With the听听1H鈥�2026 release,听we鈥檙e听deepening those connections across the HR lifecycle. This release focuses on听four听core priorities:听connected,听suite-wide听AI; unified experiences that adapt to how organizations work;听processes designed for clarity, accuracy, and compliance; and stronger foundations for skills and long-term growth.听Together, these innovations help organizations听anticipate听needs earlier, reduce friction in daily work, and move forward with greater confidence.听

Connected AI that works across HCM

AI in HR delivers the greatest impact when it works continuously across the entire workforce lifecycle鈥攏ot as isolated features, but as connected capabilities that share context and insight.

The 1H鈥�2026 release expands听suite-wide听agentic AI听across 麻豆原创 SuccessFactors solutions, helping听employees听get clearer answers, act sooner, and keep听work moving听across roles and responsibilities.听A connected network of听听now supports areas such as recruiting, workforce administration, payroll, learning, performance, and talent development鈥攚orking together behind the scenes to help听anticipate听next steps and surface relevant guidance.

This release also introduces a growing听workforce knowledge network, bringing trusted external expertise and research directly into the flow of work through Joule.听Teams can now access expert-backed global employment guidance and听research-driven听insights without leaving their workflows鈥攕upporting听faster, more听confident decisions.

To听further听support learning in the flow of work,听intelligent Q&A in听听now helps employees find information more easily. AI听can deliver instant,听context-aware听responses drawn directly from an organization鈥檚 learning content,听along with relevant links and resources,听so employees can get answers quickly without searching through courses or documentation.听

Unified experiences that adapt to how work gets done听

As HR听tasks听become more embedded in听day-to-day work, experiences need to feel intuitive, connected, and responsive听wherever work happens. In the 1H 2026 release,听麻豆原创 SuccessFactors solutions continue to unify experiences across the suite, giving employees, managers, and HR teams what they need听in听the moment.听

• Connected recruiting and onboarding:听Native integration between听 solutions, , and听听can bring AI-enabled听recruiting, core HR, and onboarding together into a single, continuous experience, helping hiring teams move faster while听maintaining听consistency from candidate through new hire.听

• Tailored experiences,听built faster:听The new听extensibility wizard听can provide guided, step-by-step support for creating custom extensions on听听(麻豆原创 BTP) directly within听麻豆原创听SuccessFactors solutions, making it easier to adapt experiences to unique business needs while preserving governance.听
• Simpler, clearer employee moments:听A redesigned, configurable 401(k) experience听in听听for U.S.听employees helps simplify enrollment and management by clearly explaining employer contributions and guiding deferrals and beneficiary setup, helping employees make informed decisions with confidence.听

Processes designed for clarity, accuracy, and compliance听

In the 1H鈥�2026 release, 麻豆原创 SuccessFactors introduces new capabilities that help organizations bring greater clarity and rigor to pay practices.

With听pay听transparency insights听in the , organizations can analyze compensation patterns and potential pay gaps, supporting transparent, data-driven pay practices in-line with evolving regulatory expectations,听including in the EU.听

Skills governance听for sustainable growth听

Preparing for听what鈥檚听next requires trusted, consistent skills data that organizations can rely on across HR, talent, and workforce planning.

In the 1H鈥�2026 release,听we are听strengthening听the听听with enhanced听skills governance, providing a centralized interface to help manage skills, apply governance standards, and ensure alignment across 麻豆原创 SuccessFactors solutions and partner applications. This helps organizations improve听skills听data quality, maintain consistency at scale, and make more confident,听skills-based听decisions.听

A connected foundation for the future 

This听release听reinforces听麻豆原创鈥檚 continued focus on an intelligent, connected HCM听foundation鈥攐ne designed to evolve with your organization and support confident decisions at every stage of work. By bringing together data, AI, and experiences across the HR lifecycle, these听enhancements help organizations reduce friction today while听laying听the groundwork for听tomorrow.

To explore what鈥檚 included in this release, check out the or watch the overview .

Bianka Woelke is group vice president and head of Application Product Management for 麻豆原创 SuccessFactors.

Investing in learning and talent development has become more critical than ever for organizations, especially in today鈥檚 fast-paced and ever-changing business landscape. According to the , employers expect 39% of key skills required in the job market will change by 2030. As technological advancements like AI reshape industries, organizations must equip their workforce with the skills necessary to adapt and stay competitive. At the same time, employees today are increasingly seeking more personalized opportunities for growth and development.

麻豆原创 continues to drive innovation in learning and talent development with the enhanced, integrated learning experience in . A redesigned homepage helps streamline access to required, role-based, and interest-driven learning, while AI-powered tools can automate skills identification and provide personalized recommendations for learning. Customizable templates and enhanced search can further improve accessibility, creating a seamless learning journey.

Additionally, 麻豆原创 recently launched , an AI-driven solution that can provide personalized career guidance, helping employees develop the skills and experiences needed for growth. Both 麻豆原创 SuccessFactors Learning and 麻豆原创 SuccessFactors Career and Talent Development are powered by the talent intelligence hub, a single source of truth for workforce skills that helps enhance visibility and alignment across the talent lifecycle and is built into 麻豆原创 SuccessFactors Performance & Goals. These innovations can enable organizations to upskill, retain talent, and build a workforce ready for the future.

“In a tight talent market, building skills is a critical issue for all organizations,” said David Wilson, CEO of Fosway Group. “Too many providers fail to offer personalized, relevant experiences that make an impact. Reflecting its status as a Strategic Challenger, 麻豆原创 continues to invest in enhancing how learning ensures both employees and organizations thrive in a rapidly evolving skills landscape.”

Organizations of all sizes鈥攆rom large enterprises to midsize companies鈥攍everage 麻豆原创 SuccessFactors Learning to help drive their compliance and skills strategies and create a culture centered around continuous learning.

, one of the world鈥檚 leading pump and water solutions companies, is leveraging the power of the talent intelligence hub in 麻豆原创 SuccessFactors solutions to become a skills-first organization by shifting the focus from job titles and degrees to a comprehensive understanding of employees鈥� skills.

 鈥淲e had been working with skills and competencies for quite some time before the [talent intelligence] hub,鈥� said S酶ren Nielsen, Grundfos鈥� business architect for HR Technology. 鈥淏ut the AI enablement and support are already providing different opportunities to address our skills shortage. In terms of educating and growing our people, we can see how the [talent intelligence] hub can recommend the right training at the right time to help people develop the right skills. Maintaining taxonomies, skills, competencies, and behaviors was a huge, cumbersome task when these were connected to roles. Now, we have boiled it down to talking only about skills. And we can set up a framework that supports both the role and the individual with a top-down and bottom-up approach.鈥�

, one of Canada鈥檚 largest courier companies, chose 麻豆原创 to unify its HR processes and support and develop its frontline teams. With 麻豆原创 SuccessFactors Learning, the company launched an award-winning leadership development program to transform managers into leaders.鈥�淥verall, the program has generated over CAD 21 million in saved revenue,鈥� said Tennyson Devoe, senior director of Safety and Organizational Excellence at Purolator. 鈥淔urthermore, we鈥檝e seen a significant reduction in our injury frequency rate and improved union relations.鈥� The program also gave frontline managers the skills to help a long-tenured workforce adapt to new ways of working.

Looking ahead, we are excited to continue innovating in talent management, skills, and the learning user experience to help our customers solve their biggest challenges, address critical skill gaps, and prioritize their greatest differentiators鈥攖heir people.

and discover more about .

Vinita Venkatesh is vice president of Product Management for 麻豆原创 SuccessFactors Learning

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

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

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

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

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

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

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

Unlocking Business Insights from Global Visibility of Data

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

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

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

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

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

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

One Stop for Employee Experience

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

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

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

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

Find out more about .

A recent report from the that 44% of employees鈥� core skills are expected to change in the next five years. To stay ahead in a constantly changing workplace, organizations must not only understand this shift but actively adopt new technology to drive reskilling and upskilling, data-driven decision-making, and continuous learning at scale.

Creating a Unified Skills Foundation for Learning and Talent

麻豆原创 provides the tools and intelligence needed for organizations to adopt a robust learning and talent strategy and meet this challenge head-on. The 麻豆原创 SuccessFactors HCM suite leverages embedded AI across the entire talent lifecycle, from recruiting and onboarding through ongoing learning and development. At the heart of this capability is the talent intelligence hub, a single source of truth for skills intelligence across the entire organization.

We recently announced that the talent intelligence hub can now integrate skills from external partners 鈥� a unique differentiator that truly empowers organizations to have one single view of the skills across their business while giving employees access to a constantly evolving skills profile. Partners like Beamery, Degreed, IMOCHA INC,听Korn Ferry, Lightcast, Phenom, TalenTeam, and TechWolf will integrate their skills data into the talent intelligence hub 鈥� with more partners to come in the future. These partnerships can empower organizations to integrate existing skills frameworks and create a more unified, future-ready workforce.

鈥溌槎乖� has invested heavily into its skills capabilities over the last several years and it is paying off,鈥� said Josh Bersin, industry analyst. 鈥淭he promise of a skills-led workforce only works if companies have their skills in one integrated place. With these new integrations, 麻豆原创鈥檚 talent intelligence hub does just that.鈥�

Driving Continuous Growth That Evolves Over Time

Building a skills foundation has been a top priority for HR leaders for several years. found that one-third of HR leaders plan to increase learning and development spending to develop evolving skills at speed and scale.

With an established skills foundation, organizations have the data to drive ongoing growth and development for their employees. 麻豆原创 has several solutions that work together to help provide an integrated employee experience that can adapt throughout their career: 麻豆原创 SuccessFactors Learning and the newly announced 麻豆原创 SuccessFactors Career and Talent Development.

Career paths are not linear. According to the , the Baby Boomer generation held an average of 12 jobs by age 56鈥�, and Millennials are estimated to hold up to 16 jobs in their career. Rather, it鈥檚 normal for employees to switch job functions that require upskilling, mentorships, fellowships, a lateral move, or a combination. 麻豆原创 SuccessFactors Career and Talent Development helps guide employees and managers to shape careers based on personal aspirations and organizational priorities. Using AI, it can recommend skills and experiences as well as clearly defined steps that an employee would need to meet their career goals. Recommendations can be enhanced and adjusted based on how that employee progresses 鈥� whether it鈥檚 by learning new skills or participating in a new opportunity.

A critical part of any career progression and upskilling is learning. 麻豆原创 SuccessFactors Learning can complement the personalized approach in 麻豆原创 SuccessFactors Career and Talent Development with AI-recommended content that helps foster curiosity and discovery. It can go beyond mandatory learning for safety and compliance to include content for topics and skills they are interested in. In addition, skills tagged to learning items help employees to discover the next learning steps reflecting their interests, needs, and for further growth. Data from 麻豆原创 SuccessFactors Learning can filter back to the talent intelligence hub, helping to ensure employees鈥� skills profiles are constantly up-to-date.

Customer Success with 麻豆原创 SuccessFactors

麻豆原创 is helping businesses like Norsk Hydro and Grundfos Holding stay ahead by combining cutting-edge AI capabilities with a comprehensive learning and talent strategy.

