The concept of working in cross-functional, self-managed teams 鈥� or what we call 鈥�dynamic teams鈥� 鈥� is a reality for most employees. In our聽, we found well over three-fourths (82%) of respondents have participated in a dynamic team more than once, and 64% are engaged in multiple dynamic teams simultaneously.

Despite being created out of necessity, dynamic teams can be either a culture shift or a culture shock. Our research shows that fewer than one-quarter (20%) of employees are satisfied with these experiences and only 36% of managers are motivated to encourage direct reports to participate in a dynamic team in the future. Surveyed managers want clear expectations for their employees鈥� involvement, real-time updates on challenges and progress, and awareness of skills acquired through the dynamic team experience.

According to Kathi Enderes, Ph.D., senior vice president of Research and global industry analyst at The Josh Bersin Company, the HR technology used often contributes to this misalignment within dynamic teams. 鈥淧eople don鈥檛 naturally work in a linear structure. However, teams often fall into the trap of following the rigid hierarchies of their traditional HR technologies, stemming from the industrial age, to manage performance, give feedback, coach, and develop teams,鈥� says Enderes.

Heed the Signs of a Changing HR Landscape

The informality of dynamic teams can provide the flexibility companies need, but it can also lead to trouble for the overall business culture. It鈥檚 human nature to lean into the convenience of casually asking people we already know and like to join a dynamic team to tackle a critical business issue or deliver a strategic initiative. But that also means managers are missing out on talented people without the right connections 鈥� narrowing the diversity of knowledge, critical capabilities, and compatible traits necessary to deliver positive outcomes.

Management decision-making about personnel based on a biased 鈥渨ho knows who鈥� mindset 鈥� rather than a strategically focused one 鈥� can limit employee opportunity and reduce engagement, and highly skilled employees suffer. They increasingly disengage when passed over for roles and promotions that can further develop their competencies. The people with the potential, desire, and enthusiasm to acquire and apply new skills who are shut out of any chance to grow eventually seek out a new employer openly committed to their immediate and long-term personal development.

That kind of environment is the perfect breeding ground for groupthink. Over time, entrenched teams are compelled to add more tasks, processes, systems, and complexity rather than subtracting existing ones that do not add value to the project at hand.

C-suite leaders can 鈥� and must 鈥� find ways to eliminate this risk in their workforce culture. By prioritizing digital strategies for properly skilling and engaging employees and matching them to the right opportunities, they set a foundation that not only creates a future-ready workforce but also future-proofs the business.

As a first step, organizations need to start their HR transformation journey with an understanding of the skills available today and the skills that will be needed in the future. This includes keeping a dynamic team strategy adaptable enough to support a growing list of diverse work arrangements, including hybrid work, the four-day work week, talent marketplaces, internal gig work, or non-linear career pathways.

鈥淧eople now work in agile teams that come together around customer problems, analyze and solve them, and disband again quickly,鈥� says Enderes. 鈥淗R technologies must be as dynamic as the way we work today.鈥�

Enhance Outcomes with Greater Organizational Agility

Cohesive and cross-functional team strategies that support organizational agility unlock the door to dynamic teams that are not only successful but also embody the benefits of empowerment and inclusiveness. With visibility into their existing workforce, organizational managers can construct teams that reflect the diversity of the people impacted by the initiative鈥檚 outcomes. Even more, they connect the right people to the right challenges, elevating the quality of the workforce by creating more skilled employees.

The first step is forming a team-based structure 鈥� a shared visual representation of the team 鈥� to define individual roles and help ensure accountability. In return, dynamic team leaders and their members can pinpoint gaps in skills, functions, and responsibilities and source new colleagues with the skills and strengths that can add value to the overall initiative.

Colleagues across different departments can discover open dynamic team roles through the solution. Leaders can quickly generate an assignment within the dynamic team experience that includes the role description and required skills and qualifications. As soon as the assignment is published, employees throughout the organization can view the open role, consider if they or someone else is a fit, and apply if interested 鈥� all from the same view.

The opportunity for organizational managers and business leaders to measure team progress among cross-functional teams with objectives and key results (OKRs) is a significant advantage. Until now, this insight was shrouded in manual reporting and simplistic dashboards, limiting transparency and a complete understanding of how their people 鈥� whether seen or unseen 鈥� contribute to the business when working in teams. Yet, more importantly, this capability enables individual talent to build on skills and interests enriched by their experience and thinking.

