualization, and opportunity shows up in a major way with this release.

User Interface

In this release, the Horizon visual theme is turned on by default, delivering a simple, modern, and elegant user interface. This visual change, designed to increase employee engagement, will be applied to all employee-facing pages by the end of 2023.

Digital Workplace

We have taken a huge leap forward in our vision to bring quick and high-value HR actions into the flow of work. With new APIs and adaptable frameworks, we are meeting employees where they do their work by delivering 麻豆原创 SuccessFactors experiences to workplace technology tools. In Microsoft Teams, employees can now trigger actions, such as giving or receiving feedback, directly from a Teams message.

We are also bringing these quick and high-value HR actions into 麻豆原创 SuccessFactors Work Zone to allow users to leverage existing to-do and engagement content directly within their workspaces. By prompting users to take direct action, tasks can be quickly and easily completed from a single place. For example, engagement cards for onboarding can prompt new hires to complete key tasks to help keep the onboarding process on track.

There are plenty more innovative features and additions available in the release, including:

• Mobile features: A new offline learning capability allows employees to complete learning assignments, even without an Internet connection. Progress and course completion are automatically updated when the mobile device is back online. We are also pleased to introduce support for mentoring capabilities within our mobile application, enabling employees to browse, sign up, store match preferences, and connect with mentors directly.
• Onboarding: To simplify and streamline the hiring process, we are extending the configurable new hire functionality to 麻豆原创 SuccessFactors Onboarding. This customizable approach to new hire data collection helps save time and improve process efficiency. We are also introducing new functionality to address several customer requests, including new custom notification triggers that provide additional flexibility for e-mail notifications, homepage enhancements in offboarding, and configurable due dates in onboarding.
• Core HR: With this release, we are introducing a configurable template for concurrent employment in 麻豆原创 SuccessFactors Employee Central. This release also includes many enhancements to localized country versions, improving data quality in supported locales.
• Absence management: We are improving the employee experience by providing more contextual information at the point of entry, including a view of leave entitlements and links to policy documents and external resources. We are also improving the administrator experience by introducing a new user interface (UI) for work schedules, which provides a list view of schedules by day.
• Time tracking: We are expanding support for complex time valuation. We are introducing the ability to define rest periods between a clock out and clock in for shifts, helping organizations comply with mandatory work requirements. Additionally, we have made improvements to public holiday handling with the ability to define work patterns.

All these and more features to help your organization build its future-ready workforce are available in our first half 2023 release, in preview today and production on June 2. Watch the and view the 麻豆原创 SuccessFactors first half 2023 release for more information.

Amy Wilson is senior vice president of Products and Design at 麻豆原创 SuccessFactors.

When Publicis CEO Arthur Sadoun openly shared his cancer journey he learnt that one in two people were afraid to tell their employers for fear of their jobs, which impelled him to establish the Working with Cancer Pledge. As a cancer survivor, I can fully relate to the emotional roller coaster of coming to terms with the diagnosis, treatment, and returning to work. Like Arthur, I chose to share my journey publicly, as I was lucky to have supportive managers and an employer who provided me with the support and flexibility I needed to recover. But I had to go through the fear of stigma, my professional future, and the feeling of letting my team down.

will be affected by cancer during their work life.

Health and illness are very personal matters, but dealing with it in the workplace does not and should not need to be a private issue. When someone is scared for their health or even their life, they should not be worrying about stigma or negative consequences of sharing with their employers. On the contrary, it is essential to recovery to manage their energy, feel comfortable to express their needs in the workplace, and find the support they need at any stage of their journey.

Leaders feel unprepared to support chronically ill employees.

础听 revealed that 60% believe their leaders are unprepared to support employees with a serious and/or chronic medical condition, and nearly 90% are concerned about their own听abilities to offer support.听Much of this unpreparedness comes from a lack of awareness, understanding, and effective tools.听As a result, a behavior that is rooted in discomfort and helplessness can easily be perceived as stigma.

Break the Stigma

Destigmatizing health and disease have been at the core of health management at 麻豆原创 for decades. Three years ago, we launched the Are Uou OK? mental health initiative to put a spotlight on mental health conditions and encourage people to share how they are and seek support when needed. This notion should be just as true for serious and chronic diseases, like cancer.

I am proud that Christian Klein signed the pledge to provide a more supportive and recovery-forward culture at work for people with cancer, specifically to:

• Create awareness through regular internal campaigns for cancer prevention and screening, as well as a healthy lifestyle
• Break the stigma through showcasing employee stories to help others speak up
• Provide comprehensive support through access to medical coverage, emotional counseling, flexible working conditions, practical support for day-to-day life, and a supporting return-to-work program when the time is right for them

We want our people to do what鈥檚 best for them — because what鈥檚 best for our people is best for our business.

It is a journey, and we have come a long way. It is my personal mission that at 麻豆原创 everyone affected with a serious condition is comfortable to express what they need, and that the affected individual, their manager, and colleagues get the support they need to make the best out of the situation — offering the time and support for recovery while ensuring a structured and supported return-to-work process once they are ready to come back.

Based on 厂础笔鈥檚 leadership principles, 鈥渂e ethical鈥� and 鈥渄o what鈥檚 right,鈥� together we can fight stigma and help make workplaces inclusive and supportive for all.

Dr. Natalie Lotzmann is chief medical officer of 麻豆原创 SE and global head of Health, Safety & Well-Being, powered by 麻豆原创 Future of Work.

Yet we know that the principle is not enough. Talking about it is not enough. Good intentions are not enough. Doing the actual work to define and measure equity across the organization — and to correct if and where necessary: that is what鈥檚 required.

At 麻豆原创, we are constantly looking at ways to do that work, and we have spent a lot of time focusing specifically on fair pay. 麻豆原创 Chief Diversity and Inclusion Officer Supriya Jha has written about our multi-year journey tackling this issue, as well as how we鈥檙e ensuring the results of our efforts are transparent. That visibility is critical to empowering all of our employees worldwide.

As part of that journey and our commitment to visibility, our organization recently took steps to measure our progress on fair pay. Here is what we found.

An Inside Look Into Pay at 麻豆原创

As Supriya outlined, our organization undertook a global statistical analysis in mid-2022 — an analysis that will now be conducted annually — to examine pay against comparable roles.听 The analysis found that our employees are paid fairly for equal work in more than 99% of cases.

But our team wanted to go deeper. So, we commissioned an additional U.S.-focused study, which refined the lens to focus on groups where we knew industry-wide systemic barriers to equal pay were more likely to exist. We were thrilled to find similar results.

This research aimed to determine whether there were any statistically significant inequalities among employees performing comparable work, specifically with respect to both gender and race. It found that nearly 99% of 麻豆原创 employees in the U.S. are paid fairly. We adjusted the compensation of employees who found themselves in that narrow minority.

Fair pay is part of 厂础笔鈥檚 moral and structural integrity for the long term. We do not just want employees to feel appreciated, we want them to feel empowered, and part of career growth conversations means having open dialogue about salary and compensation. Employees expect — and deserve — to have confidence in the measures in place that will reward strong performance while also paying equitably.

Simply put, we must consistently and regularly review our pay practices to ensure there is equity across the entire system.

An Outside-In Analysis of DE&I Efforts

And yet, we also know that the full picture is much bigger than just pay equity. Organizations must address the systemic and cultural factors that create, or potentially limit, access to career opportunity 鈥� those key moments in the hiring, career development, and promotion process that influence how it is someone finds themselves with a certain opportunity in the first place. Take this study for example: a statistical analysis on fair pay across similar roles starts with the assumption that to begin with everyone is already in the best job for their skills and potential.

As we outlined last week, this broader focus is where some of the more complex and difficult change must occur, given its connection to social relationships, networking, mentoring, potential bias, and other nuances that can be deeply ingrained in existing work structures and cultural norms. Some of the areas we are continuing to investigate within 麻豆原创 North America include:

• Succession planning, which literally foretells the future of the entire organization. It starts with elevating potentially 鈥渓esser known鈥� folks, with intention. Are we painting a picture of what we want our leadership 鈥� and, by extension, our team 鈥� to look like?
• Talent funnel, where proactive measures build out diverse pipelines, so 鈥渓ess traditional鈥� talent sources are no longer seen as risky choices, but instead understood for their inherent value. A tip for hiring managers: the level of diversity in your network is key to building high-performing teams in your future!
• Working parents and caretakers, who must be well-supported and cared for at work and at home. Ensuring policies and benefits are designed to support those dedicated to care taking and family-friendly needs.
• Access to opportunity, because too often it is not just what you know, but who you know, that connects you to an opportunity. Mentorship is important, but sponsorship is fundamental.

As we continue to synchronize this holistic view at 麻豆原创, we are intentional about fully realizing the power of the diverse communities we want to foster. Though this journey continues, we are proud to humbly continue getting better at making diversity, equity, and inclusion (DE&I) at 麻豆原创.

Lloyd Adams is president of 麻豆原创 North America.
Megan Smith is head of HR for 麻豆原创 North America.

It is important to us because our business is built on trust with our colleagues. That trust leads to high performance and gives us a competitive edge for both talent retention and attraction.

In January 2022, we published a fair pay statement, explaining our philosophy and principles around fair pay. It outlined our efforts to create a culture of equity and inclusion, and a promise to ensure our compensation practices are transparent. Our fair pay motto is 鈥渁ggregate, don鈥檛 segregate.鈥�

In April, we reported that 99.8% of our employees around the world had transparency on their pay range. We also launched a new annual global statistical analysis and made pay equity adjustments.

Even with such positive results, however, it鈥檚 still not a time for chest thumping. Among professionals who have a career focusing on diversity, equity, and inclusion (DE&I), we know how easy it is to regress. And we have no interest in going backwards. We must continue to raise the bar and push ourselves.

Our current compensation results are not a coincidence and did not happen overnight. We have prioritized fair pay through implementing a global job architecture and global grades framework. We have pushed pay range transparency for employees. We鈥檝e targeted salary adjustments to pay range minimums for those employees whose compensation was below the range. And since last year, we committed to annually reviewing internal pay leveraging statistics to ensure employees are paid appropriately.

At 麻豆原创, 鈥渇air pay鈥� is more than reducing the gender and ethnicity pay gap. For us, it means focusing on the processes, programs, and guidelines across the organization. We are pushing ourselves to examine the tools leaders use to ensure talent is treated fairly, and that employees with an exceptional work performance are rewarded accordingly.

Fair pay also is about rewarding individuals based on their unique contribution and impact in their teams and the overall company.

We are so committed to promoting pay equity that we鈥檙e sharing our insights with others.

Business Beyond Bias features in our 麻豆原创 SuccessFactors solutions work to help eliminate the inherent biases around age, race, ethnicity, differently abled, and LGBTQ+ communities in HR processes. Our software helps companies uncover unconscious bias in calibration and compensation decisions. It shows where an employee鈥檚 pay stands relative to the rest of their job family or group within the company. In addition, it allows you to pull in external market pay information into the compensation worksheet to provide additional data points for ensuring fair and equitable pay decisions.

We鈥檙e moving toward a day when equitable pay for all people will no longer be an issue but a basic right for every individual. Until then, we鈥檒l keep working on it.

Supriya Jha is chief diversity and inclusion officer at 麻豆原创.
Chetna Singh is senior vice president and global head of Total Rewards at 麻豆原创.

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

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

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

HCM: A Transformative Journey

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

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

Resources for HCM Excellence

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

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

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

Building a Future-Ready Workforce with 麻豆原创 SuccessFactors

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

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

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

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

What does this new world of work look like for the more than 110,000 麻豆原创 employees across the globe?

Hybrid Work: Our Way Forward

As part of our in the future, the Pledge to Flex program is 厂础笔鈥檚 strategic response听 to the changing demands of today鈥檚 — and tomorrow鈥檚 — workforce.