By leveraging the talent intelligence hub, Norsk Hydro has adopted a unified skills model that spans recruiting, onboarding, learning, development, performance, and succession. Each employee maintains a growth portfolio, empowering them to take ownership of their career development by adding role-specific skills and focusing on their priorities. Norsk Hydro has also embraced the new integrated learning experience, using AI to recommend relevant skills-based learning opportunities. By tagging courses with the right skills and connecting learning directly to business goals, Norsk Hydro ensures that employees can easily access the training they need to grow and succeed.

is harnessing the talent intelligence hub to foster a more agile, project-based work environment, empowering employees to take on diverse roles based on their skills rather than job titles. This strategic shift not only promotes internal mobility but also enhances employee retention and satisfaction by establishing clear pathways for professional growth and development. Additionally, people leaders now have a comprehensive overview of team members’ skills, facilitating immediate skill assessments and streamlining competency management across the organization. This approach enhances the ability to align talent with business needs effectively, driving both individual and organizational success.

With today鈥檚 rapid pace of innovation, having the skills data to fuel data-driven insights for workforce planning and employee growth will be a differentiator for organizations. 麻豆原创 SuccessFactors solutions are designed to scale and evolve as business and the workforce change.

Tune into to learn more about the latest innovations in 麻豆原创 SuccessFactors solutions, including 麻豆原创 SuccessFactors Career and Talent Development.

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

At 麻豆原创 SuccessFactors, our have conducted five years of research to understand how skills can be effectively incorporated into HR strategies. After speaking with 278 HR leaders and surveying 9,432 global employees and managers, we鈥檝e identified to integrate skills into your people practices to become a skills-focused organization. Let鈥檚 explore these approaches and the technologies that can support them.

1. Skills-Implied Approach

In a skills-implied approach, organizations use traditional criteria like candidates鈥� or employees鈥� previous job titles, educational background, and past experience to make decisions instead of using skills data. Here, work is centered around job roles, and decisions about hiring and pay are based on job titles and levels. Learning and development is tailored to current roles, and promotions follow standard paths tied to credentials and tenure. Workforce planning tends to focus on short-term headcount needs, with minimal use of skills data for deeper analysis.

This approach is best for roles requiring specific certifications or highly specialized skills that are either externally regulated or require extensive training, such as lawyers, certified public accountants, and pilots.

In terms of tools and technology, job architectures can help clarify roles and align jobs based on the type of work performed. For example, the job profile builder in 麻豆原创 SuccessFactors solutions helps manage job elements such as descriptions, experiences, qualifications, skills, competencies, behaviors, education, and certifications. It can offer a flexible, intuitive way to identify and share job description components across an organization.

2. Skills-Included Approach

In a skills-included approach, work is organized around job roles with an emphasis on a few key technical skills. Hiring focuses mostly on traditional criteria like education but includes some skills assessment as well. Pay is generally based on job title and level, though skills might impact bonuses. Learning and development targets skills that are crucial for current or future roles. While skills are considered in workforce planning and reported in broad terms, they鈥檙e not connected with other data sources for deeper insights.

This works best for roles where required skills remain mostly consistent, but the prioritization and application of those skills evolve over time, as in, for example, sales and people management.

Recruiters can use AI-enabled recruiting tools to consider an applicant鈥檚 technical and professional skills during the hiring process. For example, the solution鈥檚 AI-assisted applicant screening can provide a skills compatibility score, allowing recruiters to view how well an applicant鈥檚 skills match job requirements. Candidate profiles include details on exact skills matches, additional relevant skills, potential skills, and missing skills to help recruiters quickly and effectively screen the best applicants.

Learning management systems can support targeted skill development for current roles. , for example, can offer AI-driven learning recommendations and a dynamic search feature that filters by criteria such as duration, mobile availability, and specific skills. This helps promote continuous learning and can guide employees in developing skills for advanced proficiency levels. Additionally, offer over 1,250 expertly curated learning paths aligned with high-demand skills and competencies. These include areas like AI and generative AI, cybersecurity, data management, leadership, first-time management, and performance and culture. Learners can refine their skills through various methods, including reading, watching, listening, and active practice.

3. Skills-Led Approach

In a skills-led approach, jobs are defined by a mix of technical and professional skills. Hiring looks at a range of skills, along with traditional criteria. Pay is linked to both the skills employees bring to the table and their performance. Learning and development is customized based on skills data and personal interests, helping to create personalized plans and internal mobility opportunities. Workforce planning becomes strategic, focusing on closing gaps between current and needed skills, and skills analytics are used to dive deep into skill levels and how they connect with other data.

This is best for roles where critical skills are specific or uncommon but proficiency can be inferred from adjacent skills, such as in marketing and operations.

Thinking about tools and technology, skills platforms can be useful to support this approach by tracking and analyzing skills across the workforce. The 麻豆原创 SuccessFactors talent intelligence hub, for example, uses an AI-driven framework to integrate skills data from multiple sources, enabling organizations to make data-driven talent decisions. In addition, learning platforms provide development opportunities tailored to individual skills and career goals. For example, offers AI-driven recommendations and peer suggestions for personalized learning. Skills tagging and the search for skills help to foster a habit of curiosity and a culture of continuous learning. Additionally, talent marketplaces like can offer experiential learning opportunities through AI-driven suggestions for mentors, short-term assignments, dynamic teams, and job openings.

4. Skills-Based Approach

In a skills-based approach, jobs do not exist 鈥� instead, work is organized entirely around the skills required to complete it. Hiring is all about evaluating skills instead of sticking to traditional criteria. Pay is tied to the skills employees currently have, with bonuses for skills that will be valuable in the future. Learning and development focuses on preparing for future skill needs, and internal mobility is driven by moving employees where their skills are most needed. Workforce planning is strategic, looking ahead to forecast what skills will be needed, and skills analytics keep track of trends and how skills connect with other business data.

This works for roles that rely more heavily on technical skills, roles that use certain tools or processes that are common across organizations or industries, and roles where skills can be gained outside of an educational setting, like HR, IT, and finance.

Integrated talent management platforms take care of all aspects of skills development and deployment in this approach. With , organizations can use an AI-driven, unified skills model that covers everything from recruiting to learning, performance, and succession planning. The 麻豆原创 SuccessFactors talent intelligence hub helps organizations get a clear view of their workforce by linking individual skills, strengths, and preferences with the right people and experiences across the platform. This can make managing skills throughout the employee lifecycle much easier and more effective.

As organizations work to weave skills into their HR strategies, understanding these four approaches can help them create a skills-based plan that fits their unique needs and goals. Whether you鈥檙e starting with a skills-implied approach for specialized roles or aiming for a skills-based framework for more dynamic functions, the key is to align the strategy with your organization’s specific context and objectives.

By exploring these approaches and using the right tools and technologies, organizations can build people practices that boost efficiency, transparency, and overall success. Finding the right mix and approach for your specific needs is key to unlocking the full potential of skills-based management.

to dive deeper into our skills research. Want to see how focusing on skills can unlock an organization鈥檚 potential? about Erie Insurance鈥檚 journey to becoming a skills-based organization.

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

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

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

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

Selecting a Trusted Partner for AI-Driven Skills and Learning

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

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

Transitioning to a Skills-Based Organization

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

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

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

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

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

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

Elevating Skills as the Red Thread in HR

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

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

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

This finding confirms what thousands of midsize organizations using 麻豆原创 SuccessFactors solutions already know. Accelerating the shift to digital HR isn鈥檛 just a critical advantage; it鈥檚 a game changer for business growth, especially as the need for new skills intensifies due to emerging technologies such as AI.

Oxford Economics鈥� research explains why: 鈥淎s AI-enabled technologies like chatbots and personalized recommendations become the norm outside the workplace, HR functions will need to strategize to incorporate similar self-service experiences and other AI-driven use cases into their employees鈥� way of working.鈥�

Driving Growth with a Talent Management Edge

Midsize organizations often seek a human capital management (HCM) solution that supports scalability and can match the pace and extent of their business growth. Yet, they frequently operate with limited HR capacity, hindering their ability to compete in a complicated talent landscape where a shortage of a million experts is expected by 2030.

Expanding midsize organizations particularly struggle to secure or develop talent with the skills required for growth. Oxford Economics reports that 49% of surveyed organizations cite the inability to find the right talent to maintain operations as their greatest near-term risk. Similarly, 41% of HR executives believe their organization鈥檚 inability to reskill and upskill workers to adapt to changing needs is a top threat.

With , midsize organizations can address both concerns. The HCM solutions can help run a cohesive, organization-wide strategy for upgrading outdated technologies and implementing modern, foundational capabilities such as workforce management tools and AI-enabled functionalities.

Here鈥檚 a sneak peek into the outsized outcomes 麻豆原创 SuccessFactors solutions can deliver:

1. Inclusive Job Descriptions and Assisted Candidate Screening

AI is transforming skills-based hiring by creating compelling job descriptions and enabling inclusive applicant selection so organizations can find the best talent quickly and efficiently. We have thoughtfully embedded these capabilities into the听听solution to provide organizations with tools to help attract and secure candidates with the right skills.听

Embedded AI assistance helps talent acquisition teams make better, more equitable hiring decisions while reducing time spent on manual, tedious tasks such as creating job descriptions. Insights into applicant skills 鈥� extracted from r茅sum茅s using AI 鈥� allow recruiters to quickly identify and rank top candidates based on their match to a job, removing unconscious bias from the process.听

2. Integrated Learning and Talent Management

As the nature of work evolves, so does the approach to HR technology solutions. Integrated learning and talent management systems are pivotal in addressing this dynamic, facilitating a smooth flow of development opportunities for employees.

By leveraging  solutions, organizations can tie learning initiatives with talent management processes to help create a cohesive, impactful talent strategy and employee experience. Employees can access learning resources based on their career goals and performance, aligning their development with personal goals and organizational objectives.

3. Intelligent and Personalized Skill Recommendations

The Oxford Economics survey reveals that 30% of HR and IT decision-makers are starting to understand how AI can help meet talent development and retention goals critical to their company鈥檚 growth. This includes helping employees stay on track with a personalized view into what they have to, need to, and want to learn.

Adopting a learning management system that includes AI, such as听the solution, gives organizations capabilities that can enhance the learner鈥檚 experience. For example, instead of a 鈥渟earch and find鈥� approach to identifying relevant courses and content, an AI-driven system can offer learning options highly relevant to the learner by automatically surfacing personalized recommendations based on the employee鈥檚 role, skills, needs, and preferences.

This approach can help save time by pointing learners toward the most relevant and valuable resources, instead of requiring learners to search for them alone. Most importantly, access to self-directed learning and development opportunities fosters a habit of continuous learning and personal growth.

4. New Opportunities for Employees to Grow

Both consumers and employees expect personalized experiences that are easy to navigate and relevant to their needs. Reflecting on this trend, organizations are leveraging solutions 鈥� such as the  solution 鈥� to support upskilling and reskilling efforts. 

The solution can connect employees with relevant projects, learning opportunities, mentors, and dynamic teams, presenting recommended matches through centralized access. Integrating talent intelligence into these recommendations can enhance their effectiveness by enabling the identification of skills gaps and the analysis of individual preferences and career aspirations. In return, employees can be empowered to grow and develop in ways that benefit them and the organization, helping to create a more engaged and motivated workforce.