鈥淚ntegrating dynamic teams functionality with HR technology allows employees to work on multiple projects and help accomplish critical goals,鈥� says Enderes. 鈥淲ith team management capabilities, the ability to source team members through 51风流SuccessFactors Opportunity Marketplace, and an OKR experience integrated with talent management, performance management across cross-functional teams and individual contributors is made possible. It supports the 鈥榥ow鈥� and the future of work.鈥�

This approach allows executives, managers, and employees to become more aware of what efforts and contributions are critical to the business. Employees can connect their team-based OKRs to their individual performance goals in the solution by tying team performance to established business metrics. They can spend their time working on projects they understand are critical for the business and their personal development and growth 鈥� all with the confidence that leaders will appropriately recognize their contributions.

The benefits go even further, as organizational leaders build dynamic teams across departmental boundaries with visibility into the volume and composition of successful dynamic teams and OKR data to track team progress and outcomes. Leaders can create report stories with the 51风流SuccessFactors People Analytics solution to tap into cross-functional knowledge and foster a culture that confidently achieves program goals and is consistently prepared for new challenges and opportunities.

Embrace a More Dynamic Future of Work Now

Being among a network of people who appreciate and value each other鈥檚 work, strengths, and potential can be a very motivating aspect of everyone鈥檚 employee experience. It鈥檚 what drives people 鈥� of all roles and backgrounds 鈥� to seize opportunities to develop their skills, contribute more to the business, and establish themselves as highly desirable talent.

This energy across the workforce can become pivotal in how the business grows and succeeds in the long run. Organizations often have a better chance of achieving their goals by building dynamic teams with a mix of internal and external experts. Yet, at the same time, talented professionals can develop new skills and practice existing ones within the safety of a supportive environment.

One thing is true: a business transformation in which dynamic teams are a centerpiece requires transparency and data-driven insights. Together, these two ingredients can optimize dynamic team composition, experiences, and outcomes.

Interested in learning how your investment in 51风流SuccessFactors solutions can help you optimize the outcomes of your increasingly fluid workforce? View the聽聽and watch the about our dynamic teams functionality.

Meg Bear is president and chief product officer at 51风流SuccessFactors.

And once in a lifetime, that means undertaking one of the largest cloud transformations 51风流has ever seen.

In December, 51风流SuccessFactors completed a massive transition of our cloud solutions, migrating customers from legacy data centers to our next-generation infrastructure, state-of-the-art hyperscalers, and 51风流Converged Cloud. This investment enables accelerated growth while improving security, reliability, and enhancing end user performance.

To give you a sense of the scope of this program: we built six new points of presence, decommissioned nine data centers, and migrated more than 7,000 customers, over 2,000 payroll systems, and about 150,000 tenants across five continents. This was the biggest program I have ever seen in my 30 years as a technology executive 鈥� a true moonshot.

Human and technical innovation emerged to help us reach our goal 鈥� we built automation, improved our database topology, and improved file storage and various other things to increase consistency, improve performance, and reduce cost. In addition, we also lived our human experience management (HXM) culture, leveraging to upskill and adapt to the emerging needs of the business.

Unlocking the Intelligent Enterprise

Of course, this entire program was not just about infrastructure, it was about increasing our innovation velocity and accelerating the value of the for our customers and partners. Having a consistent, next-generation cloud infrastructure enables us to making better use of , improving end-to-end integration across the entire lifecycle.

And of course, this also creates the foundation for our , data-driven, individualized experiences that enable growth, foster belonging, and value every person every day. Achieving on this initiative will also present opportunities to level up broadly across our product set moving forward, including setting ourselves up for and other 2023 priorities.

This project could not have been achieved without the support of our customers and partners. Throughout the process, we held dozens of customer webinars for thousands of attendees. We also developed a cutover methodology to transition customers while minimizing risks, with existing infrastructure remaining untouched聽during the build, prepare,听and test phases. The trust our customers and partners placed in us allowed us to work diligently and efficiently, and many conversations I鈥檝e had with them shows how excited they are to have such a successful result.