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麻豆原创 has practiced remote work for decades and flexibility is part of the company鈥檚 DNA, but the pledge addresses the increased desire for more flexibility at work, which is a trend that 麻豆原创 and many other companies see in the labor market. Aiming for the creation of a leading-edge working environment where employees can thrive, Pledge to Flex is based on empowerment and self-organization driving world-class innovation and productivity while meeting individual requirements.

Dr. Christian Schmeichel is senior vice president and chief future of work officer at 麻豆原创. He leads the global Future of Work organization, which designs innovative strategies how 厂础笔鈥檚 employees work today and in the future. 鈥淔lexible work is a key differentiator for attracting and retaining world-class talent in a highly competitive labor market,鈥� he says. 鈥淕etting it right sets the foundation for a successful journey into the future of work.鈥�

True flexibility comes to life when employees get to choose from where they do their best work — whether that is in the office, remote, or at home. We see this as a hybrid approach, giving employees greater autonomy in line with business and customer requirements.

Hybrid work is not a new concept. What is new is the strategic imperative and the degree of participation, alongside an increased level of remote work.

麻豆原创 is making a purposeful investment in supporting everyone to run at their personal best; all people get to participate and have conversations about what, when, how, and where they are working, as well as what options are available to them.

The transition to this new world of work is well underway at 麻豆原创, with the model implemented across 75 countries. Results of our latest employee survey suggest that Pledge to Flex is widely appreciated, with positive effects of hybrid work on employer attractiveness, empowerment, and productivity

Connecting Teams in the Age of Hybrid

Clear communication, continuous listening, and a focus on health and well-being are cornerstones of 厂础笔鈥檚 success in this regard. But what does the right balance of working from the office and in remote locations look like?

Dan Barton, User Experience lead and co-founder of Bluestonex UK, a member of the 麻豆原创 AppHaus Network, proposes: 鈥淲hy should people return to the office if they can work remotely? [Companies must ] create a compelling reason for people to be in the office, and use the location as an opportunity to build a team culture.鈥�

Building a strong team culture with both onsite and remote working opportunities is key to success. As such, 麻豆原创 places focus on the creation of easy-to-use tools to build relationships, foster collaboration, and focus on health in any work environment.

Flex Team Workshop

There is no 鈥渙ne-size-fits-all鈥� approach to hybrid work, so managers and teams must define new ways of working that best meet business requirements while supporting individual needs. To facilitate the process, 麻豆原创 AppHaus and the global Future of Work team co-created the so called as an innovative methodology for team development. The approach helps managers and employees jointly determine a setup that drives collaboration and productivity while putting business and customer requirements front and center and supporting the work-life balance of team members.

“Who would have thought that a simple new work breakfast series that started in the 麻豆原创 AppHaus became an integral part of 麻豆原创 Human Resources,” shares Andreas Hauser, senior vice president and head of 麻豆原创 AppHaus Network. “We co-created the new Flex Team Workshop with the Future of Work organization, and the workshop format was so successful within 麻豆原创 that we decided to also make it . This effort contributes to our vision of hybrid work and lets teams successfully create their own next way of working.鈥�

In 2022, Flex Team Workshop has been introduced globally at 麻豆原创 and has over 850 trained facilitators. It was listed among the finalists of the and the German , a testament to the importance of how teams organize themselves in a hybrid world.

Enablement material is available to all 麻豆原创 customers and partners as a free resource within .

Key elements of the Flex Team Workshop format include:

• Running the 90-minute workshop as self-service tool
• Understanding business needs and each team member’s requirements
• Aligning on key activities and social interactions in the office as well as when working remotely
• Building consensus on a tangible hybrid work plan

FlexConnect App

The FlexConnect App is the digital counterpart that brings flex work to life when working in the office. It supports employees to organize their work week and book work spaces and meeting rooms.

A social component allows people to connect with team members and colleagues by showing who else is in the office and where to find them. Together with the so-called “moments together onsite,” which are ideas for creating compelling reasons to return to the office, the experience of togetherness strengthens social coherence, which is particularly important in the age of hybrid.

Health as Imperative

A changing work model requires state-of-the-art health and well-being offerings acknowledging that happy and healthy employees drive the greatest value to customers and communities. Hence the health, safety, and well-being of our people is a business imperative, with a holistic focus on mental and physical health. Further underlining our commitment, we are proud to be among the first global corporations to have signed the .

Health offerings for 麻豆原创 employees include:

• Are You OK?, a company-wide
• Employee Assistance Program with 24/7 confidential support and psychological counseling
• Healthy leadership training for managers
• 麻豆原创 Global Mindfulness Practice program with trainings on mindfulness and emotional intelligence
• On-demand trainings for employees in physical health

In the End, It鈥檚 All About People

Making an organization future-proof must be top of mind for every leader. It requires organizations to be more resilient, adapt to strategic changes, and have flexible organizational models along with a culture that embraces disruption and change.

In the end, it is people creating, executing, and running all of this to be successful in the new world of work. People are therefore front and center in everything we do.

Going forward, workforce plans must be dynamic and adjustable based on a continuous monitoring of supply and demand. Such flexibility used to be extremely difficult to accommodate 鈥� back when the top determinants of supply were worker location and role. Location-bound talent meant that when an employee worked in California, your skills were in California. If you needed specialized IT skills in New York, you had to fly your employee across the country and often they also needed a role change.

But as the pandemic shifted working models to work from home or hybrid models, knowledge workers not only became untethered from the office, but part of a free-range workforce that can work anytime and anywhere. They became location unbound 鈥� and prefer it, as evidenced by the large volume of people moving out of the city to the country, to Florida, or even debating a move to the British Isles, anywhere with a good broadband connection.

At the same time, we鈥檙e seeing a new trend: unbound workers who are performing multiple 鈥� and increasingly diverse 鈥� roles as part of their current position. For example, they may work three days a week on one project or in one part of the business, and on the other two days support other initiatives with teams that are across the country or even overseas. These versatile workers are in demand for dynamic teams because their diversity of experience and unique skill sets aren鈥檛 necessarily needed in their full-time role, but they are in high demand across the business on an ad-hoc or project basis. This trend could be beneficial to both the organization and employee, as variety can prevent monotony 鈥� which hurts the employee experience and leads to attrition 鈥� and even increase job satisfaction, engagement, and retention. Mostly this leads to significant increases in productivity and organization agility.

Given these trends, we鈥檙e seeing the future of work as a flexible, global, incredibly agile gig economy that encompasses internal and external workers. This means hiring managers don鈥檛 always need to create a new position and budget for every skill set they need; rather, the business makes it easy for them to meet their 鈥渄emand鈥� by finding, accessing, and onboarding the right people 鈥� wherever they are 鈥� with the right skills to meet their needs. Imagine having a talent management system that can cross-charge the salaries or hourly rates of workers to multiple tasks, departments, and operational units across the globe. People can also sign up for flexible, part-time opportunities, get exposure to new areas of the business, develop new skills, and add value along the way.

There is, of course, a balance to be considered between the permanent and flexible elements of any employee鈥檚 position. Too much flexibility and fluidity could diminish job security and expose employees to the negatives of a potential precarious work environment 鈥� a healthy balance is therefore vital.

Looking ahead, this kind of role and location flexibility will increasingly become necessary to access the skill sets needed to meet business and sustainable economic growth. Many Organization for Economic Cooperation and Development (OECD) member countries have had insufficient for births between 2020 and 2022 to meet the demand for skills in 16- to 20-year-old employees entering the workplace between 2036 and 2040. However, Africa will potentially have enough 20-year-olds to fuel OECD country development and economic growth. Tapping into people with desired skill sets from these areas of the world in an ethical and a sustainable way by not relocating people is the best possible way forward. It preserves and bolsters communities and cultures rather than depriving them of their skill base and human resources.

As discussed in a previous article, flexibility is also important when trying to diversify your workforce by attracting, hiring, and retaining workers of diverse genders, age, and ethnic groups. This is critical today. Surveys conducted during the pandemic, such as the , indicate that Black males, for instance, had a much better employee experience when working remotely because they report experiencing less unconscious bias and a great deal more equality. Forcing these workers to come to an office every day can make them more of a flight risk 鈥� and put your employee engagement and access to their valuable skills at risk.

So how can your HR department support this level of flexibility and optimize workforce planning in such an environment?

Start to think of ways to address skills gaps and empower employees to work how and where they want. Enable employees to work in cross-functional teams based on organizational tasks or projects. They can be across hierarchies or lines of business and help to create an agile working environment while fueling skill development. It鈥檚 also important to 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. Employees will have the flexibility to create a work experience that is uniquely their own, but it will also create an adaptable workforce that is future ready.

The future of workforce planning is here 鈥� and it鈥檚 full of potential for innovations. To learn more, visit www.sap.com/people-analytics.

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

With the the fourth quarter rally ahead and the holidays nearing, workplace stress levels are climbing as employees return from fall business conferences, strive to meet year-end deadlines, balance family commitments, cope with economic uncertainty and endure an unending health crisis. For global knowledge workers, distributed teams across time zones can mean long hours of emails and video conferences, further compounding stress.

Research and people stories are gaining attention, like Rachel Feintzeig鈥檚 , which suggests more rest may be the key to better health and improved productivity in the future of work.

厂础笔鈥檚 Take

Dr. Natalie Lotzmann, chief medical officer and global head of Health, Safety and Well-Being at 麻豆原创, believes that creating a healthy, caring culture in which people can thrive and live a fulfilling life in spite of a highly competitive environment ensures that our people run at their best. She counsels employees and people managers and promotes the value of healthy habits like preserving restorative rest.

What rest and recovery look like can vary from individual to individual. According to Lotzmann, recovery can be active, like playing sports, or passive, like sitting in the park. What is more important, she said, is that the person has a regular rhythm that involves periods of task-related concentration, offset by experiences that require a shift in focus to something that has a calming effect, like a walk outdoors, time with a pet or a yoga session.

鈥淓verything that is in a healthy living balance has an underlying rhythm,鈥� Lotzmann said. 鈥淚t鈥檚 not important exactly what it is that you do. The most important thing is that there is a healthy rhythm.鈥�

Micro-breaks are very short breaks that employees can take throughout the work day. As an example of a micro-break, Lotzmann said, 鈥淭he easiest thing is just to stop, take a deep breath, and look out the window at something in nature. Consciously watch the trees bending in the wind or the birds flying by. Continue breathing and let your mind float. Reflect on what really matters to you in life. Be grateful for what you have. For most people, this is the perfect way to get distance, calm down and reset your brain.鈥�

Research suggests that taking micro-breaks of 10 minutes can improve engagement and motivation. The longer the break, the greater the increase in performance. may include stretching, nutritional intake like coffee — in moderation! — and a snack, or a social activity not centered on work-related topics. Less beneficial are cognitive activities like reading the news, surfing the web, online shopping or banking, which can leave people more depleted, especially under demanding workloads.

Benefits of Rest for Productivity

At 麻豆原创, the health management team champions rest as the key to supporting healthy distance. 鈥淩est enables you to have healthy distance, to keep things into perspective and to reflect and recharge. You need healthy distance to make the best decisions possible,鈥� Lotzmann said. 鈥淭he more you are drawn into a stressful situation without that healthy distance to reflect, the higher the possibility that you will act toward a win-lose or even lose-lose outcome. In a state of healthy distance, you are in a position to realize what really matters, what it takes to resolve the situation toward a win-win outcome or how to turn the challenge into an opportunity.鈥�

An unspectacular example of where healthy distance is useful — and that is likely to be familiar to knowledge workers — is the email chain conversation with many people on copy that takes a sharply negative turn. Lotzmann said that without healthy distance, an automated reflexive reaction of cause and effect leading to escalation is more likely to happen. However, after a moment of restorative rest to gain healthy distance,听 people are more likely to respond thoughtfully and achieve better outcomes for all. The distance allows us to realize the big picture, to step into the shoes of a participant or to think about the right person to talk to before taking reflected action.