Additionally, with the  solution, organizations can optimize employee experiences by properly preparing them for their next role. For instance, employees can feel empowered to own their career development by exploring career options with AI-driven recommendations and intelligent skills gap identification. Also, with AI-assisted goals, employees can quickly create more ambitious development goals aligned with their growth plans.

5. Holistic Skills Management

Competing for and retaining top talent remains a significant challenge for midsize organizations as the skills gap widens. While visibility into current skills and those required for the future can offer a competitive edge, tackling this issue fully requires a more comprehensive approach beyond skills alone. 

 can address all sides of this complex challenge by considering individual competencies, aspirations, and preferences. Leveraging talent intelligence, the suite allows organizations to enhance the talent experience with a strategy that can cater to the 鈥渨hole self鈥� of the employee.

6. Enhanced Productivity and Engagement

Aligning employee goals to business objectives is crucial for enhancing productivity and performance. With AI-assisted goals, employees can craft meaningful and aspirational goals in a fraction of the time it usually takes. 

The  solution enables flexible and continuous performance modeling. Real-time coaching and feedback are included in the flow of work, helping employees feel more supported and engaged while enabling continuous insights and growth.

Building a Workforce Culture of Growth with AI

麻豆原创 SuccessFactors solutions can offer a holistic approach to take advantage of the critical role of talent management strategies in driving business growth, as highlighted in the Oxford Economics report. With innovative AI capabilities, the solutions are helping many organizations worldwide win the race for talent and skills and build an agile workforce.

 is not just about cutting-edge technology. We create HCM solutions that are relevant, reliable, and responsible. Backed by this AI principle, 麻豆原创 SuccessFactors solutions can offer a competitive edge in the current dynamic talent landscape. Organizations are not only empowered to keep up 鈥� they鈥檙e also prepared to lead the way with talent management strategies that drive ongoing growth, innovation, and success.

Discover how growth-focused midsize businesses prioritize their HR and IT strategies to help them grow and remain competitive. Read the Oxford Economics study, sponsored by 麻豆原创, .鈥�

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

By shifting towards a skills-based approach to talent acquisition and development, companies can build a workforce that is not only capable of meeting current demands, but also equipped to navigate future challenges effectively. Here are three strategies for building a dynamic organization with a skills-based approach to talent.

1. Identify and Prioritize Critical Skills

The first step in implementing a skills-based approach is to identify the key skills that are crucial for the organization’s success. This involves analyzing the current and future needs of the business and understanding the skills that are in high demand in the market. By prioritizing these critical skills, organizations can focus their hiring efforts on candidates who possess or have the potential to develop these competencies.

With the 麻豆原创 SuccessFactors talent intelligence hub, organizations can have the power and simplicity of a single skills model from recruiting, onboarding, learning, and development, all the way through to performance and succession.听It helps to better understand, build, and leverage the skills of workforces. It can connect individual skills, attributes, strengths, and preferences to both people and experiences throughout听麻豆原创 SuccessFactors solutions.

By creating a comprehensive overview of the skills available within the organization, managers can identify gaps and areas for improvement. This information can inform talent development initiatives, such as training programs or job rotations, to help employees acquire the necessary skills to excel in their roles. For example, within the talent intelligence hub there is a team growth portfolio view, which allows managers to quickly assess skill gaps and search for prioritized skills within their teams.

2. Foster a Culture of Continuous Learning

Building a dynamic organization requires a culture that supports continuous learning and skill development. Organizations can encourage employees to enhance their skills through internal training programs, mentorship opportunities, and access to external resources. By creating a learning environment where employees are motivated to upskill and reskill, organizations can ensure that their workforce remains adaptable and competitive in a rapidly changing market.

AI-enabled learning platforms can deliver personalized and adaptive training programs based on individual skill gaps and career aspirations. with embedded AI can give organizations a wide range of capabilities that help enhance a learner鈥檚 experience with relevant recommendations that are unique to each learner and based on their needs and interests. In addition, has AI-driven recommendations to help match employees with assignments, career opportunities, mentors, and more. This solution considers not only qualifications but also skills, experiences, and preferences, so that organizations can ensure better talent alignment and engagement.

3. Embrace Flexibility and Adaptability

In a skills-based approach to talent management, organizations need to be flexible and adaptable in their recruitment and development practices. This means being open to hiring candidates with transferable skills and potential for growth, rather than focusing solely on specific job titles or qualifications. This can be made possible with technology that supports skills-based hiring.

With , skills can be aligned to job requisitions and skills-based candidate evaluations. This can allow hiring managers to view rankings of candidates and determine the best candidate based on their skill proficiency. In addition, recruiters can leverage generative AI capabilities to help enhance job descriptions, including the proper skills and competences, which helps recruiters hire the best talent for a role. By embracing a more flexible approach to talent acquisition, organizations can build a diverse workforce with a wide range of skills and perspectives, driving innovation and creativity.

A skills-based approach to talent management can help organizations build a dynamic and resilient workforce that is equipped to thrive in today’s fast-paced business environment. By prioritizing critical skills, fostering a culture of continuous learning, and embracing flexibility in recruitment and development practices, organizations can create a competitive advantage through their most valuable asset 鈥� their people.

To learn more about how to build a dynamic organization with a skills-based approach to talent, register for this听 on Thursday, April 25, at 1:00p.m. EST.

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

With the widened availability of AI, the race for skills is impacting both people and organizations. While people are learning how to use AI to drive more efficiency within their individual roles, organizations are also under pressure to adopt AI technology that can deliver more personalized development opportunities and greater talent intelligence.  

Over the last year, 麻豆原创 has made significant investments across , specifically in , to deliver these capabilities. 

These investments are part of a broader strategy to help our customers focus on accelerated skills growth and build a future-ready workforce. Recently, we released a redesigned integrated learning experience that can deliver an entirely new way for people to experience learning at work. The highly personalized experience can guide the learner to not only accomplish compliance trainings 鈥� what they 鈥渉ave to learn鈥� 鈥� and organizational goals 鈥� what they 鈥渘eed to learn鈥� 鈥� but also helps to drive an intrinsic culture of learning around what they 鈥渨ant to learn,鈥� tapping into each individual鈥檚 needs, aspirations, interests, or preferences based on their growth profile. 听

Furthermore, the AI-powered talent intelligence hub is now available across all 麻豆原创 SuccessFactors solutions. It is a framework that helps organizations understand the skills their employees have today, the gaps that exist, and how to close those gaps. With this intelligence, 麻豆原创 SuccessFactors Learning can continue to deliver even more personalized learning and development recommendations. 

鈥淭he level of innovation within the learning systems market continues to accelerate rapidly 鈥� specifically around AI and skills,鈥� said David Wilson, founder and CEO of Fosway Group. 鈥淎s a major vendor in this space, 麻豆原创 continues to invest significantly in innovating its learning and talent capabilities, reflecting its focus on enhancing the value it delivers to learning buyers as well as its wider HCM audience.鈥� 

Both multinational and midsize companies leverage , along with our partner ecosystem, to help drive upskilling and reskilling and create a culture of continuous learning.听

San Pablo Farmacia, a Mexico-based pharmacy retail chain, 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. 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.听

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

Looking ahead, we will continue to deliver more learning-specific enhancements and new AI capabilities throughout 2024 across all 麻豆原创 SuccessFactors solutions so leaders can hire the best talent and grow their personal skills with individualized plans while building up the compliance and strategic skills needed by the organization.  

Vinita Venkatesh is vice president of Product Management for 麻豆原创 SuccessFactors Learning. 

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

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

1. Experiences Designed for Employee Preferences

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

2. Cultural Sensitivity and Awareness

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

3. Systemic Bias Mitigation

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

4. Designing for Accessibility

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

5. Data Collection and Privacy

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

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

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

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

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

Digital-First Company for Consumer Engagement

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

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

Exuviate Transformation Wins 麻豆原创 Innovation Award

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

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

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

Opportunity for a New HR

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

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

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

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

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

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

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

Reporting Gains Strategic Value in Connected Cloud Landscape

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

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

Complete Transformation in Record Time

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

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

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

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

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

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

Connected Learning as Strategic Part of Skills Growth

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

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

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

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

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

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

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

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

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

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

Working with thousands of midsize organizations across the world, this is something we are seeing firsthand at 麻豆原创 SuccessFactors. Organizations of all sizes are feeling the added pressure of economic uncertainty, rising customer demands, and an employee-driven market. But for midsize organizations, the runway to get it right is often far shorter than that of their large enterprise peers.

According to IDC, 鈥淭o keep pace with change, organizations are finding ways to reskill workforces at scale.鈥�

What does that look like? Here are six ways our midsize customers are driving growth by using 麻豆原创 SuccessFactors solutions to help power their reskilling and upskilling initiatives:

1. Adopting an Integrated Approach to Learning and Talent

Although HR technology solutions are often defined as a specific point within the employee life cycle, those lines are continuing to blur as the way we work, learn, and interact continues to evolve. Using any or all the 听helps organizations to better align with a holistic talent management strategy and ensure end-to-end versus 鈥渄ead end鈥� experiences.

2. Identifying the Skills Gap (and More) with Embedded Talent Intelligence

Competing for and effectively retaining top talent is one of the top challenges for midsize organizations. And if 鈥� or when 鈥� the predictions come true, the will only continue to widen. Giving our midsize customers visibility into the skills they have and the skills they need creates a competitive edge. But then we go a step 鈥� or a few steps 鈥� further to expand beyond skills with a 鈥渨hole self鈥� approach that encompasses all things skills as well as individual competencies, aspirations, and preferences. This is core to not only assessing skills but delivering talent experiences that help to accelerate reskilling and drive internal mobility.

3. Serving Up Personalized Recommendations and Experiences via a Talent Marketplace

When it comes to today鈥檚 digital experiences, our consumer and employee expectations are similar 鈥� make it easy, intuitive, relevant, and valuable to me. Tying back into adopting an integrated approach to learning and talent, our customers are using the solution to help support their upskilling and reskilling initiatives by matching employees to projects, learnings, mentors, dynamic teams, and more 鈥� and serving up recommended matches in one all-for-me place. Tying back to identifying the skills gap with embedded talent intelligence, the opportunities presented are reflective of a unique balance of what is best or desired by the individual and what is needed for the organization.

4. Offering Anytime, Anywhere Learning for All Employees

Building new skills is dependent on having adequate resources, including time, to build new skills. As growth-focused organizations take advantage of new working models and the ability to expand their talent footprint beyond the traditional workplace, they are turning to learning management systems capable of supporting a wide-variety of learning needs. For example, with the solution, our midsize customers can deliver content based on learner鈥檚 interests, goals, content preferences, and more 鈥� in the office, at home, or on their mobile device.

5. Driving Engagement with Continuous Performance Management

As IDC calls out in its findings, matching employee goals with business goals is key to improving productivity and overall performance. And this is an area where our midsize customers see near immediate value as they make the shift from offline and annual employee reviews to digital and continuous performance management. With the solution, business goals and objectives can be automatically cascaded to all levels and across all departments to help ensure alignment. In addition, ongoing coaching and feedback helps to make employees feel supported and keep performance on track. This helps to solve the problem of communication gaps or the feeling of uncertainty that can be common in fast-paced environments.