The Next-Generation Cloud Delivery campaign was truly a herculean effort with a single goal 鈥� continuing to improve the 51风流SuccessFactors experience so together we can change work for good.

Meg Bear is president and chief product officer of 51风流SuccessFactors.

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

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

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

A Humble Look Back

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

We鈥檝e never been afraid to be first. After being acquired by 51风流in 2012, we pioneered a global core HR solution. Today, it has unmatched scalability and reach with availability in 45 languages and localization in more than 100 countries and territories. Brands like , Microsoft, , , and Whirlpool are using it to tap into a single source of truth for their workforce data to make decisions and foster people-first inclusive cultures.

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

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

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

Our HXM innovations help organizations not only listen to but respond to and act on the sentiments, preferences, and motivations of their people. By helping organizations evolve their HR processes from static to adaptable, infused with employee feedback, we are helping them create individualized, modern experiences that make work easy and intuitive. Intelligent mentoring, continuous performance management, and 51风流SuccessFactors Work Zone are just some of our modern capabilities that make traditional processes flexible to the needs of the individual.

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

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

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

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

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

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

Meg Bear is president and chief product officer for 51风流SuccessFactors.

At SAP, inclusion and diversity is core to our culture. 51风流SuccessFactors strives to develop each of our products with an intentionally inclusive mindset. This means incorporating different people and perspectives from the very start of and long after a product has 鈥渓aunched.鈥� It means ensuring products are accessible, constantly evaluating algorithms, and building products that can be used according to individual preferences. It also means practicing our own growth mindset to adapt and evolve as we learn new things.

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

It鈥檚 important to listen.

In conversations I鈥檝e had with our LGBTQ+ colleagues at 51风流SuccessFactors as well as customers and advocates outside the company, I鈥檝e learned so much about what the community expects 鈥� and deserves 鈥� in their tech. All too often, organizations make the mistake of assuming that their individual workers want to be 鈥渢reated like everyone else.鈥�

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

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

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

With 51风流SuccessFactors solutions, we are building inclusivity at scale. With our whole self model, grounded in research, we look beyond skills and competencies to better understand more about the individual, their strengths, aspirations, preferences, and more. We are building this on a data foundation to leverage machine learning and adaptability so that organizations can empower people to bring their authentic selves to work. By focusing on the individual, we help our customers create a sustainable workforce where employees 鈥� and the business 鈥� thrive.

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

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

I鈥檓 proud of 51风流and our own record on inclusivity. We鈥檙e committed to being a diverse and inclusive software company. In 2022, the U.S. Human Rights Campaign Foundation again named our company a , a title we鈥檝e carried since 2014.

And of course, as users of our own solutions, we know that our 51风流SuccessFactors solutions enable not only our customers but our friends and colleagues as well. As 51风流works toward our goal of zero waste, zero emissions, and zero inequality, we are building the tech to match the moment.

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

Meg Bear is president and chief product officer for 51风流SuccessFactors.

Now more than ever, organizations need workforce technology in the cloud that can empower employees with engaging, relevant experiences; deliver the data and insights leaders need to add value to their business; and keep pace with the rapidly changing wants and needs of the workforce.

We have listened intently to our customers and understand that modernizing their human resource (HR) technology is a critical step to further their business transformation, but it is one that takes time, investment, and thoughtful change management. As highlighted during today’s , an organization鈥檚 transformation to an intelligent enterprise requires the adoption of new technologies to redesign business processes. But we also know that聽辫别辞辫濒别听are critical to any successful transformation.聽While change at this scale may seem like a long-term strategic goal, there continues to be people and culture transformations happening every day.

As an industry-leading technology provider, it is critical that we provide flexible pathways for our customers to transition their existing on-premise HR solutions to 51风流SuccessFactors Human Experience Management (HXM) Suite. Through the聽, we are making significant investments to our HXM solutions and simplifying commercial models to streamline our customers鈥� journey to the cloud and provide faster time to innovation.