A healthy and balanced mindset allows targeted action toward the best possible outcome for all.

Micro-Breaks, Supported by Technology

To support and business agility, an organization has a responsibility to empower employees and enable them to take care of themselves. Workplace culture plays an important role in encouraging people to create balance in their lives. However, people will not take time for rest if they believe they will be punished, consciously or unconsciously.

A new crop of workplace technologies is helping employees, many of whom work remotely, to integrate micro-breaks into their day in a way that encourages building healthy habits. 麻豆原创 recently launched a global pilot project to introduce micro-breaks supported by technology that integrates into its online collaboration platform. For those preferring mindfulness, guided meditations by 厂础笔鈥檚 own mindfulness trainers are available both as regular sessions as well as via a well-known app on demand.

鈥淢y advice is to try it out and decide if it is helpful for you,鈥� suggested Lotzmann, who understands that technology-based prompts may not appeal to some employees. She also has another food for thought, 鈥淎s we are human beings — and social beings — the most powerful reminders for breaks are other people.” She said that if you can include family, friends or colleagues into your taking-a-break-habits like going for a walk together, participating in a virtual yoga class together or simply reminding each other to take a break and have a chat — most people can build healthy habits more easily in togetherness.

鈥淔or many people, this is a great key to do it right,鈥� she added. 鈥淭he more we talk about taking meaningful breaks and share how we take them, the more likely it is that it really becomes a personal healthy habit in an overall healthy corporate culture.鈥�

Contact:
Ilaina Jonas, Senior Director of Global Public Relations, 麻豆原创
+1 (646) 923-2834, ilaina.jonas@sap.com

The world of work has changed dramatically since the report鈥檚 inception, elevating the role of people and culture leaders. The need for rich data and actionable insights, employee expectations for greater self-service and mobile functionality, a growing skills gap, and the ability to manage an increasingly dispersed workforce are just a few of the major shifts we have experienced. With all of these changes, one constant has remained clear: the need for people to be at the center of business is more critical than ever.

This is why more than 9,400 customers worldwide — from mid-market organizations to global enterprises with 100,000+ employees — count on 麻豆原创 SuccessFactors Human Experience Management (HXM) Suite to elevate their people function and drive transformational change throughout their business. Together with , solutions, and the broader 麻豆原创 portfolio, they can connect their people processes across the business to truly put people at the center.

鈥淔or MOD Pizza, providing exceptional employee experiences is key to driving workforce engagement and business success,鈥� said Tara Gambill, senior director of Enterprise Systems for . 鈥淧eople data is the lifeblood of the system. With intelligent technologies from 麻豆原创, we can create integration end to end, and leverage that data to get people connected and productive faster.鈥�

Building a Future-Ready Workforce

As we look at the changing dynamics of what people and organizations need to succeed, it requires a change in thinking. People thrive when they are engaged in their careers and have a sense of belonging; organizations thrive when their people are properly skilled and aligned to the right opportunities.

Global HR industry influencer Josh Bersin recently : 鈥淸 is integrated into the [麻豆原创] SuccessFactors stack, making talent marketplace an integrated part of HCM. 麻豆原创 is going further. While the talent marketplace is often seen as a ‘product’ or set of features, it really is much more. It鈥檚 a new, modern way of thinking about pay, jobs, roles, and growth.鈥�

At , we introduced new innovations to transform talent development for the future of work, and bring the whole self model to life. Informed by our team of behavioral scientists, these innovations use data and machine learning to continuously understand the capabilities within the workforce as well as each person鈥檚 whole self — their skills, aspirations, interests, strengths. This intelligence enables organizations to match people with dynamic teams and ongoing growth opportunities. The result is people-centric organizations that provide individuals with opportunities to grow and learn in alignment with the needs of the business.

Vicki Furnish, vice president of Global People Solutions Operations and Analytics at NTT DATA Services, said it perfectly when discussing NTT DATA Services鈥� move to 麻豆原创 SuccessFactors: 鈥淚f we put the right foundation in for our team and people, our team members will be successful. If they are successful, we will then be successful in our business.鈥�

Read the full report here: .

Amy Wilson is senior vice president of Products and Design for 麻豆原创 SuccessFactors.

Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner鈥檚 research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

The 麻豆原创 SuccessFactors second half 2022 release, which is available for preview today, introduces new innovations focused on empowering organizations to create an agile and future-ready workforce in a rapidly changing workplace as well as further investments for individualized experiences and agile and compliant HR.

Creating a Future-Ready Workforce

In the face of increasingly complex and more urgent transformations, organizations must accelerate their talent development at scale. At the core of such adaptability is an understanding of the skills organizations need to build and grow. As part of our early adopter care program, select customers will have access to skills ontology, growth portfolio, and dynamic teams, which work together to deliver greater intelligence on the skills and capabilities that currently exist and are needed within an organization.

The skills ontology is a major advancement for 麻豆原创 SuccessFactors that鈥檚 connected to global skills databases to help ensure that organizations have a comprehensive and up-to-date view of the most important skills for their workforce. It delivers machine learning and artificial intelligence (AI) powered recommendations to employees about relevant and trending skills to prioritize for development.

The growth portfolio, also part of the early adopter care program, is how employees can reveal their skills, capabilities, education, language proficiencies, and certifications. In the second half release, this data will connect employees to the most relevant assignments in . While the skills ontology gives organizations the ability to align talent development to the ambitions of the organization, the growth portfolio enables employees to align their own talent development to their ambitions.

Dynamic teams is also part of the 麻豆原创 SuccessFactors foundation and available to all customers. Within organizations today, there are countless teams that exist outside of traditional organizational structures 鈥� groups of people that work cross-functionally on a project for a certain amount of time. The dynamic teams functionality can provide organizations with visibility into these teams as well as tools to help manage and assemble teams. Team progress can be measured using objectives and key results (OKRs) and employees can find a dynamic team within 麻豆原创 SuccessFactors Opportunity Marketplace to help learn new skills and continue to grow their career. This transparency within the organization levels the playing field and creates equal opportunity for employees.

With richer data and greater talent intelligence, organizations can help ensure that employees are connected to the most relevant talent development opportunities that are aligned to the ambitions of employees and the needs of the organization. Skills ontology, growth portfolio, and dynamic teams provide significant updates to the foundation of 鈥� built into what customers already have instead of requiring an entirely new solution.

Some more exciting features for our second half 2022 release are around individualized experiences and agile and compliant HR, including:

• Chosen name and personal pronouns: As part of our commitment to diversity, equity, and inclusion, we are taking important steps to help every individual be seen and valued. People can now indicate their chosen name, personal pronouns, and gender directly within the people profile. This information is displayed consistently across 麻豆原创 SuccessFactors solutions 鈥� from recruiting to learning, helping to foster a greater sense of belonging.
• End-to-end visual redesign: We are enhancing the overall look and feel of 麻豆原创 SuccessFactors by implementing the Horizon visual theme for 麻豆原创 Fiori. This new theme enhances consistency while delivering a more informed and streamlined product experience. Employees will find nearly every element of the solution updated with new colors, typography, iconography, layouts, and visual hierarchy focused on intent and success. We remain on track to have every employee-facing 麻豆原创 SuccessFactors experience unified with the theme by the end of 2023.
• 麻豆原创 SuccessFactors Work Zone guided onboarding experience: By bringing together 麻豆原创 SuccessFactors solutions and third-party integrations, organizations can more efficiently handle an array of complex onboarding processes. This new feature helps ensure that employees receive individualized experiences, even before their first day. Covering key phases of the new hire journey, the guided onboarding experience for helps provide the tools and information employees need, both before and after hiring.
• Cross-system workflow capability: We are unveiling a new cross-system workflow capability for processes that involve multiple users from multiple systems, such as 麻豆原创 SuccessFactors Employee Central and the payroll component of 麻豆原创 ERP Human Capital Management. A guided activity framework for key processes enables our on-premise customers to more rapidly unlock the value of the cloud with 麻豆原创 SuccessFactors Employee Central and the latest HXM innovations while maintaining and progressively moving on-premise processes to the cloud over time.
• Time management enhancements: We are continuing to enhance our capabilities in time management with the much-anticipated ability to export leave events into calendar applications along with better support for public holidays and handling of grace rules. Time administrators can now copy time-related configuration objects, reducing the need for manual duplication during configuration. In addition, temporary work schedules and absence information on a per day basis will now be available for reporting in 麻豆原创 SuccessFactors People Analytics.

All these and many more exciting features will be available in our 2H 2022 release, in preview today and production on Friday, December 9. Please watch our for more information.

Amy Wilson is senior vice president of Products and Design for 麻豆原创 SuccessFactors.

It is defined by the impact an organization has on every part of its ecosystem: workers, supply chains, communities, and the environment. Yet less than one percent of organizations today are fully aligned to all 17 United Nations Sustainable Development Goals (UN SDGs).

We know that getting this right 鈥� or wrong 鈥� has real implications. As organizations increasingly shift their strategies toward a triple-bottom-line approach focused on profits, planet, and people, it鈥檚 this last pillar that is intrinsically part of the other two despite being historically overlooked. People make the decisions that impact our environment. People design and execute the strategies that drive results and profits. And people are ultimately responsible for how we shape the future of our planet.

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Introducing People Sustainability

At SuccessConnect, we introduced a new term to guide organizations on their journey to create a future-ready workforce and a more equitable world: .

People sustainability is the intersection of employee engagement, empowerment, and corporate responsibility. It is defined as treating people — within an organization鈥檚 workforce, across their supply chains, and in the communities in which they operate — ethically and fairly. Just as environmental and economic sustainability require careful preservation and use of natural and financial resources, people sustainability requires treating people and human potential as precious resources that must be supported and valued to drive resilience and agility — and the future we all wish to see.

At 麻豆原创, we define people sustainability through six core pillars. While there may be even more considerations when you think about the broader social sustainability umbrella, we determined that these are the most important pillars organizations can focus on right now to help people thrive:

• Diversity, Equity, & Inclusion (DE&I)
• Well-Being & Balance
• Trust & Transparency
• Health & Safety
• Empowerment & Growth
• Organizational Purpose

A Focus on People Sustainability Can Improve Overall ESG Metrics

New * and commissioned by 麻豆原创 demonstrates that by focusing on the needs of the people in their workforce, supply chain, and communities, organizations can drive positive results for their organization and the environment.

In other words, invest in your people and the results will follow.

Despite criticism of the current state of environmental, social, and governance (ESG) investing, the growing social and economic pressures from investors, employees, and shareholders for organizations to show how they are addressing inequity and climate change while maintaining growth indicates that ESG is here to stay. In fact, a McKinsey report found that expect that ESG programs will contribute more to shareholder value in five years than they do today.

A holistic people sustainability strategy can help organizations improve their ESG metrics across all three pillars of people, profit, and planet. Our research found that more than 86% of respondents believe that investment in people sustainability, as outlined above, can drive positive economic and environmental sustainability outcomes.

Furthermore, people sustainability pioneers, or those with the most mature people sustainability strategies, are 30% more likely than followers, those with the least mature people sustainability approaches, to include people metrics in their ESG reporting. This suggests that the pioneers see the value in demonstrating their commitment to inclusion, engagement, and well-being as an integral driver of their overall ESG success.

The results speak for themselves: our research found that employees of people sustainability pioneers reported higher employee job satisfaction and productivity, are less likely to leave their jobs, and are more enabled to achieve their career goals.