6. Enabling 鈥� and Recognizing 鈥� Dynamic Teams across the Organization

If you are working or have ever worked in a midsize organization, the concept of a dynamic team should be familiar. There is a special project, it requires a mix of skill sets from across the organization, and you need to come together quickly to solve the challenge or make the next big thing a reality. With the dynamic team capabilities within 麻豆原创 SuccessFactors solutions, our midsize customers can create, manage, and track the progress of these teams. This can provide unique visibility into team success with objectives and key results (OKRs), the new skills employees are gaining by being part of these teams, and how best to optimize these teams 鈥� and potentially the organizational structure 鈥� to drive agility and improved performance.

For additional insights from the IDC research sponsored by 麻豆原创, read the .

*Source: Five Tips to Increase Workplace Productivity, an IDC Info Snapshot, sponsored by 麻豆原创, April 2023, IDC Doc. #US50551823.

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

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

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

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

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

Building a High-Performance Learning Culture

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

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

Integrating Cloud HR for Actionable Insights

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

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

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

Employee Experience: Simple, Accessible, Personalized

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

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

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

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

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

As a customer of multiple , Wellstar is familiar with the power of 麻豆原创 and knew it could be getting more out of its 麻豆原创 SuccessFactors Learning solution. Danielle Mecum, manager of Learning Technology at Wellstar, believed that improved governance of the system was part of the road to getting there. 鈥淲hen governance is lacking, the employee experience suffers,鈥� Mecum explained.

With a nursing background, she knew firsthand the need to get new hires trained properly and quickly, and that reducing the time from hire to actual work was key. She added, 鈥淚n addition to our non-clinical employees, our medical employees were taking longer to get to the patient floors to start providing care because of how the required onboarding training was organized and set up. There were inaccurate training assignments, courses not marked as required, and, in some cases, no required-by dates.鈥�

In addition, users said that their learning assignments were too cluttered and disorganized, Mecum explained. And there were instances where new employees would get to a patient floor and realize that they were not able to enter a patient鈥檚 chart, for example, because a course hadn鈥檛 been assigned to them in the correct sequence.

The need to get employees onboarded faster could have been enough to justify the governance project, but to add to the complex nature of the project 鈥� and completely out of Wellstar鈥檚 control 鈥� the organization faced the impending deprecation of Flash content and the impacts of the COVID-19 pandemic. To help tackle this challenge, Wellstar decided to work with its customer engagement executive to start a solution adoption engagement. This type of engagement is intended to provide recommendations to a customer to help them create an action plan to optimize their use of their system 鈥� in this case . A recommendation came out of this engagement that confirmed the needed for the governance initiative.

Mecum鈥檚 nursing background helped her understand the urgency of the situation. She and her team looked at the issues already discussed and began to build a governance model. For example, they instituted a content life cycle management process that incorporated a formal method for requesting the creation of new items, curricula, and assignment profiles. In addition, they implemented an ongoing review procedure that included automated notifications to course owners to review material that had reached expiration. Additionally, Wellstar leveraged and configured custom fields within 麻豆原创 SuccessFactors Learning to track key data and report on it from within the system to ensure compliance with the new governance process.

Other governance steps included reviewing and consolidating LMS admin roles to ensure the right administrators had the right permissions to perform administrative tasks as appropriate in the system 鈥� without giving them freedom to add to the problem at large. A formal process for vetting new LMS administrators was created to ensure they weren鈥檛 simply giving just anyone these permissions. 鈥淲e knew we needed to define what goes into the system, so we could control what comes out. This helps when we need to get rid of old, outdated courses,鈥� Mecum explained.

These changes, among others, were implemented as part of the governance initiative. The result is that Wellstar is now reaping greater benefits from 麻豆原创 SuccessFactors Learning and, most importantly, employees now have an improved experience with the system. Frustration levels are down and new hires are able to start their actual jobs much sooner than before 鈥� in three days rather than a week and a half!

Mark Tarallo is a solution marketing fellow for 麻豆原创 SuccessFactors.

Learning cultures are the shared values, beliefs, and norms that influence learners’ behavior and outcomes. Strong learning cultures are rare and challenging to create and sustain yet worthwhile to build and invest resources in fostering. Our research* indicates that only 30% of employees consider their organization to have an excellent learning culture. However, these employees reported:

• 25% higher engagement
• Rated their learning experience to be 24% more positive
• Were 15% more likely to apply their newly learned skills on the job

Early talent is also attracted to organizations that support employees sharing knowledge, provide learning opportunities, and reward learning.**听To help your company rapidly adapt as business continues to change and build up the skills needed for current 鈥� and future 鈥� positions, your employees must be continuous learners. Clearly, it’s important to promote a positive learner experience and provide the building blocks for a continuous learning culture.

Four Culture Keys听

From the findings of our research program, we set forth four keys to building a culture of lifelong learning in your organization.

Culture Key #1: Reward and Recognize Learning

Employees will believe it is not a priority if an activity is not rewarded. A lack of reward and recognition leads to less engagement in learning behavior and affects learning effectiveness. Employees who cite inadequate reward for learning are more likely to turnover, feel less motivated to learn, and be less engaged.

Recommendation: Consider Learning as Job Performance
Incorporate learning experiences into goal-setting and continuous performance evaluation processes. Setting and tracking development goals will keep employees accountable for their growth and ensure that it is recognized. By using , organizations can provide clear career paths that are linked with development goals and learning programs that help employees thrive.听 And, just as important, this allows you to recognize the user’s whole self: what’s important to them, who they are, who they are becoming, and what they are passionate about.

Culture Key #2: Leadership Support and Role Modeling

Leaders are integral to building a culture of learning. Leaders specify and communicate the priority. They signal the importance of learning by role modeling and dedicating time and resources to foster learning.

Recommendation: Tailor Learning to the Leader Persona
Ensuring learning opportunities capture leaders’ desires for social learning can improve听leadership learning behavior. For example, an open forum for leaders to discuss their current听challenges and share best practices can give them a platform to celebrate wins and learn from听the losses of others. You can also take advantage of the built-in discovery and collaboration capabilities, peer resources, and intelligent recommendations from to help employees of any level find the educational resources they need and get access to social learning. Leaders can connect to each other and to relevant content throughout every stage of their experience, making it easier to collaborate with peers, find interesting information, and start or join communities.

听Culture Key #3: Close the Awareness Gap听

The maturity of an organization’s learning culture can be demonstrated by the existing strength of the “awareness gap,” or the level of employee knowledge regarding learning resources and opportunities available.

Recommendation: Provide Equal Access to Learning Technology
Digital learning can be scaled to a broader audience. With 麻豆原创 SuccessFactors Work Zone, learners can get unified access to all kinds of learning experiences both content-focused and experiential 鈥� even from different sources. Employees don’t have to sort through multiple systems with multiple logins and search to find what they are looking for. Having one access point to all learning content and solutions from any source helps to simplify and optimize learning processes and increase engagement.

Culture Key #4: Technology Enablement听

Technology enablement is a crucial factor in the learning culture of organizations as learning opportunities are increasingly being augmented or offered through technology.

Recommendation: Personalize the Experience, Especially for the Digital Learner
Intelligent learning technologies can personalize learning topics and modality recommendations, provide performance insights, and develop custom pathways, including content and experiences. With , personalized learning recommendations powered by machine learning help provide employees with curated access to ideas, topics, and courses uniquely tailored to their goals and interests. And by using SuccessFactors Learning, you can gain insights into real career growth opportunities, use system data to recommend topics, skills, and future roles to consider, and make personalized resource discovery easier than ever. Finally, Experience Management solutions from 麻豆原创 and Qualtrics can help to continuously measure employee sentiment and determine the right actions to improve learning experiences.

Addressing these four keys in your approach to learning can help build a lifelong learning culture in your organization to help meet your business objectives.

Read more about the research and how a can help build a continuous learning culture in your organization.

Mark Tarallo is a solution marketing fellow at 麻豆原创.
Joshua Acosta an HR research analyst at 麻豆原创.

*From a global and cross-industry sample of 1,470 employees.
**71% of university student indicated being attracted strong learning cultures. From 59 university students who participated in a hackathon event hosted by 麻豆原创.

One of the oldest organizations in the world, can trace its origins back over 500 years to 1516. But even it is, as so many companies are, facing the need for business transformation to be recognized as the top delivery company in the UK and across Europe and to stay ahead of evolving market needs.

Royal Mail Group is a global organization, operating in 43 countries around the world with over 140,000 employees. It delivers more than 1.8 billion parcels and 14 billion letters every year. To continue on its business and workforce transformation trajectory, Royal Mail needed a platform that provided a personalized user experience, delivering the right tools and information in the right format and at the right time, to perform its day-to-day roles. , it transformed its learning experience by offering a user-centric, digital personal development platform 鈥� branded as 鈥淭he Royal Mail Academy鈥� 鈥� that has impacted company culture intrinsically with a bottom-up approach to learning and development.

Fully deployed in just 12 weeks, the platform brings people into one place for all of their HR requirements and applications and services they need. Now, data insights provide the ability to more easily identify local experts, 30% of the target audience has already engaged with the new platform after the implementation, agility between program managers and frontline employees has increased, employee engagement has improved significantly, and the delivery of information on a large scale is more streamlined.

Another interesting customer story is , a multinational technology company that specializes in specialty glass, ceramics, and related materials and technologies, operating in 60 countries with over 50 000 employees.

It uses 麻豆原创 SuccessFactors Work Zone for different use cases, but let鈥檚 focus on the one for learning and development. As with other larger customers, Corning exists of many different business divisions that all have different needs. The goal has been to put together different learning university experiences leveraging the existing 麻豆原创 SuccessFactors Learning investment and to create an environment that gives people guidance to develop and grow their career. The usage of workspaces boosts the overall experience, such as through collaborative learning complementing formal learning.

Corning uses the personalization capabilities to help people surface information for particular uses and what is applicable to them, instead of potentially being overwhelmed with too much information. Giving the user the ability to choose content they might want and are interested in helps here. This could be any kind of information from 麻豆原创 SuccessFactors solutions but also from Microsoft Teams to facilitate virtual learning clubs.

Corning also plans to support its remote deskless workforce with 麻豆原创 SuccessFactors Work Zone capabilities, as right now it doesn鈥檛 have a platform to communicate with them in an effective way. With the solution, it can communicate with them in more engaging ways right from their mobile device or even their laptop at home in multiple languages. Corning is currently exploring the 麻豆原创 SuccessFactors Opportunity Marketplace solution, which will help empower its employees to drive their own development and growth while aligning to Corning鈥檚 values and talent strategy. This can be a huge differentiator when it comes to attracting and retaining talent while enabling the organization to support the growth of its workforce.

Get more insights into how and help organizations elevate their learning experiences to be prepared for the future.

Margit Bauer is director of Solution Marketing at 麻豆原创 SE.
Mark Tarallo is a solution marketing fellow at 麻豆原创.