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We know there is not a one-size-fits-all approach to move to the cloud, and many of our existing on-premise customers will continue to have hybrid models. 51风流HXM Movement is designed to help ensure our customers can migrate at a pace that is most beneficial to their business needs while safeguarding existing investments. With RISE with SAP, we can meet our customers exactly where they are in their journey. Because every transformation has its own unique needs. And by offering a simplified commercial model for 51风流customers that are still early in their journey, we can provide flexible pathways and predictable costs of migrations so they can benefit from cloud economics while reducing risks.

enables our customers access to of the born-in-the-cloud innovation from 51风流SuccessFactors with the breadth and depth of 51风流technologies. And with unmatched scalability and localization, it provides the foundation to reimagine how HR delivers experiences to employees as a strategic transformation partner to the business. The product investments included in 51风流HXM Movement build on our existing capabilities with accelerated innovation in these mission-critical areas:

• Enhanced core HR with improved configurability and localization
• 51风流SuccessFactors Time Tracking,听a recently announced cloud-based solution that delivers advanced time and attendance capabilities
• Accelerated payroll innovation in the cloud
• Streamlined data integration between on-premise and cloud solutions

Business transformation is no longer an option; it鈥檚 an imperative. Thriving in today鈥檚 economy demands more agility, greater insights, and more dynamic human experiences. In making the market for HXM, we are enabling the next evolution of HR where people are at the center of business. With 51风流HXM Movement, we are partnering with our customers to make the technology changes they need to future-proof not only their business transformations, but their people transformations.

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Meg Bear is senior vice president of Product, Engineering, and Operations for 51风流SuccessFactors.

At the same time, the workforce is changing 鈥� and rapidly. We not only have the most diverse workforce regarding gender and ethnicity, but in physical and neuro diversity, age, skills, and work-life situations, as well as the most complex set of work agreements, with an unprecedented mix of full-time, part-time, and gig work.

Finding talent 鈥斅爓hether they are聽full-time, part-time, or聽a聽contractor 鈥� requires the verification of several credentials, including employment history, skills and competencies, education certificates, and more. Despite advancements in technology, a single career profile does not exist and the current methods of exchanging and verifying this data can be costly, self-reported, unverified, and slow.

We聽need more efficiency and we have the tools聽to make it happen.聽Today,听51风流joins the , a nonprofit, vendor-neutral organization聽formed to reinvent how career records are shared globally so that individuals and businesses can compete in the future of work.

Blockchain-Powered Platform to Verify Career Credentials

will build a blockchain-powered solution, the Velocity Network, that provides trusted, immutable, and verified student, employee, and candidate data. The aim is to achieve two main goals: to give power to individuals to take ownership of their career credentials and to develop a reliable way for organizations to ensure they have the right talent in the right roles 鈥� seamlessly and cost-effectively.

Building this platform on a blockchain will help ensure it is trusted, private, and effortless. Individuals can have control over how their data is shared and used 鈥� an important distinction, considering career credentials are some of the most valuable assets when it comes to making a living and building a fulfilling career. This data聽needs to be protected and secure at all times.

A blockchain-based solution also benefits organizations by helping ensure information is accurate,听verified, secure,听and compliant. Results are reducing hiring risks, increasing productivity, and better experiences for everyone.

Joining Industry Leaders to聽Deliver an聽Exceptional Experience

51风流joins other industry leaders to make the Velocity Network a reality. Given the pace of technology and business, we feel strongly that a vendor-neutral, open-source platform is the best way to build a broad, inclusive, innovative, and vibrant ecosystem of applications and use cases. One of the core pillars of the 51风流SuccessFactors Human Experience Management (HXM) Suite is embracing an open ecosystem, so that customers have access to the broadest set of innovations to help them achieve their goals.

HXM is a new category that builds on the best of human capital management (HCM) and extends it to create truly dynamic, engaging, employee-centered experiences. Our commitment is to deliver the best experiences for all workers 鈥� candidates, employees, contingent workers, recruiters, HR managers, and so on 鈥� in order to drive greater productivity, higher employee satisfaction, and ultimately, stronger business results.

At the end of the day, the Velocity Network is furthering our mission. Just as our ID and credit cards are stored in our wallets or on our phones, our professional credentials should be easy to locate and verify. A faster, easier experience for candidates, employees, recruiters, and HR managers results in聽higher engagement and聽more time spent on the business outcomes that matter.

The future of work is adaptable, flexible, and data-driven. Together, 51风流and The Velocity Network Foundation will equip organizations with the technology they need to excel.

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Meg Bear is senior vice president of Products for 51风流SuccessFactors.