Developing a Holistic People Sustainability Strategy

We鈥檝e established why people sustainability is important, but how can leaders successfully incorporate it into their organization? It requires substantial behavioral change combined with employee engagement and the right technology. According to our research, more than three quarters of respondents at all levels — executives, managers, directors, and frontline employees — believe that behavior change is necessary at all levels of the organization.

Part of this change is approaching people sustainability holistically. The six pillars we鈥檝e identified already exist; however, they exist in silos, operated by different teams and measured with separate goals. Our research demonstrated a notable difference between pioneers and followers in how they approach this challenge: 80% of pioneers believe that addressing people sustainability with a single, unified strategy is more valuable compared to only 61% of followers.

One manufacturing employee surveyed as part of our qualitative interviews put it best: 鈥淚t鈥檚 not even a question anymore. You can鈥檛 do social sustainability in isolation. You can be the best company in the world, but if your supply chain is not on board, then it doesn鈥檛 mean anything.鈥�

While this won鈥檛 happen overnight, a unified approach will produce the rewards organizations need to build the resilient, results-driven, and people-first culture needed to meet business demands. A unified approach to people sustainability will have a positive impact on critical business KPIs, according to the research, including financial performance (71% of respondents agree), employee job satisfaction (78%), employee engagement (76%), and brand reputation (75%).

People Sustainability Helps to Change Work for Good

A sustainable workforce drives a sustainable business. At SuccessConnect, we introduced new capabilities within the 麻豆原创 SuccessFactors Human Experience Management Suite that can transform how organizations can manage their talent. Collectively, these innovations use data and artificial intelligence (AI) to understand every individual鈥檚 whole self — their skills, interests, aspirations and much more, even as they change over time — and then use that to match them with opportunities over the course of their career.

When we think of the challenges organizations face today — the skills gap, hiring challenges, and a rapid pace of change — the ability for people to move and grow within an organization is how we will successfully build diverse teams, drive growth and learning, foster belonging, and increase organizational agility.

This is why a unified people sustainability strategy is paramount to the future of work. You cannot make progress on DE&I without trust and transparency. Empowerment and growth are limited without clarity on organizational purpose. Bringing it all together is what creates a resilient, results-driven, and people-first organization — one that鈥檚 not only equipped to meet the business needs of today, but one that can learn, grow, and adapt to meet the business needs of tomorrow.

Read the 鈥溾�� IDC Document # US49724322 and join the on October 27, 2022.

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

*From May through August of 2022, IDC conducted qualitative and quantitative studies of employees and business leaders across multiple countries and industries; two focus groups in the U.S., 16 in-depth interviews with executives across three regions, and a survey of more than 3,500 employees and business leaders in 11 countries across NA, EMEA, APAC, and Latin America.

Here are a few takeaways from this year鈥檚 SuccessConnect.

Build a Future-Ready, Sustainable Workforce

The world is experiencing changes and economic pressures not seen in decades, including high inflation, a competitive labor market, and low unemployment. For talent development to be sustainable and impactful, HR leaders need a clear understanding of their workforce capabilities to ensure their people are properly skilled, engaged, and aligned to the right opportunities so that everyone can reach their full potential at work.

This was a key theme of the听, where Amy Wilson, senior vice president of Products and Design for 麻豆原创 SuccessFactors, showcased the latest innovations to focused on enabling organizations to solve the skills gap of today while expanding opportunities for all workers. Product demonstrations shed light on how bringing together data, machine learning, and artificial intelligence (AI) can provide organizations the necessary talent intelligence to align their people to the changing needs of the organization while enabling personal growth that鈥檚 more equitable.

The Time for HR Digital Transformation Is Now

Legacy HR systems often can鈥檛 keep up with the demands of a more permanent hybrid workforce model, ongoing market needs, and employee expectations. Investing in talent alongside technology is equally important to scaling HR operations for long-term growth. Special guest听Josh Bersin, global industry analyst and CEO of The Josh Bersin Company, joined Meg Bear, 麻豆原创 SuccessFactors president and chief product officer,听for the to discuss how organizations can develop their people to meet the emerging demands of the future of work and the role of technology in transforming how organizations both support and empower their people.

At the event, shared how it was able to transform its global HR infrastructure within just three years through the adoption of 麻豆原创 SuccessFactors solutions, optimizing the employee experience. HEINEKEN was proud to highlight that its workforce has fully embraced the new data-driven HR program, with a 95% user adoption rate. In addition, Stacie 鈥婳verbaugh鈥�, group vice president, Product听Management, 麻豆原创 SuccessFactors鈥�, led an session where she shared exciting innovations related to suite integrations, extensibility, security, system administration, analytics, and more.

A Powerful Cloud Foundation Drives Value Realization at Scale

Establishing a cloud-based HR foundation delivers value for both HR and the business. Organizations that enjoy successful HR cloud transformations , including higher productivity, increased employee engagement, improved data security, and greater cost efficiencies. At the event, Group Plc. outlined how it embarked on a global transformation, positively impacting thousands of employees across multiple countries. Now the company provides talent management capabilities at scale with 麻豆原创 SuccessFactors solutions, realizing the benefits of hyper-automation and mobile-enabled services in increasing efficiency and delivering an excellent employee experience.

Details on moving HR to the cloud were also front and center as part of this where attendees learned about the investments 麻豆原创 is making to meet customer needs plus key resources including guides, tools, assets, and an ecosystem of partners. Also at the center of the discussion were the available transition paths and tips for determining what may work best for your business when it comes to successfully migrating to the cloud.

Connect HR with the Rest of Your Business to Improve Performance

Your people impact every aspect听of your business, from production to sales, finance, and more. But when your organization is lacking a strong connection between HR and other business operations, your opportunity to improve business performance is hindered by latent data, incomplete insights, and siloed processes and experiences. This disconnected and reactive operating model is quickly becoming obsolete. Organizations of all sizes are making the shift to a connected cloud HXM and enterprise resource planning (ERP) approach to achieve better for their organization and their people. It all starts with having a single source of real-time data that allows business leaders to make more informed decisions from workforce supply and demand plans and forecasts to diversity and turnover.

Carrie鈥� Klauss, 鈥媎irector of Solution Marketing, 麻豆原创 SuccessFactors solutions, brought this to life as she shared a number of insights from 麻豆原创 SuccessFactors customers that, through , have broken down the silos to achieve better data and insights, better processes, and better employee and customer experiences. As Klauss said, 鈥淭his is when real change comes 鈥� when you can change work for good, both for your business and your people.鈥�

Everyone Plays a Role in Co-Creating an Inclusive Future of Work

People are the critical element to moving business forward. When you make it possible for people to bring their authentic selves to work every day, you create the kind of engagement that drives a better business and a more sustainable world. During the at SuccessConnect, Baratunde Thurston, writer, producer, and TV host, led an engaging discussion with thought leaders from Microsoft, The Female Quotient, and 麻豆原创 focused on how leaders and employees can co-create a future of work that cultivates new levels of engagement, productivity, well-being, and innovation by building a culture of purpose and belonging.

Couldn鈥檛 attend the in-person event? Be sure to access select road map sessions, product demos, and other content now听.

Lara Albert is global vice president of Solution Marketing at 麻豆原创 SuccessFactors.

Nearly three-quarters (72%) of job seekers say rising costs have played a role in their decision to look for a new job and more than half (55%) said news of an economic downturn made them more likely to start their job search now rather than six months down the road.

Job seekers said they are prioritizing pay and work-life balance as top considerations for new roles, and that the interview experience plays a huge role in determining their opinion of a prospective employer.

“Many people have switched jobs over the past year as they re-evaluated the role of work in their lives,鈥� said Dr. Benjamin Granger, chief workplace psychologist at Qualtrics听 “There’s a sense that the clock has started for anyone who wants a new job but has been hesitating to make the jump. Compared to years past, workers have higher expectations for what their jobs can offer, and many are eager to find that next opportunity before the job market slows too drastically.”

鈥淭here is a heightened awareness on the human experience at work as organizations gain a greater understanding of how their people are working across teams, how they鈥檙e feeling, and what opportunities they鈥檙e looking for,鈥� said Meg Bear, president and chief product officer, 麻豆原创 SuccessFactors. 鈥淚n fact, our research found that one of the biggest reasons people are leaving their jobs is because they don鈥檛 have the opportunity to move to a different role. can be a major differentiator to help organizations not only attract new talent but to retain employees and leverage the skills that already exist within their workforce.鈥�

The joint Qualtrics and 麻豆原创 study asked more than 1,000 U.S.-based job seekers about what they want in their next role, why they are struggling to find the best fit, and their biggest challenges during the recruiting process. Here鈥檚 what they had to say:

Finding a job that sparks passion is difficult, but applicants are willing to put in the work.

Only 15% say it鈥檚 been easy to find a job in which they are genuinely interested. And 45% are willing to go through one to five rounds of interviews for a job they are very interested in, while 35% are willing to go through as many rounds as it takes for a job in which they are very interested.

The interview experience plays a huge role in determining the candidate鈥檚 opinion of the employer.

Despite virtual interviews becoming more commonplace, most job seekers (57%) would prefer an in-person interview if given a choice. Only 19% would prefer phone interviews and 13% would prefer video interviews.

• 61% say their interview with the hiring manager is the most important as they determine whether they鈥檇 like to join the company; 17% say their interview with teammates is the most important.
• 64% have been ghosted by a company with which they interviewed; 40% say they often don鈥檛 hear back, 24% say they never hear back.
• 48% are unlikely to recommend the company to a friend if they experience a negative interview process.

Pay is the top factor for applicants when deciding to switch jobs.

The biggest deal breaker for job seekers when considering a new role is salary. Other motivating factors for quitting include a lack of work-life balance and company values not aligning with personal values. Thirty percent say they are not paid fairly for the work they do in their current role.

Well-being and work-life balance are key concerns for job seekers when deciding where to work.

Work-life fit ranks as one of the most important workplace traits, second only to compensation.

• 57% believe that getting a new job will help them feel less burned out; only seven percent say it won鈥檛.
• 59% say their current manager cares about their well-being.
• 56% are more likely to apply for a remote or hybrid role now, compared to before the pandemic; 35% say they are neither likely nor unlikely to apply.

Job seekers are optimistic that the turnaround time will be quick.

Although the job search process can take anywhere from a few days to several months, most respondents are optimistic that their wait time will be relatively quick. One in three (33%) job seekers anticipate it will take one to three months to get a new job; 28% anticipate it will take three to six months, 21% anticipate it will take six to 12 months, and 12% anticipate it will take less than a month.

Learn more about this research and how customers are using 麻豆原创 SuccessFactors Recruiting at .

Study methodology: This study was fielded by Qualtrics, in partnership with 麻豆原创 SuccessFactors, between May 31-June 3, 2022. Respondents were selected from a randomized panel and considered eligible if they live in the United States, are at least 18 years of age and are either actively looking for a new job or plan to look for a new job in the next six months. The total number of respondents was 1,002. Respondents who did not pass quality standards were removed.

As employees know, the reality of working from home is鈥� going pretty well, actually. Most of us are still working in our basements, sheds, or spare rooms while monitoring our Wi-Fi connectivity, adjusting our work hours to meet with trans-global colleagues, devising a smarter , and advancing our digital fluency to make use of new productivity tools and apps. Overall, we鈥檙e happier and healthier, as study after study confirms.

The Future of Work Is Not Location Bound

When asked about their preferred work model for the , of workers said they want a hybrid work arrangement, according to the by . In the study, Accenture interviewed more than 9,300 workers in 11 countries across 12 industries to understand workers鈥� mindsets toward three different work models 鈥� on-site, remote, and hybrid 鈥� and the resources they require for their health and productivity.