The flipside is that your employees are likely hungry to learn. In fact, in a recent 麻豆原创 survey as part of our research, 69% of respondents said they would need to learn new technical and professional skills to do their current job in the future. Add to that the fact that organizations and employees are dealing with remote and hybrid working environments means that learning needs to be accessible and easy to find. Furthermore, organizations are still looking for the best ways to personalize and engage learners. While there are many learning experience platforms in the market that can help with this, they may not have the depth and breadth of a solution like , which can help provide unified access not just to content from , but across other applications and processes.

Moreover, a strong learning culture should incorporate a 鈥減ull鈥� rather than a 鈥減ush鈥� mentality. A 鈥減ull鈥� learning culture is one in which employees are inspired to learn because of their own interests and desires. They actively seek out learning on topics or areas that are of interest to them, either professionally or personally. In a 鈥減ull鈥� culture, the learner takes charge of their learning. On the other hand, a 鈥減ush鈥� learning culture is one in which employees are required to engage in learning and development activities. This includes taking mandatory compliance or health and safety training courses. And while training like this is necessary and often essential, the fact remains that the learner is not given a choice. Making the change from a 鈥減ush鈥� to a predominantly 鈥減ull鈥� learning culture will require planning and support from management, including modeling this behavior.

Certainly, the role of technology can鈥檛 be overlooked. Even in a 鈥減ull鈥� model, having to go into multiple systems to find relevant content makes learning a chore; technology should be something that enables learning, not something that makes it harder. On top of that, the way we work and learn has changed 鈥� from where and when we work to how we work, learn, and grow 鈥� and that experience is shaped by a number of things. But the greatest impact to experience are the digital tools and processes that enable us to do our best work and be our best selves.

shows that an unfulfilling employee experience is the second major cause of employee churn. But what does a great experience mean when it comes to employees feeling supported by technology? You can empower your employees by having the right digital resources and information in place, giving them the guidance they need, and helping them to connect. A fragmented employee experience is still the reality in most organizations, and removing barriers like having to switch between different applications is key. Finally, you can empower them by providing learning in the flow of work so employees get the skills they want and the business needs. In today鈥檚 changing world of work, employees expect better experiences 鈥� especially when it comes to their learning, development, and growth.

helps employees discover, in one place, recommendations to fuel their ongoing career development and growth 鈥� learning, roles, projects, dynamic teams, mentors, mentor programs, and peer connections. At the same time, leaders can gain increased visibility and a better understanding of the strengths and capabilities of their people and teams. The potential gains for individuals and organizations are immense, like increased retention and engagement and ongoing adaptability that will keep people and companies growing and ready for change.

Learn how and can help build a powerful learning culture that leverages technology more efficiently.

Margit Bauer is director of Solution Marketing at 麻豆原创 SE.
Mark Tarallo is a solution marketing fellow at 麻豆原创.

Take automation, which has already brought changes to many jobs, as an example. The jobs that are currently available in today鈥檚 economy depend greatly on lifelong learning because they continue to change and evolve. This is nothing new, but the rapid pace at which technology and business models change is dramatic and with that comes the need to constantly keep skills up-to-date. According to a , adoption of automation and artificial intelligence (AI) will mark an acceleration over the shifts of even the recent past. And this change is impacting all jobs: even those with high incomes spend an average of 31% of their jobs doing things that could be automated, according to McKinsey. Stockbrokers, for instance, spend a good portion of their time gathering and processing data, which could be done automatically with even greater accuracy than the way it is now done.

So, lifelong learning will be relevant for everyone. The good thing is that people are naturally curious. We鈥檙e constantly asking ourselves questions and finding answers. In addition, employees are keen on upskilling to be prepared for the future. According to a recent , 77% of the workers surveyed are ready to learn new skills or completely retrain, with 74% seeing training as a matter of personal responsibility.

This is one of the reasons why employees expect a continuous learning culture. The risk of not building one is that employees may move to other organizations in order to remain relevant and add new skills. At a time when the Great Resignation shows no signs of slowing down 鈥� according to , one in five workers plan to quit their jobs in 2022 鈥� organizations unquestionably have to offer development opportunities. They need to upskill and reskill their employees not just to keep them excited and prepared for new job requirements, but also to fill positions they are not able to fill with external candidates.

Therefore, a key to organizations鈥� future success will be to provide continuous learning options and instill a culture of lifelong learning throughout the organization to develop the workforce of the future. For many years, learning and development organizations tried to find the optimal way to serve different learning needs to push learning like compliance trainings to their employees, to meet specific departmental training needs, or to empower their employees for further personal development, all while considering that the way of learning and employee expectations have changed tremendously. And this is change that is going to stay. According to a , only 5% of respondents think that their learning strategy, investment, and resourcing will go back to what it was before the pandemic began.

But exactly what do we mean by a learning culture? A learning culture refers to an organization鈥檚 values, beliefs, and norms that influence learning behavior and outcomes. Unfortunately, maintaining one is no easy task. A recent survey conducted through 麻豆原创鈥檚 program showed that only 30% of employees consider their organization to have an excellent learning culture. So how can an organization take steps towards creating a strong culture of lifelong learning? As part of the research program, we uncovered four evidence-based factors integral to a culture that encourages learning across an organization. Focusing on these can set you on the path towards an organization filled with lifelong learners.

• Reward and recognize learning: Integrate reward and recognition into your learning strategy. Not only does this demonstrate that learning is an organizational priority, but it also acknowledges the employees who proactively take advantage of learning opportunities.
• Leadership support and role modeling: Leaders should serve as learning role models to employees. They can do this by sharing their perspectives and experiences on their own learning and development. It鈥檚 important for leaders to 鈥渨alk the learning talk鈥� and not contradict what employees are being told about the importance of learning.
• Closing the awareness gap: It鈥檚 key for employees across the organization to be made aware of what learning is available to them. This will help to drive consistent perceptions of learning among all different employee subgroups resulting in a stronger learning culture.
• Technology enablement: Technology is a crucial factor in the learning culture of organizations. Technology can have an impact on an employee鈥檚 overall learning experience and should be leveraged to improve that experience and ensure smooth, easy access to learning opportunities.

Creating a learning strategy that addresses these four factors can have you on your way to building a culture of lifelong learning across your organization. In this rapidly changing business environment, this is more important now than ever.

Get more insight into the research and how a can concretely support you in fostering a continuous learning culture.

Margit Bauer is director of Solution Marketing at 麻豆原创 SE.
Mark Tarallo is a solution marketing fellow at 麻豆原创 SuccessFactors.

In today鈥檚 changing world of work, employees expect better experiences 鈥� especially when it comes to their learning, development, and growth. However, employees struggle with multiple outdated or inadequate systems and tools that create a fragmented digital experience at work.

The pressure is undoubtedly on executives, organizational leaders, and their HR teams to fill those gaps to create a workplace culture that is motivating, empowering, and fulfilling. They are expected to provide personalized work experiences that include access to individualized learning and growth, guided and simplified technology interfaces, continuous process improvements, embedded listening, and increased productivity and efficiency.

Organizations that deliver on these promises exceptionally well are usually more effective in attracting, retaining, and developing the best talent. However, this is easier said than done because no single definition of an ideal workplace meets everyone鈥檚 expectations. To create a truly empowering, engaging, and enriching environment, decision-makers must consider the unique locations, job roles, personal responsibilities, and situations that each employee faces daily.

At 麻豆原创 SuccessFactors, we understand the importance of fostering an environment where people are thriving, collaborating, and ready to succeed today and tomorrow 鈥� no matter where they work. And in virtually every case, that experience begins with technologies that cater to each employee鈥檚 whole self even as they evolve, making everyone consistently feel valued, heard, and recognized.

Personalized, Integrated Experience

A good starting point is giving employees the freedom to reimagine their work experience with hyper-personalized, team-centric, and project-focused workspaces created through the . This integrated digital experience connects the entire 麻豆原创 software landscape and third-party applications to help streamline work and intelligently surface relevant content, recommendations, insights, and actions.

By providing employees with a more simplified and unified digital experience tailored to their unique needs, 麻豆原创 SuccessFactors Work Zone can enable companies to increase employee productivity and efficiency.

For example, 鈥�(AKT Global) resolved the presence of inefficient communication and collaboration across borders and time zones to improve productivity and lower employee stress. As a result, its employees work smarter and faster now that they have 24/7 access to everything they need to keep up with changes 鈥� no matter where they work, what device they use, or where they are based.

Culture of Continuous and Agile Learning

Employees need on-demand access to individualized and engaging learning programs as part of their everyday experience. With learning established as a priority in the workspace, they are empowered to develop skills at their convenience and participate in opportunities to further develop their expertise and leadership abilities.

helps to foster a continuous and agile culture with learning that is personalized and relevant for each employee while being embedded into daily activities. Through learning workspaces employees can get access to relevant learning applications, information, collaboration tools, and content from any source 鈥� all through a single entry point and embedded into the flow of work 鈥� to be able to benefit from a more simplified and contextual way of learning. Organizations can then help ensure their people feel empowered to own their career path and growth while helping them become more engaged and develop the skills that align with current and future business needs.

鈥�(Rich鈥檚) is taking advantage of the solution to support a culture of continuous learning. The family-owned food company sought to elevate its training and development program with a modern, consumer-grade learning experience for its associates. By mapping and enabling access to learning content with individualized recommendations, Rich鈥檚 offers its associates a customized view of their development plans and objectives and connects them to integrated external content libraries and resources on demand.

Employees Retained with Opportunities They Want

According to joint research from鈥�, making job opportunities visible and accessible in the workforce helps improve retention by aligning employee interests with strategic priorities. But first, most companies require a conscious shift that embraces each employee鈥檚 whole self 鈥� who they are today, who they are becoming, and the value they bring as individuals.

By adding the 麻豆原创 SuccessFactors Opportunity Marketplace solution to their workspace, employees can find short-term assignments, fellowships, learning recommendations, and mentors. The solution can empower everyone across the organization to pursue multiple opportunities for professional development, networking, and project participation.

Meaningful Work Shaped by Real-Time Feedback

Measuring work experiences helps businesses remain agile and strive to give employees what they need to feel supported, productive, and engaged. With , organizations can evaluate how employees are doing, listen to their feedback, and respond to their concerns quickly and effectively.

To enable a people-centric business transformation, luxury retailer听 combines employee experience data with operational HR data. This approach allows the business to gain new insights, identify areas for improvement, and foster a culture where all employees are engaged and fully equipped to provide exceptional customer service. Chalhoub uses Experience Management solutions from 麻豆原创 and Qualtrics to actively listen to its workforce and provide the right training, processes, and tools. The company is capturing feedback at every interaction touchpoint and discovering new ways to meet unique employee needs and continuously improve everyday work experiences.

As a result, the company is redesigning and optimizing key aspects of the employee journey. For example, its HR transformation priorities are supported by hard data on the issues that employees really care about, driving greater emphasis on employee well-being and recognition as top strategic goals.