Published at the height of the pandemic in April 2021, the study classified employees into four mindsets along a spectrum: thriving (42%), ambivalent (12%), apathetic (15%), or disgruntled (31%). While those who were disgruntled worked largely on-site, those employees who were thriving were mostly working in hybrid arrangements. They experienced less burnout and reported feeling across six dimensions of well-being: financial, emotional and mental, relational, physical, purposeful, and employable.

Three years into the pandemic, we are now capable of managing the virus with vaccines. Despite existing research on work models, many employers continue to struggle with developing a cohesive set of policies for hybrid work. Instead, they opt for one-size-fits-all solutions that fall short in the face of reality. Too many are still narrowly fixated on the question of location: 鈥淲here should we work?鈥� However, a surprising outcome of the Future of Global Work Report has potential to reframe this discussion.

During the study, Accenture researchers identified a segment of workers (40%) who felt they could be productive anywhere. For this group, work location did not matter because they could be equally productive on-site and remotely. How do they do it? The researchers studied this group more closely to find the answer.

鈥淲e were initially interested in that location question 鈥� what helps to drive worker productivity remotely or onsite,鈥� says Gabriela Burlacu, PhD, talent researcher at Accenture. 鈥淏ut actually, what was far more interesting and far more impactful on a company鈥檚 bottom line was this idea of a segment of workers that felt they could be what we called 鈥榩roductive anywhere.鈥欌��

Traits of Workers Who Are Productive Anywhere

That many workers can be productive, happy, and healthy in whichever setting should be welcome news for any company trying to hammer out an intentional policy for hybrid work. 鈥淚t鈥檚 location agnostic,鈥� Burlacu says, regarding the impact on the future of work. 鈥淚t’s also a precursor to effective hybrid work, because if you feel you can be productive anywhere, then you really could work comfortably in both places.鈥�

Much more important than work location seemed to be an employee鈥檚 individual potential and the resources available to support their work. The Accenture team found some commonalities among the 鈥減roductive anywhere鈥� cohort that can be carried over to other organizations as well. These workers had more autonomy, positive mental health, a desire to participate in learning, advanced digital fluency that enabled them to evaluate and adopt technology to get the job done, strong social bonds at work, and work-life enhancement, which means that they felt their work added to their ability to enjoy other areas of their lives.

The organizations that these workers belonged to also had interesting commonalities. They tended to be agile, intelligent, digitally mature, and have supportive leadership. They also have beneficial health policies that signal that employee health and safety is valued by the company.

Autonomy is a key theme in any discussion about hybrid work. It takes steady effort and awareness to balance autonomy and organizational goals for business success. Burlacu has some suggestions. 鈥淭he ways that we measure productivity have to look a little different. Giving people some level of freedom to manage their own time and how they complete tasks is important,鈥� she says. 鈥淏ut another side is also giving manageable feedback that’s really clear in terms of what the expectations are and how to improve. It’s an often-overlooked part of autonomy. Workers don’t always know if they’re working on the right things for the company鈥檚 success; whereas being really clear about the objective can actually help drive autonomy.鈥�

Resources Prove Essential to Fight Workplace Stress

While the research shines a light on workers who thrive no matter where they work, it also uncovered another 8% of workers who experience the same disconnection, frustration, and inefficiency regardless of location. These workers were, in essence, productive nowhere. Researchers assumed this group had endured hardships and stress during the pandemic. Instead, they found that what separates the two groups is not stress.

鈥淥ur 鈥榩roductive anywhere鈥� group was actually more burned out than our 鈥榩roductive nowheres.鈥� They had a host of other negative work stressors as well. But what really differentiated them and their work experience is they had much higher levels of resources,鈥� says Burlacu, indicating that this is something within companies鈥� power to address so that all workers can fulfill their potential.

The Future of Work Starts with Mindset

Perhaps some of the best news of the study is that researchers found that of high-growth companies have already adopted a 鈥減roductivity anywhere鈥� workforce model. This suggests that a future of work that looks beyond where to work may be just around the corner.

鈥淲e were able to identify what aspects of a company’s environment and work experience really help workers be productive anywhere,鈥� says Burlacu, 鈥淏ecause that should be the goal 鈥� not more seamless remote work, not better on-site work 鈥� but enabling people to have this 鈥榩roductive anywhere鈥� mindset.鈥�

It is well known that more diverse teams bring creativity and innovation, and diverse organizations are more likely to be profitable than their competitors. According to Gartner, diversity, equity, inclusion, and belonging (DEIB) has been ranked among the for HR Leaders in 2022.

But as we know, simply recognizing the importance and value of DEIB is not a solution 鈥� and making meaningful change is difficult. For strategic DEIB initiatives to succeed, organizations need data, and this is where many struggle. The data dilemma is two-fold: obtaining the right data about their people and being able to manage and interpret it properly. By rethinking when and how to ask for data, organizations can gain a clearer sense of who is in their workforce and how they can continuously improve their experiences surrounding DEIB.

DEIB data collection is a sensitive issue because employees may want to keep certain aspects of their identity private. The potential consequences of revealing one’s identity 鈥� particularly what may not be apparent to others, such as sexual orientation or religion 鈥� vary across time and place. Employees may face insensitive questions, microaggressions, outright prejudice, or even discrimination as a result. When employees anticipate these consequences, they feel less comfortable taking the risk of sharing their identity, and this lack of psychological safety leads to less self-reporting. The result is that leaders lack access to DEIB data to understand and improve the organization and, most importantly, the employee experiences of their people.

At 麻豆原创 SuccessFactors, we talked to globally on the scarcity of personal data and our findings show the issues are structural. Employees do not understand why some personal data is being collected or how it鈥檚 being used. To avoid bias and discrimination, they refuse to share this personal information.

So, what are the structural issues and how can they be addressed?

Using employee onboarding as an example, think about the data often requested on day one: name, date of birth, address, bank details, gender, marital status, along with potentially detailed identity data.

This is a lot of personal information to give an organization that an employee does not yet know or trust. Asking them only in the initial stages of joining an organization makes little sense and ignores the fact that identities can change over time. Instead, organizations need to earn the trust of employees and be strategic about when and how often they ask employees for social identity data.

Transparency Is Key: How to Help Employees Feel Comfortable with Sharing Their Identities

Organizations should think of addressing the various aspects 鈥� like demographics 鈥� of an individual’s identity, timing the reporting process, and, most importantly, ensuring trust among the individuals that their data will be used constructively and privately.

Transparency here is key. Employees need to know who will have visibility into their personal data, to what extent, and for what purposes. They also need to understand how technology systems will use the data, which requires organizations to be clear about their strategies and policies on managing bias.

Maybe organizations want to identify and support underrepresented groups or improve employee experiences in targeted areas. Specificity is also key. These noble intentions must come to fruition with clearly communicated programs and results tracking to gain the trust of employees and make them feel confident that their details are in safe hands. The more information employees are willing to self-disclose, the more organizations will be able to improve and individualize their experiences in return.

To recap, changing when and how organizations ask for personal data can result in greater self-reporting.

• Start with the less sensitive data you already have, like date of birth, place of birth, and current location.
• Gain employee trust by clearly communicating the benefits of self-disclosure and where and how their data will be used.
• Collect data on a regular basis, particularly after , to better understand changes in identity.
• Communicate to employees how this data has informed the development and execution of the DEIB strategy.

The journey to address DEIB within an organization cannot be completed overnight. Intentionally and intelligently collecting and using data can help employees feel comfortable bringing their whole selves to work. On the other hand, by knowing their people better, organizations can explore ways to foster .

Amy Wilson is SVP of Products and Design at 麻豆原创 SuccessFactors.

With TUMO, provided 22 innovation challenges to explore emerging technologies and concepts, each associated with : augmented extended planning and analysis (xP&A), augmented access control, future of self-service, and future of asynchronous work. 麻豆原创 Innovation Center Network focuses on exploring new technologies through use cases to solve future problems. Innovation is an ongoing process that needs not only curiosity and determination but also inventive ideas and out-of-the-box thinking. It was precisely this fresh thinking and unusual approaches that made working with the TUMO students so interesting for both sides.

鈥淔or me, it was a great experience working with artificial intelligence (AI) and natural language processing, with the help of which we were able to find interesting insights from user conversations,鈥� said Sasun Tadevosyan, one of the five students developing the chatbot. 鈥淔urther research and improvements will help to create a virtual assistant to automate routine work.”

Sasun and her team built the chatbot as part of the challenge. Here, the students were asked to explore how user contextual data and the concept of human digital twins can be leveraged in a privacy-preserving, predictive manner to improve access control and authorization experiences. A digital twin could eventually help humans anticipate these access requirements and gather the necessary information to facilitate access, increasing productivity and enabling quicker business decisions.

For their chatbot, Sasun and team evaluated chat messages between two users who want to organize a meeting and extracted insights about meeting details using a rule engine. The chatbot helps set up the call and automatically creates authorizations and access to the meeting as well as relevant documents that will be shared.

This is a great example of how digital assistants can make life easier by automating daily routines, like in this case scheduling a meeting and making sure everyone has the necessary access rights to collaborate more easily.

During the four months, experts from 麻豆原创 Innovation Center Network monitored the progress of all challenges and were in constant exchange with the participants to support if needed. Apart from solving the challenge, working with TUMO Labs experts helped strengthen the students鈥� soft skills, and support from 麻豆原创 University Alliances provided all students with access to 麻豆原创 learning resources.

鈥淲e learned to work as a team and under pressure. We got problem-solving, creative and critical thinking, and public speaking skills,鈥� recapped the team around Ani Galstyan that worked on the future of asynchronous work.

This group of five students was challenged to examine how digital avatars are used in various fields today. They created a Web site to showcase different possibilities to implement digital avatars in different fields such as business, the gaming industry, and the military. Plus, they added features to help users create their personal avatar. During their research, Ani and team learned how digital avatars can be a valuable addition in healthcare, as they could eventually lead to a more holistic understanding of the human body to predict and prevent possible side effects before working with real human beings.

After working on their projects, the students presented their outcomes at a in April in front of 麻豆原创 and TUMO experts as well as 麻豆原创 customer ACBA Bank and partners.

Bahareh Fatemi, Head of TUMO Labs, said in : 鈥淲e鈥檙e super excited with working with the 麻豆原创 Innovation Center Network! Having these sort of collaborations internationally for us is very important because it will allow us to understand where we can improve and where we can push our students to adapt and get more skills.鈥�

Plans are already underway to continue working with 麻豆原创 Innovation Center Network on additional innovation challenges, further explore emerging topics, and provide opportunities for more students to participate.

鈥淭hat was a great experience for us to explore AI avatars in different fields,鈥� concluded Ani after participating in the project. 鈥淲e are looking forward to seeing new developments in the future as we are going through technological improvements nowadays.鈥�

Lukasz Ostrowski is a development manager for 麻豆原创 Innovation Center Network.
Igor Belousov is global content delivery director and country manager of Italy, Turkey, and CIS for 麻豆原创 University Alliances.

For the last 20 years, we have embraced our role as innovators and pioneers to create revolutionary tech, stayed at the forefront of workplace trends, and provided solutions that enable organizations to keep people at the center of their business.

In recognition of our market-defining vision for human experience management (HXM), we were recently featured in the Global Thought Leaders series on CBSNews.com. Building an adaptable and resilient workforce is a critical lever for CEOs to advance business continuity.

The , which launches today, shares our strategic vision to bring together the cloud technology, intelligent data, and adaptable tools to complement the agility organizations need to meet the accelerating demands of people and business. The positive impact technology can have on the human experience at work has never been greater.