All Wrapped with a Human Experience

HR organizations are constantly challenging their business executives and organizational managers. They know that seemingly adequate access to technology is no guarantee that an employee鈥檚 specific needs are met. Meanwhile, it is understood that remote and deskless workers face even more complexity in their experiences, such as limited bandwidth and privacy controls, as they juggle work with their personal circumstances.

With 麻豆原创 SuccessFactors Work Zone, 麻豆原创 SuccessFactors Learning, 麻豆原创 SuccessFactors Opportunity Marketplace, and Experience Management solutions from 麻豆原创 and Qualtrics, organizations can deliver engaging, individualized experiences that enable everyone to thrive.

Stephanie Craig is global director of Solution Marketing for 麻豆原创 SuccessFactors.

As a result, not only do customers prefer to do business with Scotiabank, but the company鈥檚 own employees see Scotiabank as an employer of choice too, according to Barb Mason, group head and chief human resources officer at Scotiabank.

Empowering Employees with Better Learning Experiences

Should employers hire candidates with a strong desire to learn, or try to nurture this quality in all its employees? According to Mason, it鈥檚 a bit of both. Too often, employees aren鈥檛 afforded the opportunity to learn on the job and grow their skill set 鈥� especially women and people of color.

鈥淔or us, it is all about ensuring that we have systemically equitable processes in the bank to allow everyone to have the same opportunities and understand what they need to do to be able to get these opportunities,鈥� Mason said.

Scotiabank embraces equitable hiring processes that set a standard for equity for the rest of the employee life cycle. This begins with diverse interview teams who strive to ask unbiased interview questions and follow other best practices for inclusive recruitment.

From the start, Scotiabank lets its employees know it is dedicated to providing next-level learning and skill-building experiences. Throughout the recruitment and interview process, HR leaders open the door to a world of on-the-job learning for candidates. With a modern learning experience similar to employees鈥� favorite video streaming services, Scotiabank鈥檚 workforce can tap into on-demand learning and training built on Blend by TalenTeam powered by听.

Creating the Highest Performing Workforce to Date

Mason knows that learning doesn鈥檛 do any employees 鈥� or the business 鈥� any good if people don鈥檛 know how to access learning resources. In addition to making these resources readily available to employees as part of the company鈥檚 next-generation HR experience, Scotiabank also readily provides opportunities for experiential learning for directors and above.

During hypothetical scenarios, employees have the chance to tackle new tasks set at a level above their current role at Scotiabank. For instance, a mid-level bank officer may have to resolve a simulated customer challenge that is usually handled by a senior officer. Employees get to learn new skills on the fly, and the company gets to see employees鈥� aptitude for performing in a new role. 鈥淚t鈥檚 not a pass or fail,鈥� said Mason. 鈥淚t鈥檚 an experience.鈥�

Meanwhile, the Scotia Inspire program, enabled by听, empowers women in senior positions to participate in mentoring and sponsorship for the next level of women at Scotiabank. This begins at the very top, with women in the executive suite enabling leaders to mentor women in every other role across the business.

鈥淲e now have the highest caliber performance of women that we鈥檝e ever had in the history of the organization, and I don鈥檛 see that ever changing,鈥� said Mason.

To learn more,听听in an episode of Forward with Adam Grant.

Carolyn Judge Phillip is vice president of Corporate Marketing for 麻豆原创 SuccessFactors.

To continue to adapt to a new business environment and compete and succeed in the market, Purolator knew it needed to focus on supporting and enabling its frontline personnel. Managers play a crucial role helping workers get accustomed to new technologies and deliver services that meet the high expectations of today鈥檚 consumers. However, mostly recruited for their operational, technical, and project management skills, many managers didn鈥檛 have the skills required to become transformational leaders and agents of change.

Filling Skills Gaps to Transform Managers into Leaders

To help managers lead workers successfully through a digital transformation and foster a more engaged workforce, the courier firm launched its 鈥淓volve鈥� program in 2018. This leadership development initiative involves multifunctional groups of over 20 managers who receive 10 days of on-site training over a five-month period. In between sessions, participants are able to apply learned skills and competencies in the workplace while skills are reinforced by online microlearning modules and coaching using the 麻豆原创 SuccessFactors Learning solution.

Getting feedback from course participants to enable continuous improvement for the learning experience has been a key part of Purolator鈥檚 strategy. To achieve this, the company uses to capture feedback before, during, and after the course. In this way, Purolator is able to learn about participant expectations and discover what is going right and how the training experience can be improved.

Supporting Employees as They Adapt to a Digital World

So far, more than 200 participants 鈥� most of them in frontline manager roles 鈥� have become leaders thanks to the Evolve program. These managers are supporting and guiding their teams through the company鈥檚 digital transformation and helping them learn how to use new technologies. This has enabled the company to change the way it does business without having to look outside its existing workforce for the necessary digital skills.

Continuous improvement projects initiated during the program have also yielded significant benefits for the company. In response to issues identified by the participants themselves, the projects involved the design and implementation of a solution using change management concepts learned during the course.

鈥淥verall, the program has generated over CAD 21 million in saved revenue,鈥� comments Tennyson Devoe, senior director of Safety and Organizational Excellence at Purolator. 鈥淔urthermore, we鈥檝e seen a significant reduction in our injury frequency rate and improved union relations.鈥�

Another important benefit is increased cross-functional collaboration with the program nurturing strong relationships between managers from different areas of the business.

鈥淓ven a few years after completing the program, participants still keep in touch using 麻豆原创 SuccessFactors Human Experience Management Suite,” confirms Devoe. 鈥淭his means they can share ideas and reach out for support when they need it.鈥�

The Evolve program has won numerous national and international awards, including four gold awards at the 2020 Brandon Hall Group Excellence in Leadership Development Awards.

Navigating Uncertain Times through Strong Leadership

With the COVID-19 pandemic prompting a significant increase in business volume and the hiring of thousands of new drivers, the ability of Purolator鈥檚 employees to adapt to rapid change has been tested over the last two years. Despite these challenges, the lessons learned by the alumni of the Evolve program have helped the company navigate through uncertain times.

鈥淲e now have a frontline workforce that has successfully adapted to running digitalized processes,鈥� concludes Devoe. 鈥淲hat鈥檚 more, thanks to the strong leadership of our managers, our employees now have the confidence to view change as an opportunity to learn and grow.鈥�

Kristin Muellner is director of Customer Stories & Reference Engagement at 麻豆原创.

鈥淥ur employees and volunteers are incredibly passionate about helping young people reach their full potential,鈥� said Kimberley Cleland, director of People and Learning at The Prince鈥檚 Trust. 鈥淥ur job in HR is to nurture that drive and enthusiasm, and equip staff with the tools that will help them support young people.鈥�

To enable employees to work as efficiently and effectively as possible, the Trust wanted to provide the very best working experience. By moving to cloud-based , the Trust transformed its HR function, delivering intuitive employee self-services, supported by a modern, digital platform. Employees are delighted with the convenience and simplicity of self-service HR, while the Trust has cut costs and improved HR efficiency.

Today, the serves as the master record for all employee data, including training information, and for Disclosure and Barring Service (DBS) checks. DBS checks are carried out by a UK government agency to establish a person鈥檚 criminal record history, helping employers to make safer recruitment decisions to prevent unsuitable people from working with vulnerable groups. The Prince鈥檚 Trust built custom portals in 麻豆原创 SuccessFactors Employee Central to manage employees鈥� DBS check status. Automatic alerts are triggered when DBS checks near their expiration date, enabling managers to apply for new checks in a timely manner.

In addition, the move to 麻豆原创 SuccessFactors Employee Central is enabling further HR benefits. For example, The Prince鈥檚 Trust can respond rapidly to requests from funding partners for information, helping to secure much-needed donations. Similarly, centralized recruiting processes have helped the Trust to make smarter hiring decisions across the organization and reduce reliance on external agencies, freeing up precious resources to invest in youth services.

The 麻豆原创 SuccessFactors solutions also underpin the Trust鈥檚 new employee development strategy, which is designed to equip staff with the competencies they need to support young people, such as mentoring and conflict resolution skills. Using the , employees now have access to a central catalog of digital training programs, and the HR team can track course completion, helping to ensure that all employees undertake mandatory and career-progression training.

With integrated, automated processes covering the entire employee life cycle, 麻豆原创 SuccessFactors solutions have laid the foundation for efficient, user-friendly HR operations.

Kimberley Cleland concludes, 鈥淲ith the 麻豆原创 SuccessFactors solutions, everyone at The Prince鈥檚 Trust has all the information they need at their fingertips. Ultimately, this helps us get the right people with the right skills out in the field to provide听life-changing support to help young people realize their potential.鈥�

Top image via The Prince’s Trust.

Here are the some highlights from this year鈥檚 event.

Changing Work for Good Requires Rethinking and Unlearning

Special guest , organizational psychologist at The Wharton School of Business, best-selling author, and host of WorkLife, a TED original podcast, challenged everyone to rethink and unlearn when looking to change work for good. His conversation with 麻豆原创 SuccessFactors President Jill Popelka is a must-listen for anyone working on creating a learning-focused culture where everyone feels empowered to experiment with new ways of doing things to accelerate innovation and improve adaptability and resilience. Stay on until the end of the session to hear Grant鈥檚 candid thoughts on the one thing he would do to change work for good.

New HXM Innovations Fuel Ongoing Employee Development and Growth

Amy Wilson, senior vice president of Products and Design for 麻豆原创 SuccessFactors, returned for a much-loved session on 麻豆原创鈥檚 HXM product strategy and vision. In the听, she shared the latest innovation, the 麻豆原创 SuccessFactors Opportunity Marketplace solution, and showcased how employees can easily discover recommendations 鈥� all in one place 鈥� to further their ongoing development and growth. Recommendations range from capabilities, learning, roles, and projects to dynamic teams, mentors, and more.

In addition, Anabel Fall, group head of People Innovation and Transformation at Zurich Insurance Company, a leading Switzerland-based multi-line insurer, shared how and why work sustainability is both a commitment and responsibility of Zurich to its workforce to help employees continually grow.

Don鈥檛 Underestimate the Power of Moving HR to the Cloud

Legacy HR systems often can’t keep up with the demands of a more permanent hybrid workforce model and new employee expectations. Focusing on employees and their experience is more important than ever to keep everyone connected, supported, and empowered.听The time for HR digital transformation is now.

Hear how and went from multiple on-premise solutions to 麻豆原创 SuccessFactors Human Experience Management Suite. Discover how moving to the cloud helped HR leaders at Whirlpool provide strategic value and handle constant change with agility. Also, learn how and successfully created a culture of growth and opportunity by moving its HR operations to the cloud.

Agile Learning Is Key to Building a Future-Ready Workforce

The world of work has undergone a massive change during the past year.听HR leaders have accelerated investment in upskilling and reskilling their workforce so their employees can master existing skills and develop new ones to support business growth.

Hear from Etihad Aviation Group and Lloyd’s Register Group Limited about how they leveraged the 麻豆原创 SuccessFactors Learning solution to help meet business needs in new and more efficient ways by and focusing on skills-based learning. Discover what’s new and , and explore three factors to consider when creating your organization鈥檚 .