A Humble Look Back

With a company culture that celebrates our founding principles of 鈥淒reamers that Do,鈥� people who 鈥淟ead with Heart,鈥� and 鈥淐ustomer Breakthroughs,鈥� it is in our DNA to continuously look at how organizations and work are changing in order to create the solutions our customers need to stay ahead. The SuccessFactors founders did this when they disrupted human resources (HR) tech in 2001 as one of the first companies to bring HR technology to the cloud — at a time when the world doubted if organizations would ever move away from on-premise software!

We鈥檝e never been afraid to be first. After being acquired by 麻豆原创 in 2012, we pioneered a global core HR solution. Today, it has unmatched scalability and reach with availability in 45 languages and localization in more than 100 countries and territories. Brands like , Microsoft, , , and Whirlpool are using it to tap into a single source of truth for their workforce data to make decisions and foster people-first inclusive cultures.

Then, in 2019, we took our vision for HR and the employee experience one giant leap forward. With the help of industry thought leaders, our research and product teams, and our customer advisory boards, we introduced the HXM category and made a bold commitment to move beyond the limitations of traditional human capital management (HCM) technologies.

By recognizing that top-down, HR-driven processes simply aren鈥檛 sufficient to support people amid continuous change, we saw an opportunity to create a new set of solutions that prioritizes the needs, motivations, and aspirations of individuals. We call this HXM. When people feel supported at every point along their journey — who they are and who they are becoming — the results are simply magic. As Charlene Li, chief research officer of PA Consulting, rightly says in the video: 鈥淔inally!鈥�

The Power of “And”: Leading HCM and Making the HXM Market

Our HXM innovations help organizations not only listen to but respond to and act on the sentiments, preferences, and motivations of their people. By helping organizations evolve their HR processes from static to adaptable, infused with employee feedback, we are helping them create individualized, modern experiences that make work easy and intuitive. Intelligent mentoring, continuous performance management, and 麻豆原创 SuccessFactors Work Zone are just some of our modern capabilities that make traditional processes flexible to the needs of the individual.

And we are going even further. With the whole self model as our data foundation, we can create a future of work that is more sustainable for people and the organization. For example, matches people with learning, mentors, projects and gigs, and dynamic teams spin up quickly for discrete projects based on each individual鈥檚 skills, capabilities, strengths, work styles, and passions.

These capabilities do so much more than simplifying work. It helps people align their careers to their passions. It elevates mental health and well-being, helps employees find the right work life balance, and creates more diverse and inclusive workplaces for a greater sense of purpose and belonging. Plus it ensures organizations have the right people in the right roles at the right time 鈥� strengthening organizational capability and building an aggregate understanding for future planning. This is how you drive truly impactful organizational transformations and create a more sustainable future of work.

The Next 20: Reinventing HR and Shaping the Future of Work

People make the difference, and enabling human connections will ultimately create lasting and impactful change. HXM will continue to play a leading role in shaping the future of work because it is the future of people at work.

Together with our customers, we are amplifying the role of HR by shifting focus from processes to people. We are boldly reinventing the employee experience with solutions that empower and inspire. We are reinventing how business is done by shaping the human experience at work to be more connected and sustainable, and by providing of greater purpose, empathy, and belonging. These are the values that stand the test of time.

Watch the Global Thought Leaders documentary on our long-term strategic vision .

Meg Bear is president and chief product officer for 麻豆原创 SuccessFactors.

The report covers the complex talent acquisition landscape, considering user experience, core applicant tracking system (ATS), candidate relationship management, recruitment marketing, analytics, internal mobility, and onboarding of 20 vendors.

With multiple challenges converging at once, including a growing skills gap, ongoing talent shortage, and rising inflation, leaders are increasingly focused on recruiting the best talent and developing their current workforce. With the macroeconomic disruptions happening globally,听how can they optimize their current workforce by placing the right people in the right roles? More than 75% of business leaders say the ability to hire and retain talent is most critical to achieving growth, according to the , and only 31% expect talent shortages to ease this year.

At 麻豆原创 SuccessFactors, we have and continue to invest in our to empower our customers to take these challenges head on with a holistic approach to building a sustainable workforce — from recruitment to internal mobility to learning and growth. Our talent acquisition product development is focused on enhancing the candidate experience, providing greater support for recruitment solution users, automating processes, and enhancing core capabilities.

As the IDC MarketScape noted: 鈥�麻豆原创 SuccessFactors continues to add new features and functionality to its platform to provide recruiters, hiring managers, and candidates the best possible experience while improving key metrics such as time to fill and quality of hire.鈥�

Intuitive recruiter dashboards with candidate “select and compare” options, new hire onboarding with embedded listening, and embedded features to reduce implicit bias are all noted as strengths of the 麻豆原创 SuccessFactors solutions for talent acquisition.

Our excitement for being recognized as a Leader by the IDC MarketScape is surpassed only by our passion to see our customers win the war for talent. For example, a financial services group in South Africa, was able to reduce time-to-hire by 25% using 麻豆原创 SuccessFactors solutions. Kammy Sing, the company鈥檚 group head of operations said: 鈥淭he best candidates are often the ones with multiple job offers, and any delays in the hiring process could lead to a missed opportunity. With faster hiring processes we鈥檙e even better placed to find and attract top talent to our organization.鈥�

, an international food and agribusiness, is also using 麻豆原创 SuccessFactors solutions to transform its talent management. President and Group CIO Thiagaraja Manikandan said: 鈥淭o operate at the speed modern business demands and strengthen our position as a leading employer, Olam chose 麻豆原创 SuccessFactors and Qualtrics to reimagine how we equip candidates and employees with the resources, services, and tools to support their work and development.鈥�

The IDC MarketScape recognized 鈥渢he option to integrate 麻豆原创 SuccessFactors Recruiting and 麻豆原创 SuccessFactors Onboarding as part of the 麻豆原创 SuccessFactors HXM suite or to purchase as standalone provides clients with strong flexibility in choice for solutions.鈥�

While talent acquisition remains an important strategy to address talent challenges, the positive results will be short-lived if not combined with an effective growth and development strategy. 麻豆原创 SuccessFactors solutions are designed with flexibility and extensibility in mind, enabling customers to take advantage of the latest innovations faster than ever before. For example, organizations can embed 麻豆原创 Fieldglass software into recruiter dashboards to manage contingent workers and 麻豆原创 SuccessFactors Opportunity Marketplace can help organizations be more agile in how they upskill and utilize skills from their employees to fill gaps quickly.

As we look toward the future, we are focused on continuing to build our whole self model to support organizations in continuing to provide opportunities that are relevant for each individual 鈥� helping them to grow their careers in line with their personal growth. The magic happens when organizations can bring together talent data across the employee life cycle, starting with each candidate, and deliver a consistent, individualized experience for the entire workforce. Combined, this is what will help organizations build a sustainable workforce capable of delivering greater economic sustainability.

To learn more, download a complimentary copy of “” (doc #US48357022, June 2022).

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Amy Wilson is senior vice president of Products and Design for 麻豆原创 SuccessFactors.

The phone call came on a Friday night, Schmeichel remembers: 鈥淒id I want to go to Japan as HR director? I was given time to decide until Monday.鈥�

At the time, Schmeichel already had a track record of various HR executive roles at 麻豆原创. Born in Cologne, Germany, he acquired a PhD in Business Administration and went on to work in corporate finance and as a strategy consultant with a McKinsey spin-off. In 2005, he joined 麻豆原创 where his roles included, among others, head of HR strategy, COO for HR, and HR business partner lead for four 麻豆原创 Executive Board members.

Moving to Tokyo in 2013, Schmeichel encountered a country undergoing fundamental change after the Fukushima earthquake, tsunami, and nuclear catastrophes. 鈥淚t was fascinating to see this huge country gearing up to be prepared for potentially disruptive events of the future,鈥� Schmeichel says. There was a deep business transformation underway with a focus on rebuilding things as some regions of Japan had been completely destroyed.

鈥淏ut it also left a lasting impression with me how strongly people鈥檚 safety featured in all those considerations. With the catastrophe being so fresh in everybody鈥檚 mind, there was a fundamental focus on health and well-being 鈥� on what鈥檚 really important in our lives.鈥�

Schmeichel鈥檚 years in Japan certainly provided a learning experience for turbulent times such as a few years later and his new role as chief future of work officer.

厂础笔鈥檚 Holistic Future of Work Agenda

With the creation of the chief future of work officer position in 2021, 麻豆原创 became one of just a few other companies to have someone managing this topic holistically at the C-suite level. Given Schmeichel鈥檚 more than 20 years in HR executive roles, this was a perfect opportunity for him to bring together all his expertise and knowledge to make sure that 麻豆原创 is a front-runner in this important area.

鈥淗istorically, 麻豆原创 has a track record of creating state-of-the-art, leading-edge working environments,鈥� he says. 鈥淏ut with the world changing at breakneck speed and the war for talent becoming even more intense, we at 麻豆原创 鈥� just like any other corporation 鈥� have to get one thing right and that is continuously being an attractive employer moving forward.鈥�

Schmeichel considers the global pandemic as a catalyst for workplace change that was already underway. 鈥淲hat started out as crisis management in March 2020 evolved into our innovative flagship program Pledge to Flex, among other things,鈥� he says.

He regards 厂础笔鈥檚 workplace flexibility as an advantage over competitors that have announced that they will mandate their employees come into the office again several days per week. With its Pledge to Flex program, 麻豆原创 chose a more flexible approach. The hybrid working model is a frame in which everyone 鈥� in line with business requirements 鈥� is empowered to find the best balance between working regularly in the office and remotely.

鈥淭he combination of flex time, flex location, and flex workspace opens doors for talent that we otherwise couldn鈥檛 tap into,鈥� Schmeichel explains. 鈥淲e don鈥檛 want to miss out on an awesome developer, just because they are also taking care of young children or elderly relatives.鈥�

A mix of data-driven insights and feedback from 麻豆原创 employees enables Schmeichel and his team to learn how their initiatives are being received. 鈥淎lmost 90% of our employees confirm that Pledge to Flex is the right way to go,鈥� he says. 鈥淲e are currently making sure that the program becomes a reality for all our 105,000 employees across all of our 75 countries.鈥�

For employees, more flexibility also means more responsibility and self-organization though, while managers need to come up with new and modern ways of holding the team together and checking in on team members. Schmeichel and the Future of Work team understand this can lead to additional strain, but also great opportunity for enhanced performance.

鈥淗ealth 鈥� and mental health in particular 鈥� are important parts of the holistic Future of Work team鈥檚 agenda,鈥� he says. 鈥淲e have to make sure that people are able to work in a sustainable way.鈥� With initiatives such as , 麻豆原创 Mental Health Day, or 厂础笔鈥檚 mindfulness practice, the company encourages its employees to self-reflect on what is important in life for them and also take a particular look on their mental health and well-being.

A Deep Glimpse into the Crystal Ball: Creating a Target Picture for the Future-Proof 麻豆原创

But the future of work at 麻豆原创 encompasses much more than adjusting to the new post-pandemic normal. One of the most important steps to undertake when gearing up for the future is to create a strategic target picture. Taking an evolutionary approach for 厂础笔鈥檚 workforce planning, Schmeichel鈥檚 team develops a vision of what 麻豆原创 could look like five to 10 years from now.

鈥淚f we know, for example, the future ratio between permanent and temporary labor, the future skills demand, or the mix of locations people will work from, we can derive from that how our people strategy and our workplace practices will need to evolve,鈥� he says. 鈥淗iring practices, location strategy, learning strategy 鈥� all that needs to be part of an evolving future of work agenda.鈥�

With a clear picture of the current and future workforce and the anticipated changes in work practices and environment, it becomes obvious that HR has to evolve as well.

鈥淚f we want to serve our 麻豆原创 workforce to the best extent as an HR organization over the upcoming years, we will need to leverage our digital capabilities much more. We need to simplify topics wherever it makes sense to free up time and capacity for value-adding services such as talent management or personal conversations,鈥� Schmeichel says.

The strategic workforce planning part of the Future of Work team is closely collaborating with 麻豆原创 business leaders, HR business partners, as well as controlling and corporate strategy. Key figures such as headcounts and financials are going into the target picture, but also information on the skills the workforce will need to develop.

Schmeichel explains: 鈥淲e still cannot predict the future, but we can maybe ask the right questions to come up with good answers and scenario planning to have a better grasp of what may happen.鈥�

Leading the Way for Customers and Partners

As chief future of work officer, the overall vision and mission of Schmeichel and his team is to support 厂础笔鈥檚 own business transformation while also positioning 麻豆原创 to drive other companies to become .

鈥淩ight now is probably a once-in-a-generation opportunity that might bring us as a society to the next level, rethinking the way how we live and work for the better,鈥� he says. 鈥淲e are laying the strategic groundwork today and it’s important that we don’t lose the momentum the global pandemic gave us in this regard.鈥�

Other companies are looking to 麻豆原创 for inspiration on how to manage the future of work topic holistically, including the ways in which 麻豆原创 is leveraging its own technology.

鈥淲e share with our customers how we are doing it,鈥� Schmeichel says. 鈥淎 question I often get is how 厂础笔鈥檚 Future of Work team is organized. In fact, we have set up ourselves in agile topic clusters that cover all our important subject matters such as strategy, innovation, workforce planning, Pledge to Flex, future of work insights, health and well-being, people technology, and so on. We have flat hierarchies so we can strategize and execute very fast.鈥�

He adds, 鈥淕etting to shape the future of work right for 麻豆原创 as one of the most exciting companies and to an extent also for our customers and partners is something I鈥檓 very passionate about. But working with my team that shares this vision is what really puts the fun in what I鈥檓 doing. And that鈥檚 very appropriate as, at the end of the day, future of work is also about having a fun workplace.鈥�

In , half of business leaders surveyed said they already require or plan to require employees to return to full-time, on-site work by the end of the year. Making headlines are managers like who point out the productivity gains that come from the social connection, culture keeping, and idea generation that they say can only be created in a shared workspace. But others disagree: several senior executives attending the World Economic Forum Annual Meeting 2022 in Davos, Switzerland, in favor of a hybrid work model, saying it was the most realistic approach for attracting and retaining talent.

Employees are on a mandated return to office, emboldened by newfound bargaining power as a result of the record and worker resignations of the Great Reshuffle. reveal that up to half of employees say they will quit or look for a new job if expected to return to the office full time.

Flex Work Models Up for Debate

Lost in the debate that is playing out in the media is valuable scientific research on the effects of different work models on worker productivity. This discussion is largely being driven by subjective impressions and entrenched ideas based on the 鈥渙ld normal,鈥� said Dr. Gabriela Burlacu, talent research manager at , speaking at the recently held annual conference of the Society of Industrial and Organizational Psychologists (SIOP).

Joining her for the session 鈥淲here Will We Work? I-O Psychology Puts Flexible Work Models on Trial鈥� were industrial and organizational (I-O) psychologists Dr. Benjamin Granger, head of Employee Experience Advisory Services at , and Dr. Kristen Shockley, associate professor of Psychology at the . Joshua Acosta, a research analyst with , also later provided insights from the recent 麻豆原创 SuccessFactors report 鈥�.鈥�

Autonomy Fuels Motivation for Greater Productivity

鈥淚f we think about theories in I-O psychology, autonomy and control permeate a lot of these theories,鈥� said Shockley, who pointed out that 鈥渁utonomy as motivation for sustained effort鈥� is a frequent theme in I-O literature. 鈥淎utonomy is a fundamental need and when you allow people to work remote, it inherently gives them more of this autonomy. That is something which relates to a host of outcomes, like productivity and well-being.鈥�

The psychologists agreed that the optimal work model for the average global employee is a hybrid work arrangement. They noted, however, that this is not necessarily the best model for every individual or organization. For those organizations that opt for a hybrid model, they emphasized that the work needs to be structured so that collaborative tasks, like brainstorming, are done on-site and more analytical tasks are done remotely. 鈥淚 am very pro the hybrid model, with the caveat that it does need to be intentionally and holistically designed,鈥� said Burlacu.

Workers Expect Flex Work after Pandemic Productivity Sprint

A , which surveyed 10,000 workers in 12 industries in 12 countries in 2021, found that 83% of workers identified a hybrid model as optimal for them. Those already in hybrid environments reported better mental health and stronger work relationships, and felt they were doing better work for their organizations.

The , which studies work-from-home arrangements and attitudes, tracked the productivity of remote workers from April 2020 to January 2022. It found that on average people were in remote work arrangements, even with the added stressors of the pandemic.

For the , Qualtrics carried out a study of 14,000 employees in 22 industries across 27 countries to look at general job attitudes, engagement, inclusion, and well-being. Employees generally felt more energized at work 鈥� compared to the previous year 鈥� with half saying their physical and mental well-being actually improved while working remotely.

鈥淢any organizations haven鈥檛 lost step in terms of productivity,鈥� said Acosta from 麻豆原创 SuccessFactors, citing the latest research from 麻豆原创 SuccessFactors, which found that workers鈥� attitudes are shifting to expect hybrid arrangements. 鈥淚f people are working in a hybrid setting or home setting, we鈥檙e seeing they鈥檙e often just as productive as when they鈥檙e in the office. It鈥檚 our perspective that hybrid work isn鈥檛 going away anytime soon.鈥�

Hybrid Work Moves from Contingency to Certainty

If 2021 was the year hybrid work was utilized for health and safety, then researchers at 麻豆原创 SuccessFactors predict that 2022 will be the year that it moves from contingency to certainty. This means that organizations will need to establish policies, practices, and cultural norms to operationalize hybrid work arrangements. Acosta noted this will look different across all organizations, depending on the composition of the workforce.

Accenture鈥檚 study revealed that a number of demographic factors influence workers鈥� decisions about where to work, including age and gender demographics and where they live. For example, Gen X women said they could be more productive in remote work, while Gen Z men felt strongly about being on-site. Urban dwellers felt they would be more productive in the office, while people living in rural areas preferred remote work.

鈥淎ll of that together suggests that if you let people choose, you will end up with demographically very different workforces on-site versus remotely,鈥� Burlacu said. 鈥淭hat wouldn鈥檛 be a problem if you created equitable work experiences and equitable access to development and promotion opportunities.鈥� She then followed up with a hard truth: 鈥淏ut the issue of equitable access has never been properly resolved in the workplace.鈥�

Just ask deskless workers. This group 鈥� defined as employees who perform their jobs away from a desk 鈥� was largely absent from the discussion in 2021. In 2022, however, these workers are presenting more pronounced views, according to research by 麻豆原创 SuccessFactors. With companies facing talent shortages in all job categories, Acosta said that organizations will need to seriously consider deskless workers鈥� changing expectations for autonomy and flexibility while balancing organizational and job demands.

Maybe It鈥檚 Time for a New Definition of Flexibility?

鈥淎 lot of times we assume workplace flexibility means where you work, but what鈥檚 become clear to us in our work is when employees define flexibility, they鈥檙e talking about where and when they work, and they鈥檙e also talking about how work gets measured and managed,鈥� Granger said. 鈥淓mployees are defining workplace flexibility much broader than many organizational leaders. We need to be more flexible in how we define workplace flexibility.鈥�

Acosta agreed, saying 鈥淥rganizations are going to need to be really thoughtful in operationalizing how they can deliver flexibility as well as autonomy, and perhaps even redesign not only where people work, but when and how work takes place.鈥�

At 麻豆原创, inclusion and diversity is core to our culture. 麻豆原创 SuccessFactors strives to develop each of our products with an intentionally inclusive mindset. This means incorporating different people and perspectives from the very start of and long after a product has 鈥渓aunched.鈥� It means ensuring products are accessible, constantly evaluating algorithms, and building products that can be used according to individual preferences. It also means practicing our own growth mindset to adapt and evolve as we learn new things.

Today, organizations and C-suites across the world promote the important and long overdue conversations of inclusivity and belonging. People are not cogs 鈥� how someone understands and defines themself is constantly evolving. In fact, according to the Harvard Business Review, .听So, it鈥檚 important for all of us to consider what more can be done at work to ensure that our colleagues feel accepted and that our software adapts to these changes.

It鈥檚 important to listen.

In conversations I鈥檝e had with our LGBTQ+ colleagues at 麻豆原创 SuccessFactors as well as customers and advocates outside the company, I鈥檝e learned so much about what the community expects 鈥� and deserves 鈥� in their tech. All too often, organizations make the mistake of assuming that their individual workers want to be 鈥渢reated like everyone else.鈥�

Of course, being treated the same for some is progress, but I still find that far too limiting.听There is an opportunity to level up to celebrating each individual for exactly what makes them unique. And to do that, the tools we use must enable the recognition and empowerment of the full spectrum of human experience and identities.

Bringing your whole self to work means that you can share your skills and capabilities as well as your goals, passions, and interests. It means that you can share life events and be open about how those could change your goals. And it means each person 鈥� every person 鈥� feels empowered to show up proudly wearing their truth, especially historically marginalized communities like those who identify themselves as LGBTQ+.

Younger generations entering the workforce today consider the ability to control the displays of their identities, such as chosen names and , a crucial part of their work experience. And this all takes part in a larger conversation of intersectional priorities, like an expectation of digital accessibility for the differently abled.

With 麻豆原创 SuccessFactors solutions, we are building inclusivity at scale. With our whole self model, grounded in research, we look beyond skills and competencies to better understand more about the individual, their strengths, aspirations, preferences, and more. We are building this on a data foundation to leverage machine learning and adaptability so that organizations can empower people to bring their authentic selves to work. By focusing on the individual, we help our customers create a sustainable workforce where employees 鈥� and the business 鈥� thrive.

Because this isn鈥檛 just the right thing to do 鈥� though it certainly is that 鈥� it鈥檚 a business imperative, too. According to recent statistics:

• Companies that鈥� in the stock market by more than 3%.
• Seventy-seven percent of CEOs whose organizations have .
• Seventy-five percent of LGBTQ+ employees related to their identity at work in the year preceding, with 41% experiencing more than ten types of such interaction.
• Seventy-two percent of employees say they in creating and supporting an inclusive work environment.

I鈥檓 proud of 麻豆原创 and our own record on inclusivity. We鈥檙e committed to being a diverse and inclusive software company. In 2022, the U.S. Human Rights Campaign Foundation again named our company a , a title we鈥檝e carried since 2014.

And of course, as users of our own solutions, we know that our 麻豆原创 SuccessFactors solutions enable not only our customers but our friends and colleagues as well. As 麻豆原创 works toward our goal of zero waste, zero emissions, and zero inequality, we are building the tech to match the moment.

Learn more about how we鈥檙e helping customers build businesses beyond bias and support in this recent .

Meg Bear is president and chief product officer for 麻豆原创 SuccessFactors.

We are more than two years into the COVID-19 pandemic, which has affected the health and well-being of so many people around the world. Now, suffering from the war in Ukraine and the resulting humanitarian disaster have catastrophic consequences for those affected directly. These consequences can be emotionally and physically draining for us as a community.

To acknowledge the impact, 麻豆原创 has declared May 31 as 麻豆原创 Mental Health Day 2022, an additional fully paid day off for all employees. 麻豆原创 has long been a proponent of mental health initiatives, as demonstrated through the ongoing Are You OK? campaign.