Building Tomorrow鈥檚 Workforce Means Reimagining Today鈥檚 Candidate Experience

Building your workforce starts with finding the right talent. Many organizations have seen year-over-year increases in turnover, time to hire, and cost of hire.听While some candidates compare the experience provided to that of others competing for their talent, all of them compare it to the consumer experiences they enjoy day in and day out. How frustrating is it when you place an order and get no confirmation or delivery time frame? How does your level of engagement shift when the right recommendations are served up?

Learn to optimize your talent acquisition strategy to attract, engage, and win over today鈥檚 tech-savvy candidates and new hires. Gain insights on results and what best-in-class organizations are doing differently to competitively position and outperform others.

Don鈥檛 miss specific road map sessions, product demos, and other content now听.

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

It comes across loud and clear in recent videos like 鈥溾�� and 鈥�.鈥� From maintenance staff to in-flight crew members, many of Transat鈥檚 dedicated employees have been at the company for years. They are attracted not just by benefits, such as discounts on resort stays and airline tickets to anywhere the company operates in the world, but also by a nurturing and caring atmosphere going back to the days when founder Jean-Marc Eustache would walk the floors talking to employees.

As a leading leisure travel company that offers vacation packages and flights to destinations of choice in the Americas and Europe, Transat has a firm commitment to sustainable tourism development. In 2018, it became the first major international tourism company to be Travelife certified for all its tour operating activities. This recognition highlights Transat’s ongoing efforts over the past 15 years to support communities, reduce its environmental impact, raise awareness of sustainability among its partners and customers, and last but not least, involve its employees.

And the reason is simple. Transat knows a company committed to ensuring the well-being of others must first guarantee that of its employees. That鈥檚 why it counts 鈥渨orkplace鈥� as one of its four pillars of action and strives to implement programs that build employee engagement, support its people, and help advance their careers.

HR Transformation Beginning with Learning and Performance Management

To build this engagement and allow its people to perform at their best, a company of Transat鈥檚 size needs intuitive and efficient human capital management (HCM) systems.听 Transat鈥檚 learning and performance management systems were anything but, tying teams up with tedious, spreadsheet-based processes.

The tourism company was already using 麻豆原创 software for core human resource (HR), payroll, and time sheets, so it opted to implement the 麻豆原创 SuccessFactors Learning and 麻豆原创 SuccessFactors Performance & Goals solutions, part of 麻豆原创 SuccessFactors Human Experience Management (HXM) Suite. It worked closely with 麻豆原创 Preferred Success services not just to get the most from the solutions鈥� functionality, but also to train system administrators, prepare for new releases, and provide IT support.

With 麻豆原创 SuccessFactors Learning, Transat now onboards and trains new employees through class-based training created for specific groups such as call center agents. It can track training more easily, acquire extra modules on soft or technical skills as needed, and customize the software intuitively — for example, to offer training on a specific travel destination.

麻豆原创 SuccessFactors Learning even proved useful during Transat鈥檚 Recognition Week. Top management are very involved in this fun annual event to thank employees, with the president and vice president even serving employees at a lunch during the week. People were able to use 麻豆原创 SuccessFactors Learning to book activities from nutrition classes and cooking demos to comedy sessions, showing how the solution is a vital tool for increasing engagement.

And when the COVID-19 pandemic arrived, Transat was able to use 麻豆原创 SuccessFactors Learning to speedily roll out a range of programs to help employees deal with working remotely while balancing family responsibilities and dealing with a high level of uncertainty.

Career Development Based on Transparency and Consistency

麻豆原创 SuccessFactors HXM Suite helps Transat鈥檚 people grow not just skills but also their careers. 麻豆原创 SuccessFactors Performance & Goals underlies a process of continuous improvement in which managers and employees can hold discussions to review objectives, achievements, difficulties, priorities, and needs — for example, tools or training — as well as overall employee well-being. At the end of the year, Transat then calibrates its performance evaluations to make sure they are consistent across the business before translating them into pay increases.

This supports high employee satisfaction and engagement because individuals can see a clear link between performance and salary raises thanks to a transparent evaluation process. And the tools available in 麻豆原创 SuccessFactors solutions make life easier for both HR partners and top management, with decisions made during the meeting and entered in the system in real time.

With new CEO Annick Gu茅rard at the helm, Transat is setting a course for the company鈥檚 post-pandemic reinvention. This includes refocusing the tour operator as a leisure airline.

With 麻豆原创 SuccessFactors HXM Suite at their side, Transat鈥檚 employees are well equipped to help reinvent the company and to rise to whatever challenges and opportunities come next.

.

Kristin Muellner is director of Customer Stories and Reference Engagement at 麻豆原创.

In the face of adversity, it鈥檚 employees 鈥� the heartbeat of organizations 鈥� that ultimately see businesses through. That鈥檚 why we are reinventing human resources to prioritize the employee experience at 麻豆原创.

During the , industry leaders from around the world gathered to share their thoughts on what it means to reinvent HR and build an agile workforce ready to tackle any challenge. While all speakers shared valuable insights, I鈥檝e highlighted my top five takeaways below.

1. Flexible HR Tools Are Critical for Long-Term Success

As organizations and employees evolve, HR can no longer rely on a one-size-fits-all approach. Amy Wilson, senior vice president of Products and Design for 麻豆原创 SuccessFactors solutions, an in-depth look at how innovational, customizable, and user-friendly human experience management (HXM) tools, like , enable sustained organizational agility so that employees can focus on what鈥檚 important and deliver better business results.

2. Make Employee Learning a Staple of Your Culture

prepares your workforce to grow as needs inevitably shift. Tamera Maresh-Carver, managing director of Development, Innovation, and Organization Strategies at FedEx, how she utilized tools like to combine talent, partnerships, and technologies.

3. Establish Consistent and Transparent Communication

Shannon Sisler, senior vice president and chief people officer for Crocs, her efforts to align Crocs鈥� culture with its growth strategy. Communicating with transparency, setting clear expectations, and offering flexibility can help to keep up with customers and employees鈥� quickly changing needs 鈥� especially throughout the pandemic.

Prioritizing transparency is also key for HR in diversity, equity, and inclusion (DEI) efforts, including recruiting and onboarding experiences, as shared during .

4. It鈥檚 Time to Invest in the Power of the Cloud

Ideal for today鈥檚 hybrid workplace, cloud-based HR solutions enable employees to access HR tools anytime and anywhere. Imran Sajid, senior director of Solution Marketing for 麻豆原创, yesterday鈥檚 solutions are no longer cutting it for today鈥檚 workforce. The is here, and it鈥檚 time to provide our workforce with the resources needed to thrive.

5. Decide What Type of Company You Want to Be and Lead with That

Josh Greenbaum, principal analyst for Enterprise Applications Consulting, has seen the good, the bad, and the ugly of technology transformation. to those unsure of which avenue to pursue? Invest in technology transformation that aligns with your company鈥檚 values. Modern tools for HR and other business areas can help emulate your vision of what type of company you want to be. For example, found success in providing a more engaging people experience through implementing a more user-friendly, unified HR process.

Thanks again to all our customers and colleagues who kindly shared their HR wisdom during this year鈥檚 麻豆原创PHIRE NOW conference. And in case you missed the live event, you can find .

April Crichlow is global vice president and head of Marketing for 麻豆原创 SuccessFactors.

鈥淭he latest updates to 麻豆原创 SuccessFactors solutions continue to make our vision a reality by putting people at the center of the organization,鈥� said Amy Wilson, 麻豆原创 SuccessFactors senior vice president, Products & Design. 鈥淎s organizations consider what the future of work means for their employees, HR is in a unique position to provide insights, guidance and leadership across the business. HXM solutions from 麻豆原创 increase productivity and engagement by delivering individualized experiences while providing the data and insights for smarter, faster workforce planning.鈥�

The product updates in the first half release of 2021 include:

Safely Returning to Work

As organizations look to safely bring their workforce back to the office and to enable travel, they need to evaluate the vaccination status of their employees. With the free health and vaccination monitoring portlet in the solution, employees can voluntarily share their vaccination status. This data can be combined with relevant employee and organizational information to help create reopening strategies, provide travel recommendations, and identify and support employees deemed high risk due to their location, age and area of work. Additionally, has a new guided experience that provides personalized information and recommended actions employees need to take to return to the office.

Enhancing People Analytics

Organizations need timely, robust and relevant insights into the workforce to make informed business decisions and forecast trends across the workplace. The stories feature within the 麻豆原创 SuccessFactors People Analytics solution has been expanded to include data from the solution, such as training compliance and skills development. The stories feature provides reporting, insights, dashboards and modern visualizations using data from core HR and talent management solutions across 麻豆原创 SuccessFactors HXM Suite. With the addition of 麻豆原创 SuccessFactors Learning data, customers can gain access to more holistic insights on their workforce.

Additionally, a new human capital disclosure template is available within stories to help comply with the recent SEC requirement for publicly traded companies to file human capital data.

Reimagined User Experiences

Core to HXM is making work increasingly individualized, efficient and engaging. The latest 麻豆原创 SuccessFactors HXM Suite updates continue to deliver more consumer-grade experiences. For example:

• The solution has been updated with the payroll control center to make it easier to create and maintain payroll processes, alerts and analytics.
• The continuous performance management capability within the solution now integrates with Microsoft Outlook for employees to provide feedback directly in the flow of work.
• Experience Management solutions from 麻豆原创 and Qualtrics continue to be integrated across 麻豆原创 SuccessFactors HXM Suite to collect feedback at various touch points, helping organizations understand and improve the employee experience.

View the video:

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For more details and additional product updates, read the and tune into the LinkedIn Live event 鈥溾�� on April 21, 2021, at 11:00 a.m. ET.

Visit the . Follow 麻豆原创 on Twitter at .

Media Contact:
Samantha Yerks, +1 (914) 918-6087, samantha.yerks@sap.com, ET
麻豆原创 麻豆原创 Room; press@sap.com

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Q: It goes without saying that the way we work has changed drastically over the last year. How has this impacted learning?

A: Learning has never been more important. While learning has traditionally been essential for standard compliance and basic role training, it plays an increasingly critical role in helping companies drive the people and culture transformation required to adopt new business models and deliver new innovations. In fact, believe that building an organizational culture that celebrates growth, adaptability, and resilience is the most important action they can take to transform work.

As companies continue to face unanticipated change and disruption, employees are being asked to take on additional tasks, expand responsibilities, and even work on new teams. Organizations need to support their people every step of the way, which includes delivering personalized, relevant learning opportunities that will empower them to be successful.

The ways in which people learn and how they consume information are also evolving. How is 麻豆原创 adapting its learning solutions to keep pace with meeting the needs of the learner and the organization?

As the world of work changes so must our approach to educating and reskilling the workforce. In 2019, 麻豆原创 identified听human experience management 鈥� or HXM 鈥� as the next market category for human resources (HR) technology. We recognized the need to evolve our solutions from focusing on just HR processes to delivering engaging, individualized employee experiences. Work may look different today, but intuitive, personalized experiences and technology that prioritizes human connection remain vital to success.

When it comes to learning, we continue to make several updates to our solutions with HXM in mind. We introduced a听redesigned experience听for听 in late 2020 to help boost engagement, deliver a more intuitive experience on web and mobile, and surface recommended learning courses. We recently launched an in-product course authoring tool within to help organizations easily develop engaging courses and deliver the best possible learning experience. And finally, we launched 麻豆原创 Work Zone for HR to help include guided learning experiences to support employees during critical work and life events.

With digital and virtual learning on the rise, it鈥檚 become more important to foster an environment where people can collaborate and share knowledge to build up skills quickly. We are enabling learners to easily find and consume learning content on any device, at any time by advancing our own solutions and tapping into our robust partner ecosystem. Placing learning in the immediate context of employees鈥� day-to-day activities can help create stronger collaboration and increase workplace productivity.

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Speaking of your partner ecosystem, 麻豆原创 and Microsoft recently expanded their partnership with new learning integrations. Can you tell us more about these innovations and what 麻豆原创 customers can expect?

Many of our customers rely on Microsoft solutions to support collaboration across the business, and we want to seamlessly offer 麻豆原创 solutions where we know employees can most naturally and seamlessly access them. bring together 麻豆原创 SuccessFactors Learning and Microsoft technologies, furthering our vision to make learning accessible when, where, and how individuals prefer.

The first integration will make the course catalog within 麻豆原创 SuccessFactors Learning accessible in Microsoft Viva. Learners can search for a course without having to switch applications and choose to either open it, share it, pin it to a channel, or add it to their own personal learning page in Microsoft Teams where they can access it at a later time. The second integration will help our customers foster learning communities, collaboration, and social learning by connecting 麻豆原创 SuccessFactors Learning with Microsoft Teams. Learners can interact with other course participants or the instructor before, during, and after the course within Microsoft Teams, as well as access the activity feed on 麻豆原创 SuccessFactors Learning.

What are you hearing from your customers about their current challenges with learning? How is 麻豆原创 addressing these challenges?

We continue to speak with our customers about the importance of learning to the success of their people and their organizations. As business continues to grow and change, the number of platforms and sheer volume of content can become quite complex. Employees can become overwhelmed with the number of tools for learning and how they link back to their development or broader business goals. At the same time, organizations struggle to understand how learning is being consumed and applied.

At 麻豆原创, our vision is to deliver unified access to all kinds of learning experiences 鈥� content-focused, experiential, and even from different vendors. Employees need to be able to access learning quickly and easily, effectively collaborate and connect with others, and share knowledge 鈥� anytime, anywhere, and across all different systems of work. Achieving this requires a personalized learning path with context-based recommendations that make it easy for employees to find relevant content and understand how their learning and skills contribute to the broader organization. We are reimagining learning so organizations can be more agile in the face of change, more resilient to ever-changing market dynamics, and more effective in driving employee and organizational transformation.

Learn more about 麻豆原创 SuccessFactors Learning and Microsoft integrations in the e-book and听 immersive website.

Samantha Yerks is global public relations lead for 麻豆原创 SuccessFactors.

Fostering a culture of continuous learning is more important than ever as organizations and workforces face unprecedented challenges and new working conditions in an increasingly competitive business environment.

As part of to build a culture that allows employees to feel engaged and inspired to be their best, BT Group recently accomplished a significant milestone to transform learning within its workforce: the launch of a new global learning platform, delivered through the 麻豆原创 SuccessFactors Learning solution, combined with access to LinkedIn Learning. As part of a multi-year effort to improve learning efficiency and boost performance, BT is enabling its people to thrive in their current roles while creating opportunities to build skills and capabilities for the future.

鈥淏T鈥檚 ambition is become the worlds most trusted connector of people, devices and machines,鈥� said Lisa Blewitt, director of Learning at BT. 鈥淩eimagining how our employees learn and grow is an incredibly important step to achieve that. It will enable us to continue supporting a high-performing workforce that prioritizes innovation and collaboration, and to advance the company鈥檚 digital transformation strategy.鈥�

Built on , the learning platform delivers a colleague-first experience for BT鈥檚 150,000 employees and contingent workers. By putting people in the driver鈥檚 seat, BT aims to make it easy and fulfilling to learn. Workers can access a variety of learning courses from any device and browse personalized recommendations for courses that are most relevant to their interests and development goals. Where previous learning systems were fragmented and disconnected, it is now more seamless for employees to apply what they learn to their day-to-day responsibilities.

BT is already receiving positive feedback. On the first day of launching 麻豆原创 SuccessFactors Learning, there were more than 16,000 logins from more than 9,000 unique users, over 700 learning items completed, and more than 1,800 LinkedIn Learning video views. Furthermore, employees have shared their experiences using the learning platform from the bus, the subway, or even while exercising and making dinner.

鈥淭he successful go-live of 麻豆原创 SuccessFactors Learning is just the start of BT鈥檚 HR transformation,鈥� Blewitt shared. 鈥淥ur goal is to inspire our workforce by delivering unlimited learning. By creating a smooth, personalized experience that鈥檚 available on mobile devices, our people can explore the topics and skills most important to them 鈥� with greater flexibility around when and where they learn best.鈥�

Jereon van der Lingen is head of EMEA North for 麻豆原创 SuccessFactors.

According to , 94 percent of learning and development professionals reported having to change their strategy in response to COVID-19.

The pandemic has forced companies to make investments to accelerate the upskilling and reskilling of their workforce, in areas such as remote collaboration and learning, allowing employees to gain access to relevant and engaging content and guiding them through their next development steps in the most effective way.

At 麻豆原创 SuccessFactors, we recognize this critical need and are offering organizations a , which includes a content catalog focused on business essentials, productivity and collaboration, leadership and digital transformation, and technology.

麻豆原创 Content Stream provides learners the ability to watch, listen, read, and practice anywhere, anytime, regardless of learning style, so that employees get the learning they need to support their organization and advance their careers.

How can companies successfully adapt their learning and development programs to change? Two 麻豆原创 SuccessFactors Learning customers, Rizing LLC and Kirloskar Brothers Limited, spoke with me to explain their company strategies.

Mark 翱鈥橠辞苍苍别濒濒, senior vice president of Operational Excellence at Rizing LLC, a global professional service provider headquartered in the U.S., explained how Rizing had started to invest in processes, tools, and content to upskill employees and invest in internal talents prior to the pandemic.

Q: What was your initial challenge and goal when you embarked on your journey of transforming Rizing鈥檚 leadership pipeline?

翱鈥橠辞苍苍别濒濒: Rizing was growing rapidly and the skills required to continue this success were changing. To retain the best people, we wanted to ensure our pipeline of leaders had the skills and support needed to flourish in a growing environment. However, at that time, Rizing had no formal learning embedded into the culture, outside of peer-to-peer sharing.

And then you started to use 麻豆原创 Content Stream to create a leadership development solution suitable for your global employees?

Yes, we started our journey two years ago and rolled out the solution globally. We are convinced that upskilling employees is the key to support business agility. In fact, our recent period of dynamic growth has shown us that organically grown leaders tend to be exceptional performers. This has shifted our focus toward nurturing future leaders from within. Using 麻豆原创 Content Stream with 麻豆原创 SuccessFactors Learning helps us to provide our employees with the development path and skills they need to grow into leadership roles.

The feedback has been very positive, and the results have been remarkable. We saw a 400% increase in number of learners, four employees who participated in the program took leadership positions within two years, 100% of participants expect to use the skills they acquired, 91% would recommend 麻豆原创 Content Stream, and we achieved an 82% successful completion rate.

Those are quite impressive numbers! In your opinion, what were the key factors for achieving this success?

One key factor has been the benefit of customizing our own content, like localization for our employees in Asia, in combination with using the great, available content on 麻豆原创 Content Stream. Also, it is so much more than just building content and rolling it out efficiently. It is about providing an environment that is engaging to employees, making data-driven decisions, and empowering HR operations to solve real business problems.

Rizing recently received bronze in the category for Brandon Hall Group鈥檚 Excellence in Human Capital Management Awards because of its innovative and successful approach. Congratulations! This shows that you already have been very successful in transforming Rizing鈥檚 leaders program. How has COVID-19 impacted your learning program?

We have been in a similar situation as other companies, especially with the need to have our employees work from home. With that, we have seen a massive uptake of the content. In just one month, more than 3,000 learning assets 鈥� videos, articles, books, and audio 鈥� have been completed, and engagement is going through the roof. Topics like working virtually or managing remote teams have shown increased consumption, regardless of geography or line of business. We offer our employees development journeys that include consolidated collections of materials tied to specific development needs to drive engagement and personalization.

Like Rizing, Kirloskar Brothers Limited, a world-class pump manufacturer based in India with expertise in engineering and manufacturing fluid management systems, took on the challenge of building a continuous learning culture. Ravi Sinha, vice president and head of Corporate Human Resource Management and Communications at Kirloskar Brothers Limited, explains.

Q: Can you give more background on the situation you have faced due to COVID-19? All of your classroom trainings were cancelled, but you still had to focus on helping your employees gain new skills. Where did this need come from? Was it an upskilling or a reskilling need?

Sinha: We always had the plan to move to e-learning solutions when we launched 麻豆原创 SuccessFactors Learning in 2019, primarily because we have seen high quality e-learning content and we have also been engaging with independent trainers to deliver on soft skills or business skills courses. Potential cost reductions and an increase in the number of employees being trained convinced us even more to think about a major shift away from classroom trainings.

Though we wanted to make a gradual shift in introducing e-learning to our employees, COVID-19 pushed us all to imagine new possibilities in a very short span of time. Being a manufacturing organization, we did not have a prevalent practice of working from home. And yet suddenly we found ourselves working to keep our employees positively engaged while they operate from home, train managers on how to handle teams remotely, keep employees鈥� current skills intact, and, at the same time, ensure business continuity. As our classroom programs were put on hold, we had to think fast on continuous learning opportunities for our employees for both their upskilling and reskilling needs.

You used the free trial of 麻豆原创 Content Stream and then decided to use the business essentials edition of 麻豆原创 Content Stream by Skillsoft for 600 employees as a first step. What was the reason for this decision?

During the trial, we saw significant adoption with more than 150 employees of Kirloskar Brothers completing various e-learning courses. Our employees reached out for accessing certain courses even after the trial period was over. We noticed that using 麻豆原创 Content Stream has created excitement within our employees. They are really valuing it, so we decided to expand the usage. This is going to be a completely new and very transformative experience for our employees.

This sounds very promising. What are your future plans regarding the rollout of 麻豆原创 Content Stream and establishing more processes to support upskilling and reskilling through digital learning?

We are partnering with some more online learning solution providers for our technical and engineering training needs. Also, we have identified some flagship programs which we are going to drive centrally and evaluate their impact on business results. We believe that 麻豆原创 Content Stream integrated with 麻豆原创 SuccessFactors Learning will offer an immense knowledge base to scale up and reap greater business results leading to higher ROI.

The current crisis highlights the fact that the keys to long term success are agility, resilience, and a learning mindset, regardless of industry. A strategy that centers on instilling a culture of continuous learning provides employees with the necessary tools and content to meet their specific learning needs and sets up organizations for immediate change and long-term success. The time to accelerate learning and upskilling is now.

Find out how 麻豆原创 Content Stream can help you in challenging times and beyond: .

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