Take Care of Yourself

With 麻豆原创 Mental Health Day, the company is giving employees a day to take care of their own personal needs specifically, instead of their everyday work routines. Having every 麻豆原创 employee worldwide take the same day off makes it easier to collectively 鈥渟witch off.鈥� This offers all employees an ideal opportunity to recharge, reflect, and take time to look after themselves.

Addressing employees, Sabine Bendiek, chief people and operating officer and member of the Executive Board of 麻豆原创 SE, wrote: 鈥淣o matter how you spend your time on 麻豆原创 Mental Health Day 2022, we ask you to disengage totally from work.鈥�听

Employees are encouraged to use this day to ask themselves questions: 鈥淗ow am I doing right now?鈥� 鈥淲hat am I concerned about?鈥� This is an important element of self-care, because our mental and emotional well-being benefits from regular attention — not just as a reaction to devastating external events, but also to help us continue to do our best with joy and self-confidence in changing working environments.

Speak About Your Feelings and Get Help

According to the World Health Organization, COVID-19 has already had a . Cases of anxiety and depression have increased by more than 25% worldwide. The war in Ukraine poses an existential threat to millions and can trigger fear, exhaustion, and feelings of helplessness in many of us.

Natalie Lotzmann is chief medical officer and head of Global Health, Safety, & Well-Being, part of the new Future of Work organization at 麻豆原创. She explains: 鈥淲e launched the Are You OK? initiative for mental health to put an end to the stigma of mental crises and encourage employees to seek help when they need it. The most important message is to show people that you are not alone. We want people to be aware of how they feel. We also want to encourage people to talk about how they鈥檙e doing — especially now. It鈥檚 not a sign of weakness; actually, it鈥檚 a sign of strength and courage, a vital step toward becoming more resilient.鈥�

To be there for ourselves and others, we must start with our own physical and mental health. One day isn’t enough, but next week, 麻豆原创 Mental Health Day 2022 will provide all 麻豆原创 employees space for reflection and give stimulus for change.

鈥溌槎乖� SuccessFactors won eight Top Rated Awards in the Applicant Tracking Systems, Compensation Management, Corporate Learning Management, Employee Performance Management, HR Management, Talent Management, Workforce Analytics, and Workforce Management software categories,鈥� said Megan Headley, VP of Research at TrustRadius. 鈥溌槎乖� SuccessFactors earned these Top Rated Awards based directly on feedback from customers. Reviewers on TrustRadius highlight how the combination of performance management, succession planning, and compliance features simplifies HR and workforce management tasks.鈥�

At 麻豆原创, strong customer partnerships and feedback drive our ability to continually innovate and invest in bringing our vision of human experience management (HXM) to life. In the past year, we have released a reimagined home page experience; made new enhancements to , , and ; and launched entirely new solutions like . Together, we are delivering human-centered experiences at work to help our customers build sustainable workforces and profitable businesses.

Here are just some of the reviews from our customers:

• 鈥淕reat and worthy product! We have been using 麻豆原创 SuccessFactors solutions for most of the training and company policy-related learning management internally. It gives us an intrinsic user interface (UI) and good usability. Modules and training are placed in a very great UI-built platform, which can be accessed very easily. It also can be integrated with various ERP and CRM systems to give us a holistic view of the training progress of our members.鈥� 鈥�
• 鈥淸麻豆原创 SuccessFactors is] our main platform integrated with 麻豆原创 to manage all employee goals, objectives, payments, learnings, and more. In the past, we used to have separate applications for each segment and now we just have 麻豆原创 SuccessFactors.鈥� 鈥�
• 鈥淪ince it entered our lives, 麻豆原创 SuccessFactors has completely transformed how we do performance management. We utilized Excel sheets before our HR department introduced us to 麻豆原创 SuccessFactors solutions, which have helped build transparency into our appraisal cycle. Now, we can see how our ratings are, where improvements need to be made, and suggestions from managers regarding which targets were achieved and which ones were not.鈥� 鈥�
• 鈥淓xcellent product for managing payroll and compensations. Running payroll has been a hectic task every month in this part of the world since a lot of taxes and legalities are involved at every state. 麻豆原创 SuccessFactors Employee Central and payroll management are great support tools for running operations smoothly and by far no product matches its capabilities.鈥� 鈥�

Read all the reviews on the . To learn more about this recognition, visit the .

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

Expressive states can best be described as things that make us feel energized at work and allow us to thrive. Interestingly, these states have been significantly underutilized in talent strategies, until now. We can now augment talent strategies with data about our individual preferences.听Expressive states are a critical component to a fully realized whole self model, which is a framework to understand how employees experience change and opportunity throughout their career.

What Are Expressive States?

The number of potential expressive states is limitless. To create a common language around these expressive states, the 麻豆原创 SuccessFactors team has developed the following taxonomy:

• Passions are activities you find particularly engaging or motivating. Examples include a passion for data analysis or a passion for teaching others. Passions are an essential component of the whole self model. Psychological research has indicated that when , employees are less likely to leave the organization and performance increases.*
• Aspirations represent longer term goals, what you aspire to become. Goal setting takes many forms, from small goals like improving skills to career-minded aspirations like becoming a people manager. The positive impact of goal setting on employee motivation and performance is often considered to be one of the most studied phenomenons in workforce psychology. This is for a good reason, as research has continuously demonstrated the importance of employees being empowered to set goals and aspirations.**
• Mindsets represent our attitudes, beliefs, or approaches to work. Examples might include an 鈥榠nclusive鈥� mindset or a 鈥榗ustomer-first鈥� mindset. When employee mindsets are leveraged to allow employees to do work that aligns most to their values, the result is positive for both the employee and the business.***
• Motivations represent specific drivers that pull you towards obtaining a goal or aspiration. These motives enable us to express what is currently driving us toward success or what is giving us the most energy at work. Examples of motivations might be the motivation to master a skill or obtain rewards 鈥� financial or otherwise. When employees are enabled to clearly identify their motivations their likelihood of succeeding in goals relating to that motivation increases.鈥�
• Preferences represent how every unique employee prefers to work. Enabling employees to express their work preferences allows them to craft the environment that best suits their needs. Working from home, stock over cash bonuses, and communication tools are preferences. When employees are able to effectively map their work environment towards their preferences, the results are vast: higher organizational commitment, greater satisfaction, and lower turnover.鈥犫赌�

Values Alignment

In so many ways, expressive states enable the clear and up-to-date expression of what we value at work. They empower employees to define goals, large and small, while also allowing them to set a clear agenda towards who they would like to become. However, expressive states are malleable and ready to shift with new information or inspiration from the world around us. When we are inspired by something we鈥檝e learned, we want to be able to act on that information in a meaningful way. As a result, we continuously redefine our states to adjust and meet new opportunities. As our values shift, our work should reflect this.

Although expressive states are deeply personal and individualized, there鈥檚 much to be learned by understanding them in the organizational aggregate. We might even be able to answer the burning questions: Where are people鈥檚 heads at right now? Are they ready for change?

There are formulas waiting in expressive states, and there might be different formulas for different types of organizations at different times. Transformation velocity, for example, might be measured with aspirations, passions, and motivators. Understanding how employees align with corporate values might be measured with passions and mindsets. What if you recognized that there was a common thread shared by a volume of employees that might even inspire changes in your corporate values?

Putting the Whole Self to Work

Individuals, teams, and the organization as a whole benefit when we define and maximize our alignment of work towards our expressive states. For the individual, it鈥檚 all about giving them the tools to explore, experiment, and define who they are and what they value. We envision this definition to be the foundation for identifying learning paths, future roles, projects, and people and work communities to connect with, as well as guide conversations for what might be next.

For teams, understanding each other鈥檚 expressive states can create a shared understanding of each member鈥檚 strengths and ambitions, which is critical to the creation and management of healthy, well-balanced teams. Imagine the incremental support and doors that could open with a little more transparency into what we aspire to and our desired pathways. Bringing us closer to our human side creates and fosters team cohesion and understanding of each other.

And for the organization, expressive states bring a level of clarity and understanding on direction and tendencies for the workforce. Are they headed in directions which align with the organization鈥檚 mission and strategies? Does the organization have the right mindsets and values to meet its objectives? And where may it need to boost growth and development to fuel excitement into new areas of opportunity?

Only with the complete picture of the whole self, as defined by skills and capabilities, strengths and styles, and expressive states, are听we able to reach that untapped potential in ourselves and organizations.

Scott Lietzke is vice president of Product Design at 麻豆原创 SuccessFactors.
Julie Bartholic is vice president of Product Innovation Design at 麻豆原创 SuccessFactors.
Caitlynn Sendra is EX product scientist at 麻豆原创 SuccessFactors.

*Van Iddekinge, C. H., Roth, P. L., Putka, D. J., & Lanivich, S. E. (2011). Are you interested? A meta-analysis of relations between vocational interests and employee performance and turnover.鈥�Journal of Applied Psychology,鈥�96(6), 1167.
**Kleingeld, A., van Mierlo, H., & Arends, L. (2011). The effect of goal setting on group performance: A meta-analysis.鈥�Journal of applied psychology,鈥�96(6), 1289.
***Paarlberg, L. E., & Perry, J. L. (2007). Values management: Aligning employee values and organization goals.鈥�The American review of public administration,鈥�37(4), 387-408.
鈥燤cClelland, D. C. (1985). How motives, skills, and values determine what people do.鈥�American psychologist,鈥�40(7), 812.
鈥犫赌燣ee, D., & Ahn, J. (2019). The relationships between person-environment fit and job-related variables: Meta-analysis.鈥�Korean Journal of Industrial and Organizational Psychology,鈥�32(2), 107-134.

One unexpected consequence of the ongoing pandemic is that millions of workers decided to say goodbye to uncompromising employers en masse, in a movement that has come to be known as the .

As a result, companies are finally realizing that people truly are their greatest resource. Smart employers are listening and taking heed, starting at the beginning 鈥� recruitment.

Here are a few ideas to help you engage candidates right from the start.

Help Applicants Help You with Auto-Assistance

How many of us have uploaded a perfectly crafted resume, only to be asked to manually type in every detail anyway? But you can鈥檛 complain. After all, you want the job, don鈥檛 you?

ProSiebenSat.1, a Germany-based entertainment and consumer brands group, wanted to redesign its career portal to offer candidates a smoother and more informative application process. ProSiebenSat.1 chose 麻豆原创 partner to facilitate the overhaul with its solution.

projekt0708鈥檚 solution emphasizes design, providing job candidates a visually appealing layout and a streamlined application process that accelerates input with the help of auto-complete, auto-correct, and auto-suggest.

Let the Games Begin!

One way to get the attention of creative and energetic candidates is to elevate the job application process from a chore to a fun and engaging activity. , created by Playful Software, an 麻豆原创 partner based in Bucharest, is a 鈥済amified smart experience created for conscious millennials and for companies who want out-of-the-box recruitment.鈥�

Candidates can strengthen skills through training courses created by Jobful and partner companies covering topics like “Technical Support Fundamentals” and “Communication & Teamwork.鈥� And with engaging quizzes, candidates can earn badges that can draw attention to their profiles.

Jumpstart the Interview Process with Chatbots

Now that job seekers have so many options, you can鈥檛 afford to lose candidates who tire of waiting to hear back from your recruiter. No-code, self-service platform , created by Singapore-based Ideatory Pte. Ltd., is transforming recruitment with its conversational chatbot that uses artificial intelligence (AI) to actually interview candidates. For the job seeker, this means immediate screening and the ability to get questions answered in seconds.

Now It鈥檚 Your Turn

These solutions go to great lengths to improve the candidate鈥檚 introduction to your company. It鈥檚 a good start, and just one crucial element of creating a positive employee experience 鈥� one that truly regards people as your greatest resource.

Faith Maginley is part of Global Ecosystem & Midmarket Marketing at 麻豆原创.